Tag: cloud practice management

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Lean and Mean – Improving Sales and Distribution Performance

Lean and Mean – Improving Sales and Distribution Performance

It is surprising that, even in this world of Internet marketing and online commerce, many businesses are operating at levels far below their potential.  Reliant upon people rather than information and process, these businesses are weighted down by their legacy approach to getting things done.  They throw money and personnel at the problem, adding more “fat” to the business and making sustainability just that much harder to achieve.  The right approach, and the mantra of all manufacturers and distributors, should be to work “lean and mean”, applying technology and business principles which support agility and improved process efficiency.

The center of lean business is in operations, and includes all aspects of the “order” processing and support systems.  From the point where an order is sought, to the point of order entry, and through to delivery and service – all aspects of the operation must be addressed for the business to achieve maximum success.  Innovating in operational areas, such as in order management and distribution, can help the business rise above others in the market and create a significant competitive advantage.

What becomes challenging for many businesses is the fact that years of working in established “silos” often makes it difficult to introduce the cross-functionality necessary to support lean operations.  It is not sufficient to simply suggest that the organization work collaboratively to streamline processes from order through to service and support.  Work groups and team members must work together and adapt to delivering process improvements, following through with the actions necessary to turn the philosophy into bottom line results.  Good support is required to keep customers, and a good product is necessary to support increased sales.  No aspect of the operation stands alone, so each is necessary to participate in making end-to-end improvement.  Additionally, back-office processes must be aligned to work collaboratively where required, supporting efficient operations rather than creating unnecessary bottlenecks or delays.

The key to developing a lean and mean, high performance operation is applying the technology and principles which translate into improved profitability and customer retention.  In many cases, the same solutions which create customer “self-help” capabilities are also solutions which can address similar needs for internal business users. Ultimately, the goals are elimination of redundant or error-prone processes, establishing the sharing and secure collaboration of information throughout the organization, implementing integrated systems which allow users to efficiently perform their particular tasks, and working cooperatively with others in the supply chain to maximize the real-time capability and efficiency.

Rather than continuing to utilize basic record keeping solutions, or accounting products which aren’t prepared to address the specific operational aspects of the business, owners and managers should be looking to the tools and solutions which will help them develop the framework to support improving operational performance, turning people knowledge into sustainable business profitability.

Make Sense?

J

Accountants and Small Manufacturers: Getting in Front of the Ball

There’s a lot more to accountability in a manufacturing or inventory-based business than simply keeping track of money in and money out.  Particularly in an economy when nobody can afford to build or stock products too far ahead of demand, it is essential that these businesses have a means to not only track and manage purchasing, manufacturing, distribution and stocking activities, but to understand conditions or trends which impact the flow of materials and cash through the business.  Read more…

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Accountants and Small Manufacturers

rollingballGetting in Front of the Ball

There’s a lot more to accountability in a manufacturing or inventory-based business than simply keeping track of money in and money out.  Particularly in an economy when nobody can afford to build or stock products too far ahead of demand, it is essential that these businesses have a means to not only track and manage purchasing, manufacturing, distribution and stocking activities, but to understand conditions or trends which impact the flow of materials and cash through the business.  Further, this understanding must come in a timely manner in order for the business owner to make decisions and take action when it matters most.  Unfortunately, many business owners find themselves “behind the ball”, constantly pushing to make forward strides, and often due to not having the information they need to make business decisions that matter now, today.

Why is it so critical for these businesses to have more and better information to help them make strategic decisions and answer daily operational questions?  In a word: connectedness.  The Internet has truly made the world smaller when it comes to participation with even the smallest of local businesses.  Globalization of markets has impacted manufacturers in significant ways, and these businesses (like so many others) must now be prepared to address the realities of global supply chains, outsourcing, and a remote or mobile workforce and market.  While many of the software solutions addressing the functional business requirements of manufacturing and inventory or warehouse management are “locally implemented” solutions, extending and integrating these solutions to address the new global and mobile paradigm may represent a significant expenditure in time and resources for the small enterprise.

Application hosting and web-based solutions have emerged to help businesses address the need to “modernize” legacy applications and enable greater levels of system management and access.  Introducing the applications into a centralized and remotely accessible environment allows the business to immediately deliver the necessary support for remote work and mobile access, and positions the system to facilitate collaboration within the business and with outside participants, such as outsourced bookkeepers, accounting and finance professionals.

These professionals can be instrumental in assisting their clients manage the change to new collaborative computing paradigms.  Where accounting was previously viewed as an after-the-fact process, accountability through detailed activity tracking and reporting is now a focus which begins at the front end of the business, and accounting professionals are finding far greater value in helping structure and manage this daily activity in order to deliver greater operational information and insight.  Rather than being the last people to know what is happening in the business, accounting professionals are recognizing that their ability to positively impact business performance requires getting “in front of the ball”, initiating process structure, data control and collection which ultimately results in better and more informed decision-making through better and more timely access to more meaningful information.

Businesses at all levels are realizing that new computing paradigms can ease the burdens of collecting and sharing information, yet most small companies need help in determining exactly how to approach this “enabling” of the business and systems.  While accountants are also experiencing dramatic change in how they do business, it makes sense for them to embrace the opportunity and recognize that enabling client systems will ultimately allow the accounting professional to work more closely and to deliver more tangible value to their client on an ongoing basis.  Online accounting approaches are no longer a fad but are the new reality supporting how many bookkeepers and accountants work with their business clients.  Extending access beyond accounting and bookkeeping systems, and incorporating support for operational and line-of-business solutions, is the next step which will bring the accountant closer to the client business, and position both to benefit from deeper collaboration and useful insight.

Make Sense?

J

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The Holistic Approach to Cloud-Enabling Your Firm

The Holistic Approach to Cloud-Enabling Your Firm

Today’s professional accounting or law practice has a number of issues to contend with, not the least of which is technology.  While IT has been serving the firm for years, shifting paradigms in computing are leading professionals to wonder exactly which direction they should turn for advice.  It’s easy, at a high level, to see the value and benefit of outsourced IT services and being able to focus on your core offerings, but it’s a little harder to find exactly which path your firm should follow.  One thing has proven true over the past few years: taking a holistic approach to cloud-enabling your firm is far better than any uncoordinated exchange of applications and services.

There are four areas the firm should explore when looking to more fully leverage technology to its benefit, which is what “cloud-enabling” the practice really means:

  1. Transitioning to a paperless (or less paper) office
  2. Exploring alternative billing methods (value versus time?)
  3. Outsourcing non-core and non-strategic tasks and processes
  4. Streamlining procedures to create consistency in service levels

The challenge is that firms have numerous options and approaches being thrown about, none of which represent obvious solutions to the entire problem.  In pieces, cloud services and online applications can deliver new capability and functionality, but a professional practice has the requirement for systems to work together to be effective.  Re-entry or redundant storage of data is inefficient, so it is difficult to streamline procedures when the systems run on different platforms or don’t integrate well.

One approach is the “hybrid” approach, where you take the best of the tried and true, and deploy it in new ways to create new capabilities.  Also introducing cloud-based and SaaS solutions where they can truly help the firm innovate makes sense, as long as those solutions can connect back to the core systems. The key is to not lose what efficiency and business intelligence the firm already has while attempting to transform and improve upon those models (digital transformation).

The new thinking by some firms is to adopt web-based practice management solutions that make it easier to collaborate with team  members and clients.  Many of these solutions get great reviews and indeed do make it easier for users to access information from anywhere and on mobile devices.  Lots of neat features for the forward-thinking practice are available, yet the problem is that these solutions usually don’t have general accounting functionality required by the business, nor do they address some of the fundamental capabilities that apps on the desktop can.

For the online applications serving line-of-business functionality, the easy answer to finance department questions is to connect to an online accounting solution, like QuickBooks Online.  While this may serve the needs of the developer, the needs of the business finance department often outpace the functionality available in the smb online accounting products.  To address this reality, many developers have created the means to export data to the QuickBooks software running on the local desktop.

The desktop editions of QuickBooks remain extremely popular with professional service firms and the businesses they serve. In a cloud and mobile world, the firm and their client doesn’t have to be tied to the local desktop in order to keep their desktop software or collaboratively work in the data.  When the QuickBooks desktop software is setup within a secure remote access environment (whether on-premises or with a hosting provider), users benefit from the same mobility and realtime collaboration advantages as with a SaaS solution, like anytime/anywhere access.

Virtual desktops and remote application models allow users to access what seems like a workstation in the cloud, with business applications such as QuickBooks and Microsoft Office and whatever else the firm uses. The desktop is a true Windows platform, so the features and functionality are just as they are when working directly on a local PC.

Most remote or virtual desktop setups also let the user access the Internet and use a browser on the remote desktop, allowing users to run the SaaS solutions they’ve subscribed to alongside their desktop applications yet still remain in a totally virtual and mobile working environment. This approach allows the firm to centralize management and administration of internal servers and networking resources, or eliminate much of the maintenance and management by outsourcing to a hosting provider. Outsourcing the hosting and management of systems further establishes predictability in cost and increases IT agility.

The thing to remember is that one size does not fit all, and every firm will need to work within their own requirements and motivations to come up with the proper approach.  What works for a solo practitioner or small firm won’t necessarily work for a larger firm… or maybe it will, depending on the company culture and structure. There are a lot of options with the cloud when it comes to outsourced information technology models, online practice management and other business solutions, and mobile services which reduce the impacts of time and distance.  It’s time to start implementing on-demand access and mobile-friendly service options before the competition leaves you behind.  Interestingly enough… the competition that looks like a huge and successful firm could be just one person using some really smart IT.

 

Make sense?

J