Business Process
Pro Acts Business Process Development
Total years of experience :21 years, 0 Months
Business Process Development and Training.
Six Sigma.
Achieving Customer Excellence
Manage staff - 21 Employees ( Inc. 2 Supervisors)
AP Clerks - (12) Data Capturers - ( 9)
Payroll Clerks - ( 2 )
Employees on Payroll + - 1200
Liaising with 54 Branches countrywide Introduce & implement new policies & processes
Implementing Process Flows Improvements) & SOP’s
Restructure - staff reduced from 18 to 10
Manage &Validate Supplier Maintenance + - (12 000) Ensure payments supported by validated documents Reconciliation of AP Control Account
Authorising & control of foreign payments
Total Supplier payments released +- (180m PM)
Payments include month end, COD & Sundry
Control & restructure of Sundry Payments
Implementation of Deliverables & Measurables
Consolidation /Implementation (multiple Supplier statements)
Assisting with Costing & Budgets for Branches
Monthly financial reporting for Manco
Reason for Leaving : Headhunted / Resigned ( Better Prospects
Management of staff ( 15)
Wages - weekly (15)
Debtors - Insurance and Private Clients (+- 50)
Creditors - Reconciliations & Payments (+- 30)
Cash Book & Bank Reconciliations/Statutory Returns
Management Accounts
Ensuring continuous development & Training
Attending and conducting Disciplinary hearings
Reason for Leaving : Wanted to venture back into Corporate Environment
CHUBB S.A.
Management of staff -21 (3 supervisors)
Restructure process- 12 staff (1 Supervisor)
Recruitment of new/additional staff. Reviewing/Approving payments for 64 Branches Monthly
Controlling/Approving New Vendor Details- 15 000
Ensuring Vendor maintenance updated regularly. Liasing /Controlling payment methods for Suppliers
Create/Implement change to meet operational need
Deadlines/Measurements on Month End Processes Process flow - Streamling to ensure integrity of AP.
Analyse - Measurables /Deliverables to Processes
Maintaining/Improving Key Critical Areas Modification / Implementation to existing system.
Ensuring Accurate / Timeous transactions - 80m PM
Reduction of COD pmts from daily to weekly
Checking/Authorising Suppliers Recons to payment register
Ensure timeous receipt of paperwork from Branches
Controlling and evaluating COD Payments
Manage/Control Foreign Payments to Suppliers
Ensure timeous payments on Municipality/Rentals .
Implementation of Easi - Bill System for Telkom Bills.
Processing Sub Contractor payments weekly - +(100K)
Facilitating 3way match PO/GRN/Invoice from Branch
Development of QCPC/RRCA programme for data
Review of all long outstanding items/queries
Weekly update communication to all business entities
Quarterly Finance Meetings with all Branch Managers
On resignation restructured AP dept to 6 Employees.
Change over from Accpac to SAP)
Staff Management (12 Members)
Managing/Time keeping of staff;
Instituting staff discipline through discussions, councelling& disciplinary hearings;
Recruiting and selecting of staff;
Delegation/monitoring to staff members; Weekly Financial meetings with FM Training and developing staff;
Balancing AP to General
Monitoring authorising Creditors payments
+/-4000 pw/vendors value -120m
Liasing extensively with municipalities/
Hospitals/Medical Aids.
Costing 120 Branches
Assisting Financial Manager with costing
of various projects & feasibility studies;
Inform management of cost effectiveness
of branches - monitor expenses against
budgets;
Preparing cost variance analysis on a monthly basis
on all branches to managers;
Reporting Exceptions in branch/blood banks
and satellites monthly expenditure by
generating a report for the Financial Manager;
Preparing and distributing journal vouchers for
cost distribution to cost centres;
Posting all transactions of journal entries to
the general ledger;
Generating monthly income and expenditure
Preparing compfactor analyses for branches
on completion of income statements.
Budgets
Assisting Financial Manager with Compilation
of budgets for all Branches.
Observing, monitoring and liasing with
over budgets and non performing areas.
Managing the AR Dept with 35 employees
Ensuring Processes and commitments meets business requirements
Restructure of dept - split into Cashbook and Collections.
Implemented and changed areas of complexity.
Allocations of receipts daily - reconciliation on suspense accounts monitored and balanced.
Recommended modifications in production.
Improved Accuracy and Efficiency of process.
Liased with internal and external Auditors.
Promoted to Creditors Manager on 1 June 2002.
Inhouse Computer System - Consoft)
Reason for leaving: Co. bought over by Holiday Club and was opportune time for me to relocate to Johannesburg for better prospects.
to Cashbook Supervisor. Controlled 5 staff members.Reconciliations of cashbook and bank reconciliations-15 books- value +- 1.5m each.Ensuring weekly and monthly payovers. Ensuring all outstandings and suspense accounts reconciled timeously and accurately. Approving of all month end bank reconciliations. Clearing of cashbook balances at monthend to Shareholding Account.
to Cashbook Clerk.Completed 5 sets of cashbooks and bank reconcilitions manually.Liasing with book to ensure deposits correctly allocated to correct customers accounts. Daily bank deposits.Reconciling Suspense Account weekly to ensure accuracy of allocations.
Collections on debtors outstandings - 5 books - book value R1.5m. Liasing with Resorts regarding outstanding levy and bonds prior to Clients occupation.Liasing with clients on a daily basis regarding arrears and commitments to pay.
3 incoming lines, Debtors& Creditors(assisting). Controlling of drivers petrol cards and log sheets.
Reason for leaving: Retrenched - Restructure.
5 incoming lines. Wages +-50 guards per week.Controlling of placing guards at specific areas for guarding duties.
Reason for leaving: Resigned-better prospects.
Manage 6 Senior Employees
Book Value 260m PM
Internal Suppliers- ( Receiving, HR, Marketing, R&D,
Debtors, IT and Operations )
External Suppliers - 4500 - (2000 Active)
Implementation of No PO No Payment Policy
Implementation of Visual Process Flows
RRCA and 5 Y’s implementation
Controlling and Approving Supplier Maintenance
Manage and Approve Spot rates and hedging
Reconciliations - Split into Categories of Priority (1000)
Liaising /Meetings with Problematic Suppliers
Monitoring and clearing of GRN TB
Ensuring Suppliers Paid timeously
Process Development/Training (eliminating waste)
Liaising with Supplier Chain regarding o/s GRN’s
Controlling of invoice capturing + - 4000 PM
Balancing of AP/GRN Sub ledger Control A/C’s
Approve Inter Company Foreign/Local Pmts- Balance GL
Identify and manage risk areas
Weekly monitoring of AP and GRN ledgers
Reporting weekly and monthly payment forecasts
General Attributes to Department : An extensive dive clinical process had to be introduced to ensure a clear roadmap was visible. Introduction of SOP’s and policies. Measurements and delivery in terms of process weighting to ensure accuracy of impact to both internal and external Suppliers. Value stream mapping on key critical processes had to be introduced. Relentless Root Cause Investigations performed to ensure problem areas dealt with accordingly. Standardisation and implementation of visual processes and policies developed. Visual Process Maps introduced for simplification of process guidelines. Process Improvement was monitored on a weekly basis via departmental meetings. Skills matrix introduced to ensure the right/correct individuals were placed in performable positions. Development and training was critical as staff were promoted from Supply (Factory) into administration. Checklists introduced to ensure workflow and deadlines met daily. Finance Compliance and Employee Management needed constant monitoring to ensure smooth running of an effective department. Continuous staff communication was of ultra importance as their embracement and input is of key importance to end results.
courses: - Business Process Analyst
courses: Damelin-1998 – Diploma – Bookkeeping – Finance Customer Care Graduate – 2004- Certificate Graduate Institute of Management – 2005 – National Certificate – Team Leadership (NQF Level 4)
courses: Damelin-1998 – Diploma – Bookkeeping – Finance Customer Care Graduate – 2004- Certificate Graduate Institute of Management – 2005 – National Certificate – Team Leadership (NQF Level 4)
courses: Damelin-1998 – Diploma – Bookkeeping – Finance Customer Care Graduate – 2004- Certificate Graduate Institute of Management – 2005 – National Certificate – Team Leadership (NQF Level 4)
courses: Damelin-1998 – Diploma – Bookkeeping – Finance Customer Care Graduate – 2004- Certificate Graduate Institute of Management – 2005 – National Certificate – Team Leadership (NQF Level 4)