Lean Accounting and Management: Improving Profitability by Streamlining Operations

• Chapter 0 - Overview
  • Chapter 1 – Lean Accounting and Management: An Overview of the Basic Principles and Procedures for Application
  • Chapter 2 – Lean Accounting and Management: Providing Customer Value through TargetCosting
  • Chapter 3 – Lean Accounting and Management: Eliminating Waste through Value Stream Management
  • Chapter 4 – Lean Accounting and Management: Improving Flow through Capacity Management
  • Chapter 5 – Lean Accounting and Management: Managing Pull through Resource Requirements Planning
  • Chapter 6 – Lean Accounting and Management: Achieving Perfection through Continuous Process Improvement
  • Chapter 7 – Lean Accounting and Management: Developing an Action Plan for Implementation and Performance Measurement
• Chapter 1- Lean Accounting and Management: An Overview of the Basic Principles and Procedures for Application
  • Learning Objectives
  • Introduction
  • Basic Principles of Lean Thinking
    • Value
    • Value Stream
    • Flow
    • Pull
    • Perfection
  • Basic Principles of Lean Accounting
    • The Scope of Lean Accounting
    • Lean Financial Accounting
    • Lean Operational Accounting
    • Lean Business Management
    • Lean Management Accounting
  • Elements of Lean Management Accounting
    • Lean Data Collection
    • Lean Performance Measurement
    • Value Stream Cost Management
    • The Continuous Improvement Cycle
    • Target Costing and Budgeting
  • The Process of Going Lean
    • The Vision for Lean Accounting
    • Obstacles to Lean Accounting
    • Transforming the Entire Accounting Process
  • A Generic Blueprint for Going Lean
    • Going Lean - Step One
    • Going Lean - Step Two
    • Going Lean - Step Three
    • Going Lean - Step Four
  • Benefits of Going Lean
  • Questions
• Chapter 2 - Lean Accounting and Management: Providing Customer Value through Target Costing
  • Learning Objectives
  • Introduction
  • Fundamental Principles of Target Costing
    • Basic Definition of Target Costing and the Target Costing Process
    • Three Popular Approaches to Target Costing
    • Paradigm Shifts Required by Target Costing
    • Why Target Costing Is So Important
    • Fundamental Principles of Target Costing
    • How Target Costing Differs from Traditional Costing
    • Implications of Target Costing
  • An Overview of the Target Costing Process
    • Target Costing in Context
    • The Product Development Cycle
    • Phases in the Target Costing Process
    • The Target Costing Process in Detail
    • Product Development Cycle - Stage One
    • Product Development Cycle - Stage Two
    • Product Development Cycle - Stage Three
    • Product Development Cycle - Stage Four
  • Questions
• Chapter 3 - Lean Accounting and Management: Eliminating Waste through Value Stream Management
  • Learning Objectives
  • Introduction
  • Ten Key Elements of the Lean Value Stream
    • Specification of What Does and Does Not Create Value from the Customer's Perspective
    • Identification of All Steps Necessary to Produce across the Entire Value Stream
    • Creation of Continuous Flow throughout the Process
    • Concentration on What Is Pulled by the Customer Just-In-Time
    • Development of a Dynamic Transparency of Strategies, Costs, and Information throughout the Value Stream
    • Recognition of Competitive Advantage at the Value Stream Network Level
    • Use of Value Stream Mapping for Analysis, Diagnosis, and Implementation of Change
    • Focus on Key Processes Rather Than Separate Business Departments
    • Emphasis on Improvement of Entire Industries over Long Term
    • Strive for Perfection by Continually Removing Successive Layers of Waste
  • Identifying Waste in the Value Stream
    • Three Types of Operations
    • Seven Types of Waste
    • Seven Value Stream Mapping Tools
    • Selecting the Most Effective Value Stream Mapping Tools
  • Mapping Physical Flows - An Illustration
    • Identifying Key Customer Service Processes
    • Mapping Value Stream Physical Flows
    • Results of the Mapping Exercise
    • Synthesizing the Mapping of Value Stream Physical Flows
  • Mapping Information Flows
    • Major Causes of Waste in Information Flows
    • Recommendations for Improving Information Flows
  • Questions
• Chapter 4 - Lean Accounting and Management: Improving Flow through Capacity Management
  • Learning Objectives
  • Introduction
  • Total Capacity Management: An Introduction and Overview
    • Capacity Defined
    • The Issue of Hidden Waste
    • Addressing Capacity Management Issues by Focusing Attention on Waste
    • Redefining Capacity in Terms of Value Creation
    • Solving the Capacity Management Problem by Focusing on Idle Capacity
  • Measuring and Managing Capacity Costs
    • Some Basics of Capacity Cost Management
    • Capability of Resources
    • Measures of Baseline Capacity
    • Deployment of Capacity
    • Measures of Capacity Utilization
    • Time Frame of Analysis
    • Organizational Focus or Strategy
    • Improving Capacity Management by Modifying Measurements
    • The Answer to the Capacity Management Problem
  • Questions
• Chapter 5 - Lean Accounting and Management: Managing Pull through Material Requirements Planning
  • Learning Objectives
  • Introduction
  • Manufacturing Planning and Control Systems
    • The Basic Framework for an MPC System
    • Schematic for Classifying MPC System Approaches
    • Evolutionary Responses of MPC Systems
    • Concluding Observations about MPC Systems
  • Material Requirements Planning
    • Material Requirements Planning within an MPC System
    • The Basic Material Requirements Planning Record
    • Using the Material Requirements Planning System
    • The Material Requirements Planning System Data Base
    • Concluding Observations about MRP Systems
  • Questions
• Chapter 6 - Lean Accounting and Management: Achieving Perfection through Continuous Process Improvement
  • Learning Objectives
  • Introduction
  • Changing Focus from Organization to Process
  • Business Process Improvement Phase One Organizing for Improvement
    • Phase One Step 1 - Establishing an Executive Improvement Team (EIT)
    • Phase One Step 2 - Appointing a Business Process Improvement Champion
    • Phase One Step 3 - Providing Executive Training
    • Phase One Step 4 - Developing an Improvement Model
    • Phase One Step 5 - Communicating Goals to Employees
    • Phase One Step 6 - Reviewing Business Strategy and Customer Requirements
    • Phase One Step 7 - Selecting Critical Processes for Improvement
    • Phase One Step 8 - Appointing Process Owners
    • Phase One Step 9 - Selecting Process Improvement Team Members
  • Business Process Improvement Phase Two Understanding the Current Business Process
    • Phase Two Step 1 - Defining the Process Scope and Mission
    • Phase Two Step 2 - Defining the Process Boundaries
    • Phase Two Step 3 - Providing Team Training
    • Phase Two Step 4 - Developing a Process Overview
    • Phase Two Step 5 - Defining Customer and Business Measurements and Expectations
    • Phase Two Step 6 - Flow Diagramming the Process
    • Phase Two Step 7 - Collecting Cost, Cycle Time, and Value Data
    • Phase Two Step 8 - Performing Process Walk-Throughs
    • Phase Two Step 9 - Resolving Differences
    • Phase Two Step 10 - Updating Process Documentation
  • Business Process Improvement Phase Three Streamlining the Current Business Process
  • Business Process Improvement Phase Four Establishing Measurements and Controls
  • Business Process Improvement Phase Five Implementing Continuous Improvement
  • Questions
• Chapter 7 - Lean Accounting and Management: Developing an Action Plan for Implementation and Performance Measurement
  • Learning Objectives
  • Introduction
  • An Action Plan for Implementing Lean Thinking
    • Phase One: Getting Started on the Transformation
    • Phase Two: Creating an Organization Capable of Channeling Value Streams
    • Phase Three: Installing Business Systems that Encourage Lean Thinking
    • Phase Four: Completing the Transformation
  • The Importance of a Balanced Scorecard Performance Measure
    • Today's Competitive Business Environment
    • Perspectives of the Balanced Scorecard
    • Using the Balanced Scorecard as a Strategic Management System
    • Why a Balanced Scorecard Is Needed
  • Questions
• Chapter 8 - Ethics Focus: Business and Industry
  • Ethics Overview
  • Recent Developments
  • Key Ethical Dilemmas
  • Addressing Ethical Dilemmas
  • Available Resources
• Chapter 9 - Latest Developments
• Appendix A - Lean Toolkit
  • Technique #1 - Brainstorming
    • Description
    • Guidelines for Brainstorming Sessions
  • Technique #2 - Idea Writing
    • Description
    • Instructions
    • Suggested Variation
  • Technique #3 - Improvement Questions
    • Description
    • Guidelines
    • Questions
    • Instructions
    • Suggested Variations
  • Technique #4 - Frequency (Pareto) Diagram
    • Description
    • Instructions
  • Technique #5 - Evaluation Grid
    • Description
    • Instructions
    • Suggested Variations
  • Technique #6 - Flow Charting
    • Description
    • Guidelines
    • Instructions
  • Technique #7 - Surveying
    • Description
    • Instructions
    • Survey Methods
  • Technique #8 - Operational Definition
    • Description
    • Instructions
  • Technique #9 - Demand Analysis
    • Description
    • Instructions
    • Suggested Variations
  • Technique #10 - Information Collection
    • Description
    • Instructions
    • Measurement Logs
    • Checklists
    • Diagrams
    • Time Log
  • Technique #11 - Mapping the Problem
    • Description
    • Instructions
  • Technique #12 - Determining the Cost of Non-Quality
    • Description
    • Instructions
  • Technique #13 - Developing Performance Indicators
    • Description
    • Guidelines
    • Instructions
    • Performance Indicators
    • Ratios
  • Technique #14 - Graphs and Charts
    • Description
    • Instructions
  • Technique #15 - Consequence Diagrams
    • Description
    • Instructions
  • Technique #16 - Cause and Effect Analysis
    • Description
    • Instructions
    • Suggested Variations
  • Technique #17 - Transformation
  • Description
  • Instructions
  • Technique #18 - Cost-Benefit Analysis
    • Description
    • Instructions
    • Suggested Variations
  • Technique #19 - PERT (Program Evaluation and Review Technique)
    • Description
    • Instructions
    • Suggested Variation
  • Technique #20 - Time Scheduling
    • Description
    • Instructions
  • Technique #21 - Reverse Brainstorming
    • Description
    • Instructions
    • Suggested Variations
  • Technique #22 - Force Field Analysis
    • Description
    • Instructions
  • Technique #23 - Presentation
    • Description
    • Instructions
  • Technique #24 - Proposal
    • Description
    • Instructions
  • Technique #25 - Process Variation and Consistency
    • Description
    • Instructions
  • Technique #26 - Storyboarding
    • Description
    • Instructions
  • Technique #27 - Scatter Diagrams
    • Description
    • Instructions
    • Exercise
  • Technique #28 - Verification Tables
    • Description
    • Instructions
    • Suggested Variation

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