Accounting / Fixed Assets
King Jim Co.
"With no customization, we were able to build an accounting system that we can use all the time.
King Jim boasts an overwhelming share of the office file market. Everyone must have had a blue-covered file or binder at least once, either at school or at work. The company has also expanded its electronic stationery business, and its "Thepla" label writer has grown to hold a dominant share of the market, just like its files.
The reason why this stationery manufacturer renewed its accounting system to "HUE Classic" was because it was looking for a system that could be used for a long time without customization.
We wanted a system that would last."
King Jim's Accounting Department had been working to improve the efficiency of its accounting operations. 1999 saw the introduction of the current accounting system, but because of the many customizations that had been made, version upgrades had been delayed. The system was no longer supported, so there was no hope for functional improvements, and the operating system was limited in terms of terminal client compatibility, making it impossible to easily replace the company's PCs and network. The accounting system had become a stumbling block.
In the spring of 2004, after much deliberation, it was decided that rather than upgrading the current system to support the new OS, a completely new accounting system would be introduced.
The decision was made to re-customize the system to accommodate the new operating system, but this would be costly and time-consuming. The decision was based on a strong desire not to repeat the process of re-evaluating the system several years later.
Real Estate Management System Renewal Accomplished on Schedule
The accounting department staff began gathering information for the introduction of a new system, focusing on products from domestic vendors.
The person in charge recalls, "Considering our company's size, we did not consider adopting a foreign ERP package from the beginning of the information gathering stage.
We heard that Works' HUE Classic was also a large-scale system, and to be honest, we thought it wouldn't be a good fit for our company."
At the same time, however, the staff members were attracted to the "no customization" concept of HUE Classic.
When the company's accounting department was considering a new system, they focused on the following points: suitability for the company's size, real-time reflection of input information, and the elimination of vouchers, but the most important point was that the system could be implemented without customization.
The most important point, however, was that it could be implemented without customization. But we came to the opinion that it was also because of the no-customization feature.
The technology developed through the HR payroll system was also a high evaluation point.
With the introduction of the new system, King Jim's Accounting Department intends to achieve a voucher-less system and complete the approval flow within the system.
The majority of accounting systems on the market already have an approval function, but "there are few that have an approval workflow that even considers the correlation between the person who submitted the voucher and the person who approves it. Works Applications had that," said King Jim's Accounting Department, which realized that the functions that Works Applications had developed in its HR payroll package were also reflected in the accounting series.
In fact, when the results of the study were presented to the company's upper management, the HR and payroll user companies received high praise for the high ROI (return on investment) at a certain cost, as well as for the "high scalability, so we can use it with peace of mind for the future.
King Jim is currently in the process of implementing the system. In the future, the company aims to streamline accounting operations within the group and speed up the processing of financial statements. In the future, the company also aims to reduce accounting operation costs, including system and operation costs.
*This manuscript is current as of May 2005.
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