| LA0904 - Introduzione al Lean Accounting |
|
INTRODUCTION TO LEAN ACCOUNTING Location: Asolo, La Fornace dell'Innovazione, Italy Speakers: Ross Maynard, Nicola Gianesin, Alberto Canepari Period: 17 april Lean Management seeks to radically restructure the organization into Value Streams, with the aim of streamlining organizational processes to improve customer service; whilst also improving efficiency and value. In a "lean" environment, the "Value Stream Manager" has income and expenditure responsibility. This often requires significant restructuring in recording and reporting financial information, to achieve the following objectives:
Together these elements make up lean accounting. Introduction to Lean Accounting AgendaThe key topics covered on the one-day Lean Accounting event are:
Click here to download the event brochure [PDF] Click here to download the event report [PDF] Click here to download the Lean Accounting presentation by Ross Maynard [PDF] |
||||||||||||||||||||||||||||||||||||||||||||||||||
LA - HIGHLIGHTS
| Lean Accounting Case History 1 |
Lean Accounting in an Automotive Components Manufacturer The Company: Our client is a middle-sized company in the automotive industry. It has two main business units: the After Market Division and the OEM Division. The Challenge: The company, due in part to its history, was already divided into Value Streams and had already started a lean transformation process. What was missing was an information system capable of measuring the results of this transformation. The Action: Our job had two goals: create a set of indicators, accepted by all parties involved (Operations, Accountants, etc), in order to measure Value Stream performances and allow management accountants to produce timely income statements by Value Stream according to the principles of Lean Accounting. The Results:Today every Value Stream has a similar set of indicators and these indicators are available for all those interested (Operations, Techical design, Management Accounting, Purchasing etc.). The indicators refer both to operational performances and to economic and financial results. They are available within 5 working days and the effort required to produce them is quite limited. Everybody in the company agrees that these indicators are very useful to guide and to monitor the improvement process: people working in each value stream can now constantly and effectively measure the effects of their actions. |
| Lean Accounting Case History 2 |
Lean Accounting in a Pneumatic Components Manufacture The Company: Our client is an Italian company specialized in the production of pneumatic components for industrial automation. The Challenge: The company has transformed its product family “cylinders” according to the principles of lean manufacturing, but their management accounting system has remained unchanged and based on traditional concepts such as the determination of unit standard costs. Being increasingly conscious of the inadequacy of this system to measure the effects of a lean transformation, they have consulted us to learn and then apply the principles of lean accounting. The Action: Our job has had the following objectives: Teach a number of managers of various areas the principles of lean accounting- Activate the lean accounting system for the cylinder flow - Verify the benefits of the new system and its applicability to other areas. The Results: Today the company is able to produce, at each month end and within two working days, all significant performance indicators (Supplier Service Analysis, Customer Service Analysis, Inventory Cross Analysis, OEE) as well as all economic and financial indicators (Profit & Loss Account, Cash Flow, Takt cost, return on investment, Income per person etc.) |
| World Lean Accounting Community |
Become a member of the World Lean Accounting Community,  |
