How lean accounting promotes lean in the organization
Lean finance helps make upstream problems visible and provides consultative products and services to support the organization in increasing customer value.
In his book “Getting the Right Things Done,” Pascal Dennis writes, “When implementing strategy deployment , engage the Finance team early on. Too often this group is relegated to the lowly position of ‘bean counters,’ rather than its proper role: trusted advisor and business partner.” In my years of experience as a finance leader in a health-care organization, and more recently, as a lean consultant, I have seen firsthand how lean in the finance and accounting function can promote lean in the organization not just relative to strategy deployment, but in all aspects of lean. I will share examples from my experience that illustrate how lean finance helps make upstream problems visible, and how lean finance provides consultative products and ser v ices to support the organization in increasing customer value.
Read the entire article by Mike De Luca's from Cost Management:
The Lean Profit Model
This workshop will show the connectivity between the various types of lean tools, techniques and concepts and how the benefits of using lean can be captured in quantitative aspects.
What Finance Teams Can Learn from the Lean Practice of ‘Go See, Ask Why, Show Respect’ - Part 1
Join a "lean accounting" coach as he recounts several gemba walks with Finance and Accounting leaders and shares their "ah-ha" reaction.
Accounting and Finance - How Can We Help?
I’ve been thinking about what we as Lean Finance and Accounting practitioners can be doing during this time of “business-as-unusual” and wanted to offer a few ideas that I hope will generate thoughtful discussion, sharing and co-learning as a community.
Lean Financial Planning – How well does your budget serve its purpose?
How well does your budget serve its purpose? Asking this question can lead to a rich and revealing discussion with operational and finance teams alike. In order to gauge the effectiveness of the budget (both the process and the set of outputs or tools), we likely need to start by agreeing what effectiveness is measured relative to. What is the purpose of the budget? Why do we engage in the budget process and produce the outputs it generates? How do we use the budget during the year to check-adjust performance? Who are the end-users of the budget and what are their requirements? How does the budget help us improve customer value – and do our customers care if we have a budget? I do not intend to be exhaustive in this article; there is an entire body of knowledge around Lean Financial Planning – and the closely related body of knowledge on “Beyond Budgeting.” My hope is to inspire curiosity and provide concrete next steps to explore the opening question – “how well does your budget serve its purpose?” – in your organization.