Description

The management controller is one of the key players in the company. He must position himself tactfully with operational staff because he is both the advisor, the information provider, and 'the one who disturbs' through the accuracy of his figures and analyses. This complete management controller training allows you to be autonomous in implementing best practices.

Who is this training for ?

For whom ?

Chief accountant, operational manager accessing the position of management controller in an industrial company, or in an association with a production activity. Newly appointed management controller. Management controller recent in the function and wishing to strengthen or validate his practices.

Prerequisites

None.

Training objectives

Acquire perfect mastery of cutting-edge management control tools and methods

Contribute to setting objectives and action plans

Enrich the management system in order to manage performance

Increase the added value of the role of the management controller

Being heard and respected by 'super-technicians'

Training program

• Identify management control activities in industry
  • The principles, approach and developments of management control in an industrial environment.
  • The three levels of the 'Business' system: strategy, management and operation, and the associated tools.
  • Support management, operational managers: role of co-pilot The responsibilities of the management controller in the strategy and management of the company.
  • Give a positive image of the function.
• Evaluate key parameters of economic performance
  • Know how to read a balance sheet and an income statement.
  • The main ratios: activity, profitability, financial structure.
  • Scenario Case A: Simulate the parameters financial.
• Take into account the organization's system of objectives
  • The objectives to be used to measure performance.
  • The deployment of objectives.
  • The action plans associated with achieving performance.
  • Scenario Case B: Select the relevant indicators.
• Building a dashboard system
  • Select the relevant indicators in an industrial environment.
  • The five principles of designing a dashboard.
  • Sell the dashboard to operational staff.
  • Scenario Case C: Build an industrial dashboard.
• Remote activities
  • To benefit from the contributions of an expert on a theoretical or practical point: an expert 'Let the numbers speak'.
• Master the fundamentals of analytical accounting
  • Define the axes and centers of analysis.
  • Calculate product costs: the full cost and partial cost method.
  • Use the results to inform decision-making.
  • Scenario Case D: Identify the relevant cost to make a decision.
• Use method
  • ABC (Activity Based Costing) Value the costs of activities, drivers, and cost objects.
  • Carry out interviews and manage the implementation project.
  • Scenario Case E: Calculate the cost price and the analytical result by product.
• Optimize the operation of analytical accounting
  • The implementation of analytical accounting: steps, architecture.
  • Integrated management: GPAO/ERP.
• Put industrial costs under control
  • Control and evaluate performance using pre-established costs (or standard costs).
  • Analyze the gaps (cost, performance, efficiency, etc.) and mobilize operational staff on the plans 'actions.
  • Scenario Case F: Calculate hourly rates and standard unit costs of products.
• Participate in the reliability of industrial processes
  • Internal process control.
  • Risk management and implementation of the action plan.
• Master strategic diagnostic tools in an industrial environment
  • Strategic analysis tools. Key success factors.
  • Scenario Case G: Strategic analysis of an industrial company.
• Contribute to the dissemination and achievement of the general objectives of the organization
  • Formalize medium-term plans. Ensure their deployment into objectives and progress plans.
  • The company's strategic dashboard: Balanced Scorecard.
  • Scenario Case H: develop the strategic map.
• Lead the budget process
  • The main stages of the budgetary procedure.
  • Relationships with the planning process.
  • Organize budget monitoring.
• Build the company's different budgets
  • The commercial budget: the marketing plan and sales objectives.
  • The production budget: production program and valuation of product costs.
  • Expenses of structure: the BBZ method.
  • Scenario Case I: develop the overall budget of an industrial company, step by step
• Plan industrial investments
  • Profitability analysis techniques.
  • Taking risks into account.
  • Investment control.
  • Implementation situation Case J: Analyze the forecast profitability of an industrial investment project.
  • assessment of acquired knowledge