Financial work is necessary to rely on the system to optimize?

Traditional financial management model, the enterprise financial system also write a master's thesis a lot of use of computers, but this use is only to solve individual financial problems, the lack of financial network design from the overall perspective of the enterprise, thus forming a large number of financial "information islands", resulting in a waste of funds and low financial management efficiency. Promote the construction of financial management information technology, the purpose of which is to use information technology to eliminate the various "information islands", to achieve integrated financial management. To achieve this goal, the traditional financial accounting process must be transformed, . That is, through the work of the traditional financial model of work, work units, work steps to be judged, and the logical relationship, time consumption, whether parallel, etc., to analyze and study, bold creativity conceptualization of the best way to complete the unified work objectives of a series of work units and links, in order to improve the quality, speed, cost, service, and other key indicators of performance assessment.　　4.1 Traditional financial accounting process and its defects 4.1.1 Traditional financial accounting process The financial accounting process refers to a series of activities carried out by the financial accounting department in order to achieve the financial accounting objectives. Financial accounting process contains four major processes of data collection, processing, storage and output, which is a bridge connecting business processes and management processes. Therefore, the design idea of financial accounting process, the efficiency of data collection method, the correctness and effectiveness of processing will directly affect the quality and efficiency of enterprise management activities.　　The traditional financial accounting process is based on the development of hundreds of years ago Pachauri's accounting theory, its core idea is the classification system, the data provided by the classification of summary data, which collects data from the business process, the main carrier of the data is the original documents, accounting strictly in accordance with the "vouchers, a register of the books of accounts, a preparation of statements". Accounting is strictly in accordance with the order of "filling out vouchers, registering books and preparing statements", after the data processing of the original documents to generate various types of books, and finally, based on the books and vouchers, the preparation of internal and external statements submitted to investors, creditors, government departments and managers and so on. -Specific structure as shown in Figure 4-l: 4.1.2 Defects of the traditional financial accounting process In the face of the challenges of information technology and business process re-engineering, the financial accounting process developed based on Pacholli's accounting theory is no longer adapted to the realities of the network era of informationization of financial management. the AICPA President Robert. Mednick (Robert Mednick) has pointed out: "If the accounting industry does not reshape itself in accordance with IT technology, he will likely be pushed aside, and even be replaced by another industry a pair of industries to provide information, analysis, visas, services with a more innovative perspective of the industry. Therefore, in-depth analysis of the traditional financial accounting business process defects, for the reform of financial accounting processes, financial management processes, with the idea of process reengineering to guide the accounting staff to reshape and control the process is of great significance.　　(1) The traditional financial accounting process can't realize the information **** enjoyment In the traditional manual accounting system period, the financial accounting process are established under the theory of division of labor a sequential business process. To the period of computerized accounting system, but also simply imitate and copy the hand soil accounting process, although also the use of modern information technology, in the IT environment to establish a number of independent sub-systems, such as material accounting system, accounts processing system, but also just to achieve the automation of the financial accounting process, the essence of just a change in the means of operation, and did not change the nature of the traditional information system structure. The various subsystems or modules are separated from each other, the formation of a subsystem as the unit of an information island. The data and information provided by the accounting subsystems can only meet the needs of the financial sector, but can not meet the needs of other functions related to it, and can not realize the financial information **** enjoy.　　(2) The traditional financial accounting process is difficult to meet the needs of management in the information age The whole process of enterprise business activities is accompanied by capital flow, logistics and information flow. Due to the constraints of the traditional accounting system structure, ideas and technology, accountants do not collect all the data of the business process, but by judging what data in an economic business activity affects the enterprise's financial statements, so as to collect which meets the accounting definition of the flow of funds, and for the process of business activities accompanied by the logistics and information flow, such as information required by the customer, such as productivity, performance, reliability and so on. Other information required by the customers of the information, such as productivity, performance, reliability, etc., is not taken into account. As a result, the data related to the same economic activity are kept in the hands of the accounting staff and the business staff separately. Since the traditional accounting system focuses on only a small part of the business process, it ignores a large amount of management information. This process approach not only makes the process links increase, but also easily leads to data inconsistency, information compartmentalization and duplicate storage of information between the accounting information system and other systems.'' Furthermore, the end result of the traditional accounting process a three financial statements, limiting the type of information that financial managers get ghostwriting for hire for masters thesis, can not provide the financial status and operating results of the enterprise from multiple levels and angles.　　(3) The traditional financial process can not meet the needs of real-time control Any enterprise capital flow is accompanied by logistics flow, but the traditional financial accounting process reflects the capital flow information often lagging behind the material flow information, the control function in the financial management process is often after-the-fact control, which makes the enterprise can not be from the point of view of the benefits of production and operation activities in real-time control. This is because, accounting data is usually collected after the occurrence of business, rather than real-time collection of business occurs; accounting data processing is the lag in the collection of data over the accounts, summarize, reconcile, etc.; financial reports can not be directly utilized, and must be processed through a number of links for users to use; traditional financial management is more due to the limitations of the technology as well as economic constraints make the financial control is only ex post facto control. In today's rapidly changing economic environment, to improve the usefulness of financial information and control, must realize the real-time information, but the lagging nature of the traditional financial processes can not enable financial managers to get the information they need, can not meet the needs of real-time financial control.　　4.2 Theoretical Analysis of Business Process Reengineering Business Process Reengineering (business process reengineering, BPR) is a theoretical system that accompanies the application of management information systems in enterprises and aims to help enterprises achieve high-quality, high-efficiency, high-flexibility, low-cost business objectives. Its core idea is to break the management mode of setting up departments according to the functions of the enterprise, and replace it with business process as the center, redesigning the enterprise operation and management process. It is not in the original organizational structure on the simple division of specialization, but also not the original business computerization, but on the basis of an in-depth analysis of enterprise business processes, redesigned to obtain a very small on the major improvements in the activities.　　Business Process Reenglneering (BPR) theory was first proposed by Dr. Mchael Halluner in 1990. It refers to the fundamental thinking and thorough reconstruction of the enterprise's business processes, the purpose of which is to achieve significant improvements in cost, quality, service and speed, making the enterprise can maximize the adaptability to customers (Customer), competition (comp. tlti. n), change (change) as the characteristics of the modern business environment.　　Its connotation refers to the information technology-based, to better meet customer needs services, systematic enterprise organization workflow and related activities, it breaks through the traditional division of labor theory of the ideological system, emphasizing the form of enterprise organization to "process-oriented" instead of the original "function-oriented It breaks through the traditional idea system of division of labor theory, emphasizes the enterprise organization form to "process-oriented" instead of the original "function-oriented", and puts forward a brand-new idea for enterprise management. Development to the present, different scholars have different understanding of BPR, but in a nutshell, BPR is job-centered, free from the constraints of the traditional organizational division of labor theory, advocating customer orientation, organizational flexibility, employee empowerment and the correct use of information technology, to achieve the purpose of adapting to the fast-changing environment [18]. Its core is the "process" view and "reengineering" view. The "process" point of view, that is, the integration of a chain of operational activities from the order to delivery or provision of services, so that it is built on a "super-functional" basis, across the dividing line between different functional departments, in order to manage the reconstruction of the operational process;" Re-creation" point of view, that is, to break the old management norms, re-creation of new management procedures, in order to return to the origin and start from scratch, so as to obtain a major breakthrough in management theory and management style.　　Business process re-engineering mainly includes three links: business process analysis and diagnosis, it is the description of the existing business processes, analyze the problems that exist, and then give a diagnosis; business process redesign, for the previous analysis and diagnosis of the results of the redesign of the existing process, so that it tends to be rationalized; the implementation of the business process re-engineering, this stage is the redesign of the process is really implemented into the enterprise's Management.　　For the main methods of business process reengineering are: the rational use of information technology, merging related work or workgroups, the steps of the workflow in its natural order, fuzzy or across the organizational boundaries. IT technology makes the limitations of time, space and distance no longer exists, so BPR can also make the strict division of organizational boundaries fuzzy, or even across the organizational boundaries, the establishment of an extended enterprise business processes.　　4.3 Reconstruction of Financial Accounting Processes In order to successfully implement network finance and realize the information management of finance, it is necessary to reconstruct the traditional financial accounting processes. We should be based on the theory of business process reengineering, carefully study the specific content of the financial process and each link, from the defects of the traditional financial process, re-construct the financial accounting process, to achieve centralized management of finance, to achieve the integration of finance and business, the comprehensive management of the budget and the dynamic control of funds.　　4.3.1 The goal of financial accounting process reconstruction in the process of financial management informatization The financial accounting process must be able to adapt to the development of the enterprise production scale, be able to scientifically and effectively manage subsidiaries, and be able to serve decision-making in a timely manner. According to the requirements of the construction of financial management information technology, network financial implementation process of business process reconstruction must meet the following objectives: (1) with a high degree of integration of modern information technology to achieve data **** enjoy With the continuous development of the Internet, the traditional accounting in the fundamental theories, work procedures, organizational methods, etc. Huge changes in the face, according to the requirements of the information processing, only to make full use of modern information technology, in order to adapt to the rapidly changing management of the information technology, and to meet the changing management requirements. Adapt to the rapidly changing management requirements. The re-engineered financial accounting process is no longer a simulation system of the traditional accounting process, but is based on modern information technology, with the current social, economic and technological environment compatible with the new system, is the true sense of the realization of the data **** enjoy. That is, on the basis of the original data, the data for the relevant standard coding and other simple processing, the formation of source data to meet the requirements of all information users within and outside the enterprise, is the financial data is really the same source, to realize the *** enjoy.　　(2) Establishment of a centralized management system On the one hand, it establishes a centralized network server and data server, and on the other hand, it centralizes the system management authority to the company headquarters. This can realize the centralized service and *** enjoyment of data, and also ensure the safety of system operation. At the same time, the superior organization from the computer can do instant inquiry and audit, strict internal supervision system of the company, and strengthen financial management.　　(3) Strengthen the system processing capacity Fully utilize the automatic processing capacity of the computer system, through human program settings, to achieve the business automatically generate real-time accounting vouchers, the timely and automatic reporting of financial data, to strengthen the ability to summarize, merge and analyze the data to liberate the labor force and improve the efficiency of the work.　　(4) Reduce the approval procedures and strengthen the control system Reduce the relevant approval procedures, shorten the time of business process operation, and realize the management and control of internal business by strengthening the control mechanism, such as strengthening the internal management through budget management, target management and so on.　　(5) Establish effective information feedback mechanism Service decision-making is the fundamental purpose of financial management, how to timely and accurately feedback financial reports to decision-makers is the ultimate goal of business process re-engineering.　　4.3.2 Financial Accounting Process Reconstruction Ideas (1) the establishment of business event-driven based on the integration of financial and business information processing process "event-driven" is the information users need in accordance with the use of different motives for the information is divided into a number of events. For example: the use of event-driven tables rather than accounts to "register" a sales business, sales data to be recorded in the sales event data and sales of an inventory event table, when a sale occurs, the sales revenue will be recorded in the sales table, the cost of goods sold will be recorded in the sales of an inventory table. Initial design, at the same time for the event to design the corresponding "event driver" model, when the need for a certain type of information, according to different events to drive the corresponding processing program, so as to provide the corresponding information. According to the principle of integration of finance and business, when a business event occurs, the business event processor, according to the business and information processing rules, stores all business-related data in a logical data warehouse, which maximizes the storage of financial and non-financial system data, and allows various types of "authorized" personnel to automatically output the data through the reporting tool. All types of "authorized" personnel across the enterprise can automatically output the required information through reporting tools, and this integrated data warehouse is sufficient to support the requirements of all information users. Due to the introduction of the data warehouse, the number of a source, information concentration, to avoid the occurrence of incomplete and duplicated data, maximize the realization of enterprise-wide data *** enjoyment, simplify the process, real-time access to information, real-time information processing, real-time reporting of information, to achieve all the data out of a place, *** with the use of all managers at all levels can be real-time, dynamic access to information to support decision-making. Specific process as shown in Figure 4-2: (2) real-time information processing embedded in the financial management process will be real-time information processing process embedded in the financial management process, the enterprise performs business activities at the same time, the business events related information input to the financial management information system, financial decision-making information system, through the implementation of business rules and information processing rules, to generate integrated information, to achieve integrated financial management. The integrated financial management is realized by implementing business rules and information processing rules and generating integrated information. In this way, the financial staff will change the original management mode, extend the financial department to each business department, pay direct attention to the actual business process, realize real-time control of the business in the matter and manage the risk.　　(3) will be the work of the financial sector to re-planning and set up through the integration of financial work and other business work, many positions in the financial sector will be affected, some of the jobs will be canceled, such as materials post, fixed assets post, statement post, etc., they will be integrated into the relevant management work. In the process of financial accounting process reconstruction, will need to be based on the requirements of financial information technology, reset positions, such as audit post, to regularly and irregularly check the network of financial information and business raw data; accounting supervisor post, to ensure the correctness of the accounting confirmation and measurement, the development of the financial system and supervise its implementation, improve internal control, good accounting and other information flow synergies between the post; accounting integrated management post, the Input, processing and output for the integration of accounting information into other value streams, for example, the processing of administrative expenses, financial analysis and management. At the same time there should be a system maintenance, cashier post.　　(4) Make financial personnel from information processors to business managers With the help of information technology, financial personnel from the daily processing of financial information to get rid of, can pay better attention to the business process of the enterprise, to realize its management responsibilities. The traditional financial accounting process is separated from the business process and deals only with a subset of the events that occur in the business process, and financial accounting is an important provider of data needed for financial management, so this situation will lead to a disconnect between financial personnel and business managers, and will not be able to play the management function of financial management. Because solving business problems requires an understanding of corporate strategy, business processes, organizational structure and other aspects of the situation, when finance staff are busy and limited to dealing with the "traditional accounting data" of events occurring in the business process, they have no time to obtain other information, and are unable to make better financial decisions and achieve financial management. Therefore, it is critical to enable finance staff to participate in, develop and implement the entire business process and to re-engineer the process in a way that blurs or crosses organizational boundaries.　　4.3.3 Organization and Implementation of Financial Accounting Process Re-engineering The organization and implementation of financial accounting process re-engineering has the following main aspects: (1) Establishment of a project implementation team. It is a full-time working group for the project, with the participation of skilled personnel drawn from the company's business department, information department and financial department, and with the company's main leader as the head of the group. This ensures the authority of the project implementation, at the same time, also solves the problem of coordination of interdepartmental interests.　　(2) Carry out extensive publicity and training. The essence of business process re-engineering is the reshaping of the mindset, therefore, extensive training is a key part of the project implementation. Training targets include: business leaders, management cadres and general staff at all levels. Training content includes: education on the concept and necessity of the main steps of accounting process reengineering, explanation of the newly constructed business processes, and training on the application of financial management informationization software. At the same time, the training will be carried out throughout the implementation process, which goes hand in hand with the project implementation plan.　　(3) Data preparation and data reorganization. According to the new business processes and software requirements for the collection and organization of relevant static and dynamic data. Mainly includes:Accounting entries, departments, staff, customers, suppliers, materials and other items of the design and coding. Project setup and coding to meet business management needs as a standard.　　(4) Implementation of the system initialization. Maintain the rectified data into the system to complete the initialization of the system.　　(5) System operation test. This is the trial run part of the system and a test of the effect of business process reorganization. Adopt tracking and recording to summarize the problems in operation, and make amendments to the business process through coordination. Ensure the adaptability of new business processes. The original business processes should be parallelized during the operational testing process, at least for more than 3 months.　　(6) Onboarding personnel assessment. The daily operation of the new system and the basic requirements of the operator must master. And after passing the examination to qualify for induction. Assessment mainly includes: new business processes, software applications and system operation and management system.　　(7) system and process switching. This is the beginning of the official launch of new business processes and financial information systems.　　4.4 Typical Case Analysis of Financial Accounting Process Reconstruction 4.4.1 Company Business Analysis Anhui HeLi Co., Ltd. is the only listed company in China's forklift industry, and it is the largest forklift production, scientific research and export base in China at present, with more than 500 series of varieties produced and sold every year, and the company's annual output of forklift is 20,000 units, which is the first in the country in all indicators for 13 consecutive years. It has more than ten molecular companies and production plants and more than 100 distribution companies and sales and service outlets. It is a modern enterprise that has gradually evolved from a single financial accounting unit to a modern enterprise with Hefei Casting & Forging Factory, Heili Parts Company, Anqing Axle Factory, Bengbu Fluid Power Machinery Factory, Baoji Heili Forklift Factory and many other entities and a nationwide sales network system.　　Ltd. in the accounting process before the re-engineering, financial accounting on the headquarters and branches of the geographical differences, resulting in data transfer is not timely, the company and its subsidiaries financial software system is not unified, can not realize the company's unified financial information summary, financial results analysis and other financial management; branches reported only simple statements, the headquarters of the specifics of its business is difficult to query in a timely manner; all of the company's financial software are used DBASE, Bengbu hydraulic machinery factory, Baoji He Li forklift factory and other entities and sales network system throughout the country. Financial software are used DBASE, ACCESS and other small databases, system security is poor, weak data processing capacity, maintenance; system and enterprise management network development trend can not keep up, can not form a better interface with the enterprise ERP system, the formation of a financial core, business-oriented enterprise integrated management information system.　　4.4.2 Problems within a few years, Anhui HeLi has developed from a single enterprise to have Hefei casting and forging plant, HeLi accessories company, Anqing axle factory, Bengbu hydraulic machinery factory, Baoji HeLi forklift factory and a number of entities and sales network throughout the country's modern enterprise system. According to the traditional functionalized financial management, each additional branch, a subsidiary, not only to increase a complete financial department, but also in the headquarters of the corresponding increase in financial accounting staff to summarize the accounts. Functionalization of finance of molecular companies makes the financial management of the whole group more sound, but this also brings several problems: (1) the lack of uniformity in the setting of relevant subjects, etc., and the difficulty of statistical analysis of data.　　(2)Lack of ****sharing of data, and the existence of information silos between departments and departments, and between organizations and institutions.　　(3)There is a partial rights vacuum in supervision and a lack of effective centralized management.　　(4)Excessive repetitive labor and redundancy of relevant links.　　(5) Poor timeliness and high cost of information transmission.　　In order to reduce the pressure of financial personnel, the financial departments of some branches of HELI have successively adopted some computerized systems or financial software, which basically use small databases such as DBASE, ACCESS, etc. The system itself has poor security, weak data processing capability, and high maintenance, and the data transmission is not timely, and it is impossible to realize the company's unified summary of financial information. At the same time, the data reported by the branches are only limited to simple reports, and it is difficult for the headquarters to make timely inquiries about the specifics of their business, not to mention timely management and analysis, providing a basis for decision-making. It can be seen that, without unified group financial integration, the financial departments set up in the branches alone, these financial functions can play a very limited role.　　4.4.3 Financial accounting process reorganization solutions Based on the above problems, Anhui Heili started to implement "unified financial" informationization transformation by launching Kingdee K/3 group financial system since 2002. Unlike many group enterprises which think that the implementation of group finance is to put on a set of centralized management software, the group finance of Heili is a process optimization reform from the very beginning.　　(1) Objectives of financial accounting process reorganization In the process of group financial management informatization, the leadership of the company put forward the following objectives: 1) Unification of the company's financial information system and unification of the accounting system and accounting principles. Among them, the unification of basic information such as accounting entries is particularly emphasized.　　2) Establish a centralized management system. On the one hand, a centralized network server and data server are established, and on the other hand, the system management authority is centralized to the company headquarters. This enables centralized service and **** enjoyment of data, and also ensures the security of system operation. At the same time, the superior organization from the computer can do instant inquiry and audit, strict internal supervision system of the company, and strengthen financial management.　　3) Strengthen the system processing capacity. Fully utilize the automatic processing capacity of the computer system, through human program settings, to achieve business automatically generate real-time accounting vouchers, timely and automatic reporting of financial data, and strengthen the ability to summarize, merge and analyze data. Liberate labor and improve work efficiency.　　4) Reduce the approval process and strengthen the control system. To reduce the relevant approval procedures, shorten the running time of business processes, and realize the management and control of internal business by strengthening the control mechanism, such as strengthening the internal management through budget management, target management and so on.　　5) Establish an effective information feedback mechanism. Serving decision-making is the fundamental purpose of financial management, and how to timely and accurately feedback financial reports to decision-makers is the ultimate goal of business process reengineering. According to Kingdee's financial consultant, Anhui Heili's group financial process optimization strategy is actually a form of corporate performance management advocated by Kingdee. The most important significance of clarifying the group financial process optimization strategy is that it shows that group financial management informationization is not only to realize centralized management. Centralized management is only a means, and the real starting point is to establish a financial monitoring system for enterprise performance management through process optimization.　　(2) financial accounting process reorganization implementation plan Anhui HeLi's management philosophy is "real-time effective, the pursuit of excellence". Anhui HeLi group finance from process optimization, also reflects the company's management philosophy, can be summarized as "focus on the key, rapid synergy". Focus on the key: Anhui HeLi information technology overall planning contains four aspects: group financial platform, P Chau platform, three-dimensional design platform and production operation platform. As the industry knows, Anhui Heili has a strong ability of independent development. But in the process of group financial management informationization, Anhui HeLi learned to walk on two legs a product development, design, production to continue its self-development strategy, the group financial services choose to cooperate with Kingdee. This makes the implementation of group finance more freedom and reduces the complexity of financial and business integration. It is also for this reason that the implementation goal of process optimization as the core of group finance becomes very clear and the demand is easier to grasp.　　Rapid synergy: If the word "synergy" in Anhui Heili as a verb, it can be illustrated that the company's information technology implementation of both fast and stable implementation process. Survey shows that Anhui HeLi "fast together" skills are mainly reflected in: 1) financial leadership: the finance department to lead the group finance to improve the basic data and rapid optimization of the process played a decisive role. In the enterprise only the financial sector on the process of confusion and data inconsistency of the deepest feelings, so in the implementation process, the financial sector is most invested. The initial system foundation setup, including accounting entries and basic financial processes, is the result of comprehensive discussions among the staff of the finance department. Among them, just accounting entries, the finance department spent two full weeks to discuss. This laid the foundation for the smooth operation of the system after implementation.　　2) Target Selection: Starting from the target rather than from the product features and a simple comparison of good and bad system for product selection, this selection strategy also reflects the planning and information department Zhang Mengqing, director (project leader) of the process-oriented thinking. He believes that the key question is to clarify what the group financial system we choose to do? The goal of HCL is to unify finance, and we just need to tell our staff how important this system is. Therefore, there was no fanfare in the selection of the group financial system, but only two vendors were invited based on the results of prior investigation. After comparing some details, Kingdee K/3 group finance solution was selected.　　3) Process Innovation: The process optimization of group finance is a dynamic process, and it is not possible to do it in one go. It requires the software system to support the continuous innovation and rapid configuration of business processes. It has been proved that the fast configuration platform of Kingdee K/3 has become the most ideal tool for HCL to continuously optimize the group financial process. The finance department requires that the finance staff of the headquarters and organizations should adjust and innovate the system application process every year, and every finance staff should have the ability to innovate the application. As a result, HELI's Kingdee k/3 financial system is updated every year, and the number of process development is particularly large. In order to match these newly designed processes, HELI's Finance Department initializes the financial system at the end and beginning of every year. Now, Kingdee has launched a special rapid configuration platform for K/3 - Kingdee K/3 BOS, which further enhances the flexible process design capability of Kingdee system and opens up a free space for the sustainable process innovation of the enterprise.　　4) Promote conceptual change through training: the essence of business process reconstruction is the reshaping of ideological concepts, therefore, extensive training is a key part of project implementation. Anhui Heili Group financial training process throughout the implementation process, the main training targets include: business leaders, management cadres and general staff. The training content includes: accounting and financial process reengineering knowledge education, explanation of new business processes, financial management informationization software application training. The company requires employees under the age of 45 to pass the training exam.　　5) Implementation team with "HELI": Throughout the implementation and switching process, HELI's own project team members and Kingdee's implementation consultants*** work together to provide training and work guidance for financial staff around the world, and patiently and meticulously work to minimize the resistance to the implementation. In Hely, we don't see specific support slogans, but we can find real support in the system.　　In Hely, the return on investment assessment of informatization project has always been full of trust and long-term vision, and each specific business leader of Hely can also appreciate the real value that informatization brings to their work.　　Timing, location and harmony are the keys to the success of any information system. "Timing" comes from the rapid growth of the enterprise, "location" and "people and" need to be created by the enterprise. "Focus on focus, rapid synergy" can be said to be Anhui HeLi group financial management information technology to create a rare "timing, location, and people and" conditions.　　4.4.4 Financial accounting process reorganization time analysis VBM (value-based management) management thinking that the financial management-oriented enterprise management has become the most suitable for the development of the situation under the conditions of economic financial new enterprise management mode. The maximization of enterprise value has become the basic goal pursued by enterprise management activities, and financial management activities are at the core of enterprise management activities. From the financial process optimization group financial transformation, reflecting the enterprise value and group financial management behavior of the intrinsic link, therefore, will open the group financial value growth of the new space.　　Anhui HeLi's group financial process optimization from what aspect opened the group financial value growth of the new space: (1) unified basic subjects to improve the comparability and universality of the basic financial data Anhui HeLi Co., Ltd. will be subordinate to the company's subjects to the second level of unity, and the relevant subjects stipulate the accounting project. Under the original decentralized accounting information system, due to the low speed and inaccuracy of information transfer, there are often inconsistencies in the setup of accounts above and below the company, which brings great difficulties to the financial management of the company and the comparative analysis and management of the business between the companies. By unifying the accounts and stipulating the accounting items, the problems of financial accounting, budgeting, real-time monitoring of funds and comparative analysis of subordinate units by the head office have been solved, and the needs of internal and external resource integration and the planning and control role of the head office have been met.　　(2) Unified financial and business processes improve the real-time accounting and real-time control of financial capacity as long as the basic information entered in the accounting is sufficient and correct, the system can automatically carry out the corresponding vouchers in accordance with the set business template for the account processing, and automatically generate funds, transactions, cost statements, funds management, transaction management, product management information can be quickly reflected to the decision-making level, realizing the synergy of business and finance and real-time monitoring. and real-time monitoring.　　(3) Timely and Accurate Consolidated Statements Enhance the Ability of Enterprise Value Assessment In the past, it was difficult for the headquarters of Anhui HeLi to make timely inquiries about the specific conditions of its business, and it was even impossible to carry out management and analysis in a timely manner to provide a basis for decision-making. Now, through Kingdee's consolidated statements, the internal financial data of the group can be automatically reported in time, and the higher-level organizations can summarize, merge and analyze the reported data, so that the leaders of the company can timely grasp the operation status of the whole company and provide decision-making support data for them, which improves the ability to assess the value of the enterprise and the company's ability to adapt to the market.　　(4) Improve the level of comprehensive budget management, enhance the budget control ability of the enterprise value Anhui HeLi Group financial management system has realized the target profit as the starting point, the preparation of comprehensive sales budget, procurement budget, expense budget, cost budget, cash income and expenditure budget and profit and loss budget, and provide comprehensive budget preparation, early warning control, budget tracking and budget analysis, to provide process control for the company budget management, and establish the cost and expenditure budget, and improve the company market responsiveness. Management provides process control, and establishes the performance appraisal system for cost center, profit center and investment center, so that the company's business operation activities can be carried out scientifically and reasonably along the budget management track.