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Real Numbers
Are your accounting data and reports providing a true and timely picture of your company's performance? Are your lean operations personnel complaining that the numbers "lie"? This explosive issue and its implications are fully explored in "Real Numbers." Traditional "accountingese" is not used, and it is written for all professionals desiring an understanding of the application of lean accounting and the results that can be achieved from its use. The authors, each a former chief financial executive, describe how management accounting evolved to this point and how simplicity and clarity can be restored -- particularly in a lean organization. The anecdotal presentation from their personal experiences vividly illustrates the "Whys" and "Hows" of lean accounting. The management accounting model illustrated in "Real Numbers" points the way to unlocking the true profit potential of lean. Real Numbers is required reading for SME Lean Silver Certification. It was the first lean accounting book and remains the ideal starting point for investigating this methodology.
Real Numbers
How management accounting evolved with Lean principles.
The Lean Strategy: Using Lean to Create Competitive Advantage, Unleash Innovation, and Deliver Sustainable Growth
A groundbreaking and revolutionary book that will transform how lean is understood, practiced, and used within organizations A lean strategy is about gaining a competitive edge by offering better quality products at competitive prices and making a sustainable profit by eliminating waste through engaging employees in discovering deeper ways to think about their own jobs and smarter ways of working together. In its current form, lean has been radically effective, but its true powers have yet to be harnessed. Lean Strategy harnesses that power and delivers a new way of creating value from lean. Leading lean experts address popular misconceptions about the basics of lean/TPS, showing the true purpose of tools, methods, and attitudes that leverage the intelligence of every employee doing the work. You’ll learn how to think—and then act—differently, tapping the power of every person in your organization in a disciplined manner that generates unparalleled, sustainable success that is responsive to today’s most pressing challenges
The Ultimate Guide to Successful Lean Transformation
Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.
The Problem Solving Kata as a Tool for Culture Change: Building True Lean Organizations
Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organisations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase staff performance.
Toyota Production System Concepts
In recent years, financial professionals have been using outdated ideas and methods to judge how well companies are doing and give feedback to the bosses. This helps the executives and CEOs figure out what changes they need to make and make important choices. The boss wants assistance in locating the means to finance a new project. He wants to find areas where we can reduce costs in our products and services, as well as determine if changes made have led to making more money. The CEO wants assistance in understanding how the company has gotten better or worse and what the future will be like considering the present situation. Lean accounting refers to the way a company reports its finances when it follows Lean thinking. Lean thinking means the company focuses on giving value to clients and getting rid of wasteful practices by improving how work is done and materials are managed.
Lean Cost Management
This practical and informative text demonstrates the importance of the relationship between a physically lean enterprise and accounting. It argues that to have continued success in an increasingly competitive marketplace, businesses must streamline both their physical operations and accounting methods.
Lean Accounting : Why Accounting Department Should Switch to Lean
For the past decades, financial folks relied on old principles, techniques and theories in determining the performance of the companies and give feed backs to the executives and CEOs so they can make the necessary improvement and take decisions. The CEO wants help finding the resources to fund a new project; he wants to know where we can improve costs in products and services, and he wants to know whether improvements made have resulted in financial gain. The CEO needs help seeing where the company has improved or declined and what the future looks like given the current circumstances.
The Integrated Enterprise Excellence System
The Integrated Enterprise Excellence (IEE) system is a set of management techniques that innovatively builds on practices derived from the strengths of past systems--applying structured metrics and a no-nonsense roadmap to initiate process improvement and achieve predictable and sustainable bottom-line benefits.
Beyond Performance Management
There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. For example, executives buy and implement a tool without first asking, “What problem are we trying to solve?” And they use tools to command and control frontline teams, not empower them—a serious and costly mistake. In this emin...
