L Electromechanical Installation Company From A Financial Perspective Research On The Optimization Of Installation Engineering Management

Electromechanical installation engineering is subject to various risk factors and has the characteristics of long cycles,large investments,and numerous links.It is not only highly prone to operational risks,but also very likely to breed corruption and fraud issues.Therefore,the study of installation engineering management is particularly important.This paper takes L Electromechanical Installation Company as the research object and uses literature research and case study methods to comb through the business processes of its installation engineering in the bidding phase,implementation phase,internal audit phase,and quality assurance phase.It analyzes the current problems in L Company’s installation engineering management,deeply explores the causes of these problems,and finally proposes corresponding optimization strategies based on the concept of business-financial integration from a financial perspective.There are certain problems in various processes of L Company’s installation engineering management.In the bidding phase,L Company has issues such as insufficient functioning of the business department,low participation in non-centralized procurement businesses,and weak cost management awareness;there are also inconsistencies between business objectives and management objectives in the bidding decision-making process.In the implementation phase,L Company has problems such as the disconnection between business data and financial data,inconsistency between on-site material accounts and actual materials,inadequate budget management,and potential risks in subcontracting businesses.In the internal audit phase,L Company has problems such as poor audit quality of traditional audit methods,poor cooperation attitude and ability of project managers,and numerous missing and low-value documents.In the quality assurance phase,L Company has difficulties in recovering receivables and customer satisfaction issues with the quality assurance services.The paper analyzes the reasons for the above-mentioned problems and proposes optimization strategies for each stage.In the bidding phase,L Company should adhere to the equal emphasis on risk management and business management,and strengthen fine cost management.In the implementation phase,L Company should promote the integration of business and financial construction to achieve real-time sharing of business and financial information;implement warehouse management business execution responsibility and supervision responsibility to ensure the implementation of asset management systems;optimize budget approval to ensure budget rigidity,standardize budget changes to ensure budget seriousness,and encourage full staff participation in budget management;establish subcontracting demand approval standards to strictly control the legality and necessity of subcontracting,establish bidding methods and scoring standards to strictly control the performance capabilities of subcontracting units,establish on-site personnel employment management standards to strictly control labor employment risks,establish subcontracting business quality management standards to strictly control the satisfaction of subcontracting business results with engineering requirements,and establish subcontracting settlement payment management standards to strictly control fund payment.In the internal audit phase,L Company should cultivate part-time internal auditors to alleviate personnel tension,accelerate the transformation of big data auditing to improve audit quality;implement internal audit cooperation assessments to encourage project managers to proactively improve audit awareness;strengthen financial management thinking of archive management personnel.In the quality assurance phase,L Company should establish a collection department to implement collection responsibilities and revitalize funds;stabilize the personnel team to improve after-sales service quality,standardize business execution to accelerate service response time and fault handling time,and conduct customer satisfaction surveys to promptly discover and rectify problems.In response to the above-mentioned issues,the paper analyzes the reasons and proposes optimization strategies for each stage.In the bidding stage,Company L should adhere to the equal emphasis on financial management and business management and strengthen refined cost management.In the implementation stage,Company L should promote the integration of business and finance to achieve real-time sharing of business and financial information;implement the responsibilities of warehouse management business executives and supervisors to ensure the implementation of asset management systems;optimize budget approval to ensure budget rigidity,standardize budget changes to ensure budget seriousness,and encourage all employees to participate in budget management;establish subcontracting requirements approval standards to strictly control the legality and necessity of subcontracting,formulate bidding methods and scoring standards to strictly control the performance capabilities of subcontractors,establish on-site personnel employment management standards to strictly control labor employment risks,establish subcontracting business quality management standards to strictly control subcontracting business results to meet engineering requirements,and establish subcontracting settlement payment management standards to strictly control fund payments.In the internal audit stage,Company L should train part-time internal auditors to alleviate personnel tension,accelerate the transformation of big data audit to improve audit quality;implement internal audit cooperation assessment to encourage project managers to actively improve audit awareness;strengthen the financial management thinking of archive management-related personnel.In the quality assurance stage,Company L should set up a collection department to implement the responsibility of the collection person to revitalize funds;stabilize the personnel team to improve the quality of after-sales service,standardize business execution to accelerate service response time and fault handling time,and conduct customer satisfaction surveys to promptly identify and rectify problems.This paper provides universal suggestions for the improvement of the optimization of installation engineering management of the installation business of L Company on the one hand.On the one hand,the paper proposes universally applicable suggestions for the optimization of L Company’s installation engineering management,and on the other hand,it provides references for domestic non-listed,small and medium-sized private electromechanical installation engineering management.On the other hand,it provides reference for the similar non-listed private mechanical and electrical installation project management in China.