By Nicholas S. Katko
This ebook isn't approximately debits, credit, or accounting idea. as an alternative, it describes how a prime monetary officer (CFO) turns into a Lean CFO through best a firm in constructing and deploying a Lean administration approach. The finance crew, company executives, and Lean leaders will all take advantage of its forward-thinking development approach.
Explaining why the CFO function is so serious for corporations adopting a Lean company procedure, The Lean CFO: Architect of the tilt administration method illustrates the method of creating and integrating a Lean administration approach into the final Lean enterprise approach. It describes why CFOs should still movement their businesses clear of functionality measures in line with conventional production practices and right into a Lean functionality size procedure. moreover, it explains how one can combine a Lean administration approach with a Lean company technique to force monetary success.
- Describes the common sense in the back of why a Lean administration approach needs to substitute a standard administration accounting system
- Discusses how movement can force the monetary luck of Lean
- Demonstrates the necessity for developing a cost circulate skill size system
- Explains how one can holiday your organization clear of utilizing average costing to run your business
The publication explains why you need to circulate your organization into worth move accounting, which reviews your inner monetary details via the genuine revenue facilities of your small business, your worth streams. It describes the strategic facets of creating cash from a Lean company procedure and likewise info easy methods to regulate what you are promoting source making plans procedure to aid Lean instead of prevent it.
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Additional resources for The Lean CFO : Architect of the Lean Management System
This is the principle of empowering employees. The primary objective is for people to take action: to deliver value, improve flow, and eliminate waste. Lean measurement and management systems need to focus on actions and outcomes, not simply reporting numbers. This means that these systems need to be simple and easy for everyone. The right information needs to be reported as frequently as necessary to ensure that the right actions are being taken. Measurement and management systems need to be redesigned with the users—every employee—in mind.
Then define exactly how many distinct work flows exist in the department to create the required output. 1). SIPOC stands for Suppliers, Inputs, Processes, Outputs, and Build and Prepare Target Worksheets Trigger Budget calendar Calendar/ Targets Established SIPOC chart for financial accounting. 1 Inputs Software Process Definition Current Operation Plan: Staffing/Other Expenses/Demand Global Targets Projections Used for Global Targets Divisional Targets Historical Data Strategic Initiatives Capital List for Next Year Finance Staff/ Management Software Vendors Managers/Supervisors SLT Operations Leadership/Divisional Suppliers Finance/ Management Target Reviews Consolidated/ Divisional Rollup Implementation of Targets/ Variance Reporting Done Benchmarking actual to target with variance explanation Approval by Finance Committee /BOD Outputs Summary to SLT of Target Information Operating Margin Growth Metric Expense Target Productivity Divisional Summary Information Productivity Operating Margin Expense Target Productivity Department Level Detail by Account Detail by FTE/Job Code Productivity by UOS Expense/UOS Summary Level Info Consolidated/ Assumptions Divisional/ Assumptions Written Memo Departmental Detail Divisional Leadership System Leadership Managers/Supervisors Board of Directors/ Finance Committee Finance Staff Customers $how Me the Office Flow • 33 34 • The Lean CFO: Architect of the Lean Management System Customers.
Let’s look at how Lean office flow is created by designing the process, planning the work, and controlling the work. The purpose of creating Lean office flow is to redesign office processes so they are both customer focused (delivering the value that customers want) and productive. These are the same goals as those of manufacturing. What makes this harder to do in the office is that there must be more Lean practices in place to manage the variability because it is more complex than in manufacturing.