Accounting system of services of translation

Date this page was reviewed:
2024-05-18

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Translation services should be kept in any specialized organization. The accounting translation services system is often shaped historically. Translation services accounting usually consists of personal records of the administration and specialists. These records may be entered both in simple tables and in a general automated system - a program specially developed to the needs of the company. Many companies believe that the implementation of such a system is an expensive pleasure that does not justify the money invested. This may really be the case if the automation of accounting services is approached formally and inaccurately describing the required processes and accounting objects. For example, a translation organization provides interpretation and translation services, both artistic and technical. Why are there complex descriptions, some managers will say - the object of accounting a translation order services. They issue an order to each employee to independently record the tasks received and regularly submit reports. But the tasks are different and the units of calculation may also be different. To interpretation, the lead time is usually used. But one employee record information in minutes, and another in days. In the company we are considering, two translators carry out both simultaneous and consecutive translations. The first one separately takes into account the time of simultaneous and separately consecutive interpretation. The second took the path of simplification. It simply doubles the time spent on simultaneous translation services (more complex). The manager receives their reports and cannot understand why the first translator performs both types of work, and the second only one, but at the same time spends a lot of time. The amount of translation work counted in signs (with or without spaces), or sheets. Hence, the first employee enters into his table the number of characters to each order and fills in different fields to different types (artistic and technical). The second one considers the work in sheets and for technical text uses a coefficient of 1.5, that is, multiplies the actual number of sheets by 1.5. As a result, translation performance reports do not so much provide management with reliable information as they serve as a source of misunderstanding. If the automation of the accounting of translation services is approached formally, then you may leave the accounting objects, and then, instead of benefit, the created system brings harm. Another point to pay attention to is what stages of work with orders should be recorded. There are three states on the surface: received, in progress, and handed over to the client. However, there are also pitfalls here. ‘Received’ can be understood as ‘verbal agreement reached’ or ‘agreement signed’. It is clear that not all verbal agreements reach the stage of signing an agreement. In the first case, the number of orders more, in the second less. ‘In progress’ and ‘handed over' to the client can also be understood in different ways. It is important that all people entering information into the accounting system have the same understanding of what is meant. Negligence concerning these points can also nullify the benefits of the accounting system. If, when developing an accounting system, the company carefully approaches the description of all the details, works out, and achieves a uniform understanding of all accounting units and process states, then the benefits of its implementation enormous. Only by simplifying the filling of tables can you save a lot of specialists' time, which is spent directly on translations paid by customers. The use of timely and relevant information makes management decisions more accurate and profitable. A general database is being created about customers, tasks, the status of their execution, and translation services rendered. All the necessary materials are placed understandably and are easy to find. Information on each object is available to all personnel of the organization. The system admits accounting of translation services based on the uniformity of terminology, which minimizes disagreements caused by different understandings of words. The units of account are common to the entire company. There are no imbalances in received and entered goals accounting. All provision of translation services and the development of the company work plans are created based on reliable information. The administrator can provide the required manpower promptly in case of, for example, a large text. It is also feasible to schedule vacations with minimal process failures. The development supports the purpose of ‘binding’ information to the chosen accounting object. For example, to every call or every customer of services. The system supports the faculty to flexibly run mailings depending on the wanted task. For example, general news can be sent by general mailing, and a translation readiness reminder can be sent by individual message. In the issue, every partner of the agency obtains only notifications of interest to him. The system allows assigning varied access rights to varied users. All personnel uses its capabilities to search for information while maintaining data consistency. The system grants the office of allocating artists from various lists. For example, from a roster of full-time personnel or freelancers. This enlarges the resource administration possibilities. When there is a great translation services' demand, you can quickly attract the right performers. All execution required files can be attached to any specific request. The interchange of both organizational records (for example, agreements or requirements for the finished result) and working materials (auxiliary texts, finished translation) is facilitated and accelerated.