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Orest (Orry) Fiume

Orest (Orry) Fiume

Orry was Vice President of Finance and Administration and a Director of The Wiremold Company, West Hartford, CT, which gained international recognition as a leader in lean business management in Lean Thinking by James P. Womack and Daniel T. Jones.

Orry led Wiremold’s conversion to lean accounting in 1991 and developed alternate management accounting systems that supported the company’s entire lean business efforts. Orry has studied lean production in both the U.S. and Japan and has been a guest speaker at conferences around the world. He has taught workshops on management accounting in a lean business and given workshops on lean leadership to senior executives.

Orry is the co-author of the 2004 Shingo Prize-winning book Real Numbers: Management Accounting in a Lean Organization. Most recently, he is a co-author of The Lean Strategy. He was also inducted as a Life Member of the Shingo Prize Academy.

Articles by Orest (Orry) Fiume
Cooking Up Perfection With a Master Chef
Master chefs often practice elements of lean without any formal recognition of this, says Orry Fiume, citing the words and work of the peerless chef Patrick O'Connell, who has said: "There is no such thing as arriving, even as a chef. You never 'get there' because there is no 'there.  '" More »
"I am the Violin," or, Mastery through Doing
Developing lean vision, lean mastery, is hard work says Orry Fiume, who compare this learning journey to a childhood prodigy who explained her young talent by saying "I am the violin.  " More »
When Is The Best Time To Implement Profit Sharing?
Orry Fiume argues that when businesses reopens, there are many things that will be different; and that when they do it will be time to make profit sharing one of the widespread features of the “new normal”. More »
Working Hard...For One Minute
Anyone who doubts the ability of their people to work hard in enacting change--or who blames problems on their "people" should look hard in the mirror, says lean veteran Orry Fiume. More »
“Lean Accounting” has been around for about 30 years, yet its adoption has not been widespread. Is that true? More »
Why Lean is a Time-based Strategy
Lean is a time-based strategy: it uses time to gain competitive advantage, says Orry Fiume. "Once I understood this I started saying “Time is the currency of lean”.  " More »
Towards A More Lean Statement of Purpose
Reflecting on a recent Business Roundtable statement pledging a commitment to all of its stakeholders (and not simply maximizing shareholder value, Orry Fiume reminds us how core Lean values overlap with this new stated mission. More »
Kanban As A Learning Strategy
Toyota’s Kanban legacy—and its underlying ideas—have far more direct lineage with today’s digital economy than most folks realize; and capture the core elements of the disruptive lean strategy fueling many of today’s successes. More »
The Road to Becoming a Lean Leadership Team Has Potholes
Lean veteran Orry Fiume shares the story how the leadership team at The Wiremold Company took on the challenging work of transitioning from being traditional, functional, independent executives to becoming a Lean leadership team. More »
“People who can’t change their minds can’t change anything else”
Many people argue that if lean management really was a powerful strategy, rather than an operational tactic, then more companies would be doing it, says former Wiremold Vice President of Finance Orry Fiume. He sees it the other way around. More »
Yes, Lean is a Strategy!!!
Is lean a strategy? Absolutely YES, says lean author and thinker Orry Fiume. Replying to feedback on his new book, Orry says that strategy is about deciding how to win; and lean is about how to win with a focus on both creating more value for your customers and doing so with the best utilization of the resources at hand, i.  e. with the least amount of waste. More »
The Story of an Error
As a followup to his popular article from earlier this summer about lean profit-sharing plans, Orry Fiume delves deeper. He shares a booklet that McKesson & Robbins Inc. once used to educate its employees on practices that hurt profits (and by extension, the sharing plans that distribute said profits). Read more. More »
When Do You Stop Learning?
Lean is about learning continuously and asking the right questions, not just providing answers. But, Orry Fiume wonders, does the learning ever stop? Do we ever reach a point in our development where we transition from a learner to a decision-maker? Find out the answer. More »
Want to Respect Your People? Share the Profits!
People and profit are key in any company, not just a lean one. But too often, an organization's drive for profit can cause it to lose sight of Respect for People. How can you maintain the balance? Orry Fiume has 10 ideas to share. More »
“Simple Ain’t Easy”
The essence of lean is simplicity, argues Orry Fiume, a theme that applies not only to great organizations, but great music and anything else important. More »
You Are Not Different: Make Universal Lean Principles Work Locally
Lean principles are universal, argues Orry Fiume, but the application of them is always local. Don't use this challenge as an excuse to avoid Lean. More »
Focus: Process or Results?
"We cannot improve results “directly," writes LEI faculty member Orry Fiume. "It can only be achieved by improving those processes (production, product development, support, etc.  ) that produce results.  " Read more. More »
Books by Orest (Orry) Fiume
Real Numbers Real Numbers
Companies throughout the world are using lean principles to dramatically change the competitive landscape while generating new profitability and market share. As these companies transform, however, financial executives are usually not prepared for how lean principles affect finance and do not know how to streamline accounting. The management accounting model illustrated in Real Numbers points the way to unlocking the true profit potential of lean. More »
Real Numbers
Real Numbers (eBook)
Workshops Taught by Orest (Orry) Fiume
Lean Accounting To sustain a lean transformation, top executive and financial managers must know how to transform routine accounting practices to a new system that not only is lean itself but also supports lean practices. More »