Lean Cost Management: Accounting for Lean by Establishing FlowObtaining and developing useful accounting information is required of any manufacturer to disclose information for both internal and external purposes. However, today’s accounting systems are inadequate to provide the informational support required to meet these objectives. This book is focused specifically on accounting information for internal purposes and reveals the failure of traditional cost and managerial accounting methods using both a current and historical context. Lean Cost Management demonstrates the importance of the relationship between the physical Lean enterprise and accounting for continued success. It offers a combination of principles, philosophies, and technical attributes for a transition to a Lean enterprise and the role cost management plays in this new enterprise. It is a must read for accountants, engineers, and operational, business, and engineering managers. |
Contents
| 11 | |
Profit Beyond Measure | 51 |
Management by Means versus Management by Results | 57 |
His CostManagement System | 69 |
The Focus Factory | 99 |
Church and Excess Capacity | 115 |
Measuring the Business | 133 |
The Role of the Five Ss | 141 |
Teamwork | 193 |
System Evolution | 213 |
Transactions and Lean | 219 |
Like a Gear Train | 233 |
Where Is ABC? | 243 |
Churchs Method Applied | 249 |
Lean Cost Management | 269 |
How to Transform to Lean Cost Management | 281 |
Right Designing | 149 |
Work in Process | 159 |
Are Companies Right Designing? | 165 |
Lean Implementation Creates Lean Cost Management | 175 |
Conclusion | 291 |
| 299 | |
| 311 | |
Common terms and phrases
ability accurate achieve activities actual applied ASSET become cell Chapter Church companies completely component concept continues cost accounting cost information cost-management cost-management system crankshaft create decisions detail developed direct costs directly discussed effective elimination engineers environment equipment establish example execution explains factors Figure firm flow focus focused function Ibid ideas implementation important improvement industry inventory issues kaizen Kaplan lean enterprise lean manufacturing learning machine Management Accounting material means Measure methods move needed Ohno operations organization overhead performance philosophy physical plant practices presented principles problem product costs production factors Profit provides reason reporting requirements reviewed simply situation specific standard operations success thinking Thomas Johnson tion Toyota Toyota Production System tracking traditional train transactions transformation understand value stream writes