Worldwide famous ‘Toyota pioneered lean practices’ crashed and burned in early 2010, which changed the fate of the world top one automobile manufacturer and also rang the alarm bell to all the finance and operation executives that how to avoid Toyota tragedy while implementing lean finance into production.
As the lean approach percolates into ever wider circles of operations, it ceases to be about best practice and starts to become a part of the fabric of doing business. The important thing, in the heat of competition, will be how well companies implement them and averse the follow-up risks, which caused by the diversity of cultures, infrastructures and environments.
This training aims to look at wider ranging operational excellence programs and the methods of successful implementation. It is also more about building the energy and engagement of employees from the shop floor and the office pool upward, tapping into their ideas, focusing them on constant problem solving, and keeping them open to change and flexibility.
The first systematic lean program about the specifics of adapting financial systems to better serve lean operations by the world leading lean authority
Providing accurate, timely and understandable information to motivate the lean transformation throughout the organization, and for decision-making leading to increased customer value, growth, profitability, and cash flow
Using lean methods to eliminate waste from the accounting processes while maintaining thorough financial control
Supporting the lean culture by motivating investment in people, providing information that is relevant and actionable, and empowers continuous improvement at very level of the organization
Developing action plans for implementing Lean Accounting methods in participating companies considering the existing defense industry structural barriers
Learning the approach of how to design and measure work to achieve business objectives to implement your lean system design
Helping the design of a radically new way of the processes and savagely eliminating wastes from it
Putting performance measurement on a different level
Reducing customer wait times and creating value to them by kinds of tools
Executive Leaders, Financial Professionals, Lean Specialists
Financial Directors, Financial Managers, Accountants
Senior Managers in Operations, Product, Procurement, Sales, and Marketing, etc.
Highly recommending to bring a small group or team to the workshop to maximize the benefits
Lean Introduction
Five Principles of Lean Thinking
New lean methods of accounting, control & measurement
Box Score
The Structure of Box Score
Box Score implementing in lean accounting to prioritize the lean improvement projects
Value Stream Management
The importance and helpfulness of value streams
A standard method for determining the value stream flows
Flows implementing for developing the best value stream organization
Group Work: Design a value stream structure for a company making values and manifolds
Lean Performance Measurements
Lean measurements ‘Starter Set’
‘Lean Performance Measurement Linkage Chart’
Changing ‘command & control’ management style to a lean management style
Value Stream Accounting
Value streams as the primary cost objects
Collecting information of summary, direct value stream revenue and cost
Creating a ‘Plain English’ income statement
Exercise
Value Steam Capacity
Value steam map
Capacity model
Value stream capacity usage and analysis
Exercise
Decision Making
Box Score decision-making templates
Effective decision making
Exercise
Transaction Elimination
Identifying and eliminating the wasteful transactions
Transaction Elimination Maturity Path Matrix
Lean Accounting ‘Footprint’ Chart –current & future state
Documenting the changes
Exercise
Box Score in an Administrative Process
Box Score for monitoring and improving the process
Radical improvement in an account payable process
Implementation of Basic Lean Accounting
Approach to the implementation of basic lean accounting
