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Real Numbers
How management accounting evolved with Lean principles.
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.
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.
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.
Lean Production for the Small Company
A hands-on guide to adapting Lean principles and the Toyota Production System to high-mix/low-volume environments, Lean Production for the Small Company uses charts, pictures, and easy-to-understand language to describe the methods needed to improve processes and eliminate waste. It walks readers through the correct order of implementation and desc
Stories from My Sensei
In the tradition of Taoist philosophers and Zen masters, Steve Hoeft tells the stories he learned from his Toyota Production System (TPS) master teachers. Sometimes enigmatic, sometimes funny, but always powerful and enlightening, these stories of continuous improvement and Lean implementation are organized around the Toyota House framework. After
Productivity Reimagined
Escape common business myths to unleash game-changing productivity Written by Shingo Prize winner Jacob Stoller, Productivity Reimagined shows how most companies are constrained by deeply engrained myths that prevent employees from reaching their full productive potential, causing frustration, poor decisions, and disappointing results. Evidence is drawn from Toyota and dozens of other companies that have countered these myths to build strong collaborative cultures and achieve sustainable growth. Arguments are reinforced by the latest science on human behavior and systems theory and supported by more than 60 interviews from prominent CEOs, consultants, academics, executive directors, and EVPs...
Implementing a CPI Culture
Implementing a CPI Culture is written as a "HOW TO" Book which includes everything an organization needs to know when they are either trying out some process improvement activities or are Implementing a Continuous Process Improvement (CPI) Culture across their entire organization. CPI is the fluid combination of principles and sub tools from the Process-Focused methodologies Lean, Six Sigma, and Theory of Constraints. This book is unique because it is applicable to Military Organizations as well as Commercial Businesses. MAQ has 35 years of experience in the USAF and US Army and helped generate the DoD CPI Guide. He is more than qualified to relate CPI to the Military environment. He is a ce...
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.
