Making Business Better (MBB) is a specialised consulting initiative working as an extension of the Finsys ERP and MLGA teams, focused on converting raw ERP data into reliable, actionable management information and day-to-day discipline on the shop floor and in accounts. The core promise is simple: give the management peace of mind by ensuring that the information coming out of ERP is correct, timely, and actually used for decisions, every single day​

Purpose and Philosophy

MBB starts from the belief that ERP alone cannot transform a company unless people, processes, and information discipline are aligned. The assignment therefore combines system knowledge, accounting and MIS expertise, and human change management to create a more systematic, controlled and performance-driven organisation.​

The mission is to make data more and more reliable so that owners, directors and senior managers can trust their dashboards, reports and alerts without cross-checking manually. When information becomes reliable and structured, management gains peace of mind and can focus on growth, profitability, and strategy rather than chasing routine data and firefighting.

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Diagnostic Study of ERP and Processes

The first major activity of the MBB team is a practical diagnosis of the current ERP implementation and related processes. This includes studying what is working well, where the ERP is being used effectively, and which departments are already benefiting from automation.​

Equally important, the team identifies what is not working: gaps in usage, missing controls, data entry issues, wrong masters, unutilised reports and bottlenecks that lead to unreliable information. This diagnostic phase often involves discussions with management, accounts, stores, production, sales and purchase teams to understand pain points and expectations from ERP-generated MIS.

Human Angle to Technology

MBB consciously brings a human angle to technology by working closely with users at all levels. Many ERP “problems” are actually training, attitude or clarity issues, not software issues, so the team spends time educating people on how to use the system more productively and why certain disciplines (like daily closing, approvals and reconciliations) are non-negotiable.​

By meeting users personally, explaining variances and demonstrating how MIS can make their own work easier, the team converts resistance into participation. This collaborative approach with top, middle and base level teams helps build a culture where everyone respects data, deadlines and reports.​

Strengthening Stock and Operational Reliability

Physical verification of stock, on sample or selective basis, is an important part of the MBB engagement. The team compares ERP stock with physical stock, identifies gaps, traces reasons for differences, and guides the staff on corrective entries, process changes and controls to prevent recurrence.​

Beyond one-time verification, MBB promotes continuous stock discipline by using ERP MIS on slow-moving items, rejections, material in QC beyond defined days, and pending inwards/outwards to highlight problem areas. This leads to better inventory control, reduced leakages, and more confidence in stock-related reports used for production planning, banking and costing.

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Building Daily MIS and Control

A key value addition from the MBB initiative is the design and operation of a structured daily MIS routine. Typical daily reports include sales position (today, month-to-date, year-to-date with last year comparison), collection position, bank ledger status, bank position summary and daily top-executive snapshots combining key ERP transactions like PO, SO, MRR and invoices.

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The MBB/MLG team can act as an outsourced MIS manager, ensuring these reports are compiled, checked and circulated on time, often with follow-up on items like suspense accounts, pending payment advice, pending bills, pending GST e-invoices and auto-mails for items stuck in accounts or quality. This steady rhythm of daily MIS keeps the management in control and reduces surprises at month end.

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Weekly and Monthly Analytical Reports

Along with daily control MIS, MBB helps implement and monitor a rich set of weekly and monthly analytical reports. Weekly priorities often include debtor ageing in 30–60–90–120–150–180 days format, short payments, customer advances, long-pending dues, creditor ageing and on-account receipts and payments that require clarification or adjustment.

On a monthly basis, the team drives preparation and review of key financial and operational statements such as profit and loss with ratio analysis, bank–stock–debtors statements, cash flow and funds flow, GST and TDS dues, and customer credit limit vs outstanding. For operations, monthly MIS spans slow-moving finished goods and raw materials, rejections, late receipts and dispatches, and pending purchase and sales orders for better planning and follow-up.

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Role as MIS Manager and Right Hand

In many organisations, the internal team is too busy with routine work and compliance to design and consistently run a robust MIS framework. MBB fills this gap by functioning as a right hand to the management, taking ownership of MIS definition, report formats, ERP configurations needed for those reports, and the discipline to get them out on time.

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By combining CA-level financial understanding with ERP knowledge, MBB ensures that numbers in MIS not only match books but also tell a clear story on sales, collections, stocks, margins, working capital and risk areas. This helps promoters and CEOs conduct better review meetings and make informed decisions without getting lost in raw data.ANYG-Suggested-MIS-reports..

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Tangible Benefits to the Customer

For the customer, the MBB engagement translates into multiple tangible and intangible benefits. There is peace of mind because the same ERP they have already invested in starts giving more benefit through better usage, cleaner masters, improved processes, and disciplined reporting.

The organisation becomes more systematic: customer service improves through better visibility of orders and dispatches, collections improve through sharper debtor MIS and follow-up, purchases and inventory become tighter, and costing and production decisions become more data-based. Overall performance in all departments improves because everyone works on the same reliable information and the same agreed MIS rhythm.

Collaborative, Ongoing Partnership

MBB is not a one-time audit but an ongoing collaboration with the client’s top team, middle management and base teams. Periodic visits, reviews and sample checks keep users alert and reinforce the culture of accuracy and timely reporting.​

Over time, the client’s own staff becomes more trained and confident, and the ERP-MIS framework stabilises, but MBB continues to add value by refining reports, introducing new KPIs and supporting management in new initiatives. The ultimate goal remains constant: to make business better by ensuring that reliable information is always available, easily understood and effectively used.​