Mapping and developing accounting processes
Nuolioja, Valtteri (2021)
Nuolioja, Valtteri
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021113022582
https://urn.fi/URN:NBN:fi:amk-2021113022582
Tiivistelmä
Thesis covers a commissioned project for a case company in the financial administration industry. Accounting processes were to be mapped for a set of customers with similar systems and workflows. The scope of said processes was limited to adjusting journal entries, period closing procedures, fixed asset accounting, cost tracker creation, and State Treasury reporting. Process mapping was required for better transparency, visibility of the work, and process development. The objective of the project was to construct detailed and presentable process maps, while seeking ways to improve these processes.
Theoretical background consists of considering processes and workflow on a general level with examples of different methods to map out processes, in conjunction with different principles on improving processes. Relationship maps, cross-functional process maps, flow charts, and service blueprints were considered. Cross-functional process maps were chosen as the working method for this case.
Data was gathered via observation during the author’s employment in the case company, in addition to interviews with process owners. Based on the data gathered, cross-functional process maps were created for each process. The maps revealed key activities of the processes and stakeholder touchpoints. As such, process transparency improved. Furthermore, recommendations on process improvement were made for each process. Some recommendations focused on making the workflow more fluent, for instance by removing unnecessary activities and reducing waste within the processes. Most of the recommendations, however, were concerned with developing quality within the process: improving the accounting practices and benefitting the customer as well as the case company. In total, twelve different suggestions were made for the processes in question.
It was concluded that the thesis project can serve as a good starting point for process improvement, but process development must be a consistent effort that is done in cooperation with the process owners, while acknowledging available resources.
Theoretical background consists of considering processes and workflow on a general level with examples of different methods to map out processes, in conjunction with different principles on improving processes. Relationship maps, cross-functional process maps, flow charts, and service blueprints were considered. Cross-functional process maps were chosen as the working method for this case.
Data was gathered via observation during the author’s employment in the case company, in addition to interviews with process owners. Based on the data gathered, cross-functional process maps were created for each process. The maps revealed key activities of the processes and stakeholder touchpoints. As such, process transparency improved. Furthermore, recommendations on process improvement were made for each process. Some recommendations focused on making the workflow more fluent, for instance by removing unnecessary activities and reducing waste within the processes. Most of the recommendations, however, were concerned with developing quality within the process: improving the accounting practices and benefitting the customer as well as the case company. In total, twelve different suggestions were made for the processes in question.
It was concluded that the thesis project can serve as a good starting point for process improvement, but process development must be a consistent effort that is done in cooperation with the process owners, while acknowledging available resources.