Komplektsnab (1C: Small Business Management 8 (1S: UNF))

The fact that business process automation is necessary to all including to small business is indisputable: the organizations where the number of employees does not exceed one-two tens, and the number of computers can count on fingers. At the same time representatives of small business for carrying out the large-scale project of automation often do not have neither time, nor resources, and therefore it is necessary to master a new system quite often literally in combat conditions.

The Komplektsnab company, producer of spare parts and parts for steam and hydraulic turbines, imparts experience automation of management accounting. In the company 30 employees work. The enterprise has no CIO therefore our questions were answered by Claudia Solopova, the chief financial officer.

Interviewer: When did need of automation of accounting for your company arise? The company at us small; we began the productive activity only in September of last year, using the areas rented at one of the enterprises of St. Petersburg. We wanted that the beginning of our activity was "civilized" therefore made the decision at once to purchase and implement the corresponding software product allowing to automate work of our employees with customers and suppliers, and to the head — to observe and control activity of subordinates.

Interviewer: Who executes a role of the director of accounting? On initial stage of the project, considering small number of staff, function of setting and conducting management accounting was assigned to the accountant. In the nearest future to work with the program it is going to connect the technologist and the designer of production and also the manager who is responsible for execution of commercial offers.

Interviewer: What business processes were automated first of all? One of the major business processes for us is interaction with buyers. In terms of the program, the main document of accounting - the order of the buyer; on its basis we create supplier orders, orders for production. Daily we use statuses of orders: on a system desktop it is visible at once what orders are paid, but are not shipped (or are shipped partially) what of them in work and what are only requests. Icons of payment and shipment in the magazine of orders of buyers are very convenient. Often we use reports on settlement with buyers for the detailed analysis of debts of the company and partners.

Interviewer: And how the situation with industrial automation is? As primary activity of the company is production, special attention is paid to orders for production. Different schemes of work are admitted to the companies:

- rendering production services,

- production from own materials,

- acceptance of materials in processing.

In different cases the different documents allowing to trace terms of execution of works form and it is correct to reflect business processes. It looks as follows: during creation of the order for production the construction technologist fills out the production specification on the basis of which procurement of materials is conducted. Orders for production are planned on time – in each order time of start and the finish of production works is specified. Daily we control a status of production orders; we can quickly find out when the order goes to work whether materials are ordered. Upon execution of works write-off of materials forms, the finished goods are credited. It is very important that production orders and purchases are created on the basis of orders of buyers. Thus, we can trace all business process from the moment of arrival of the request before formation of the act of the performed works or shipment.

Interviewer: How management of labor costs is implemented in production? Upon a worked time the sheet of a time recording forms. For certain employee categories in a system these data are used at bonus calculation – the calculation formula of awards on the fulfilled hours is configured.

Interviewer: Whether you had to face difficulties? Setup of data exchange of a managerial system with accounting was the difficult moment for us. In principle, the data required for accounting are transferred to "1C: Accounting 8". But there is a number of nuances. For example, in a managerial system by production we use several warehouses, and in an accounting system it is enough of one. At transfer of documents from 1C: Small Business Management in "1C: Accounting 8" it is required to put down manually the warehouse "correct" from the point of view of accounting base. Data transfer – one of the most difficult moments in accounting.

Interviewer: Whether there is in your company a selected IT specialist? We have a system administrator, he works part-time and performs purely support functions on adjustment and software installation. Interviewer: What information systems do you use or are going to use? We use seven computers, five of them are united in a local network. As a matter of fact, it is five jobs planned by us with the installed 1C: Small Business Management program. We have no other information systems, except for, certainly, Microsoft Office.

Interviewer: How did you select the platform for automation of a company performance? First of all, we decided to consider a large-scale system — "1C: Manufacturing Enterprise Management". But then, jointly with specialists of SoftBalance Group, came to a conclusion that for us it is still too big therefore stopped the choice on already mentioned "Management of small firm". In this program we liked complete approach which covers, among other things, and a manufacturing sector.

Interviewer: Whether it was provided when choosing the solution a factor of possible scaling of your company? We understand: if we lack functionality, will order completion of the program. And further life will show. If "you begin to enjoy", at once you understand what is not enough for you. I all life work as the financier and already now I see what can be required in addition. The majority of issues can be resolved by completion of a system and if it does not turn out, we will think what to do next. The situation is complicated a little by the fact that our company did not come to the planned turnovers yet; did not begin to make profit. Therefore within a year we do not plan any high-quality changes. The main thing — to master the functionality which is available now.

Interviewer: Whether always you found mutual understanding with specialists of supplier company? Perhaps, the main complexity is that suppliers, implementers and consultants not always understand specifics of our production. How do we solve this problem? We sit down together with the specialist and we understand all questions. At the moment, it seems, all problems are solved, however, we plan the next stage of automation of management accounting. And then, I think, we need the help of consultants with their expert knowledge again.

Interviewer: What articles does the budget selected for IT in your company include? In 2013 we budgeted expenses not only on maintenance within ITS (Information and technology maintenance – an editor's note), but also for consulting support which can be necessary for us.

Interviewer: What most burning issues in the field of IT face your company today? First of all, people are not ready to working in unified software environment. When at everyone on the computer the tables, files, notes are one and when your information becomes available and visible not only you, but also to other employees and the head, there is a serious psychological barrier. The second problem is that if young employees not bad own computer literacy, then aged people — it is worse. But at the same time people of advanced age communicate with specialists more willingly, more attentively and accurately work in the program. But a psychological barrier, I repeat, it is characteristic of all age.

Interviewer: How do you motivate employees to use the program? Of course, one may say, that the best motivation is the order of the administration. However, when the person begins to use the program, he understands that to work in a system more effectively and more conveniently, than on a single computer in separate as Excel table. At least, a system controls the entered data that excludes a possibility of intermittent errors. For example, you will not enter the wrong date any more. Partially we already pass a difficult way of tests and errors. As soon as we begin to expand the used functionality, we should pass on this way again, and we are ready to it. It seems to me as soon as employees break this psychological barrier, him it will be interesting to master somewhat quicker the program and to begin to work in it most effectively. Something special is convenient to each person; all have habits, but the important property of human nature consists in ability to adapt and adapt to the current conditions.

Interviewer: As you already told, in your company there is no selected IT specialist. What knowledge and skills in the field of IT in this case should the head have? He should understand accurately that it is necessary for it from the program and what its opportunities. And let accounting subtleties are not so important for the head, however a managerial part needs to be known. For example, our CEO is far from IT, he is a net production worker, and we "will surely submerge" it in the program. He often says: "And it is good to make so and so" — and I answer it: "It already is in the program, it can be done already now".