This book introduces a powerful system that explains how to run a company with a focus on continuous improvement – The results are a satisfied customer base, evolving products, and an increase in revenue and profits. These factors determine the success for any company because business transformation involves making fundamental changes in how business is conducted to cope with shifts in the market environment.
This a comprehensive book for valuable guidance on framing strategy and overcoming challenges for successful and sustainable implementation of a Lean production system, daily management system, and a Lean accounting system in companies to empower the managers to serve their customers with timely delivery of quality products while maximizing profits and easing workloads.
The main challenge is ensuring operational colleagues in different functions understand the link between their daily work and the profit and loss statement. In addition, it illustrates how finance personnel can assist the operations team and be a part of the transformation journey.
This book is not meant to impart theoretical knowledge of the Lean production system, daily management, and Lean accounting as there are many books already available that focus on the methodology instead of the implementation.
This book empowers people in each function of a company, irrespective of which level they work in the company, and shows them the way to operate on a daily basis to achieve the strategy of the company while simultaneously fulfilling their career goals.
The book lays out a brief history of the evolution of Lean concepts, with a focus on lean accounting. This book guides the successful implementation and sustenance of Lean and kaizen tools and provides answers to the questions:
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Who should lead Lean and kaizen implementation in the company?
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Where should the Lean and kaizen journey begin?
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Which Lean and kaizen tools should be implemented first?
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How important is capacity for the company?
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How much current capacity is wasted and how much free capacity is available?
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Where exactly are the resources being wasted in the company?
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How to reduce waste to release capacity for more production?
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Why daily management system and Lean accounting system should be implemented simultaneously with the Lean production system?
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Why managers must understand the monetary value of their daily activities?
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Is there an easy way of making a profit and loss statement that is understood at each level in the company?
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Why one-day closing of accounts is important and how can it be done?
Preface
Chapter 1 : Why is Lean Accounting Vital for a Company?
Chapter 2 : Revolutionizing the Manufacturing Operations : Toyota Production System
Chapter 3 : The Lean Way of Doing Business
Chapter 4 : Who Should Lead the Implementation of Lean Strategy?
Chapter 5 : Bid Adieu to Standard Cost Accounting, Welcome Lean Accounting
Chapter 6 : Lean Measures for a Lean Company
Chapter 7 : Value Stream Costing
Chapter 8 : Plant Capacity Assessment
Chapter 9 : Corporate Scorecard
Chapter 10 : Lean Performance Measurement System
Chapter 11 : Finance for Non-Finance
Chapter 12 : New Role of Finance Team
Chapter 13 : Budgeting
Chapter 14 : Business Plan Review
Chapter 15 : Lean ERP for Lean Accounting
Chapter 16 : Reduction in Transactions
Chapter 17 : System Assessment/Audit
Chapter 18 : Lean Transformation Journey of Perfect Gear Company
Index
