...The Principles, Benefits and Compliance of Lean Accounting As a way to reduce costs, manufacturing businesses today are looking for a leaner approach to production and are focusing on the overall process of producing an item to eventually sell to a consumer. This process is called the value stream, which is defined in Cost Accounting: A Managerial Emphasis as “the value-added activities needed to design, manufacture, and deliver a given product or product line to customers” (Horngren, Datar, & Rajan, 2014, p. 635). With the assistance of technology advancements to support with the communication of the different components of the value stream, processes have been developed, like Just in Time (JIT) production, that allow for the lean production of merchandise. Dan Woods describes this lean production process, in an article published in Forbes: “In a lean process, the demand signals pull the materials through the flow processes and the right number of products is created with as little waste as possible. When all the suppliers of materials are also making their processes lean, the result is that the entire supply chain is extremely responsive and efficient. “ (Wood, 2009) To go along with this lean production system, lean accounting was developed as “a costing method that focuses on value streams, as distinguished from individual products or departments, thereby eliminating waste in the accounting process” (Horngren, Datar, & Rajan, 2014, p. 635). This paper will summarize...
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...I. Lean Accounting Lean accounting often refers to more simplified accounting practices that focuses on eliminating waste, reducing production lead time, and producing products on customer demand. But Lean accounting does not stand alone. It is enabled by lean thinking and lean production methods. And lean accounting not only needs lean manufacturing, it also facilitates lean manufacturing.1 That’s why lean accounting is always related to, but not necessarily have to be associated with lean manufacturing. Here are some specific positive reasons that lean accounting is important. 1. Reduces time, cost, and waste by eliminating wasteful transactions and systems. 2. A better way to understand costs, product costs and value stream costs. 3. Provides information for better lean decision making. 4. Identifies the potential financial benefits of lean manufacturing improvements. 5. Frees up the time for finance people to work on lean improvement. 6. Focuses the business around the value-added activities created for customers. 2 II. Benefits of Implementing a Lean Accounting System in a Lean Manufacturing Environment According to the positive reasons that addressed above, companies can be benefited from implementing a lean accounting system in a lean manufacturing environment in several different ways. 1. Eliminate Waste One of the most important objectives of lean improvement is to eliminate waste from the non-value-added...
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..." Benefits of Implementing Lean Methodologies: • Reduces process lead time to better service customers • Greatly improves throughput and asset utilization • Opens capacity for future growth opportunities • Reduces work-in-process inventory • Reduces set-up times • Avoids unnecessary equipment expense • Increases the number of inventory turns per year • Improves cash flow • Impacts your bottom line The Machine That Changed the World is a book based on the Massachusetts Institute of Technology's $5 million, five-year study on the future of the automobile, written by James P. Womack,Daniel T. Jones (scientist), and Daniel Roos. When The Machine That Changed the World was first published in 1990, Toyota was half the size of General Motors. Today Toyota is passing GM as the world's largest auto maker and is the most consistently successful global enterprise of the past fifty years. This management classic was the first book to reveal Toyota's lean production system that is the basis for its enduring success. Now reissued with a new Foreword and Afterword, Machine contrasts two fundamentally different business systems -- lean versus mass, two very different ways of thinking about how humans work together to create value. Based on the largest and most thorough study ever undertaken of any industry -- MIT's five-year, fourteen-country International Motor Vehicle Program -- this book describes the entire managerial system of lean production. Nearly twenty...
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...Rashmi Deshpande 008158722 Rashmi Deshpande 008158722 Financial Performance measures in a traditional business system Measuring the financial ability is a very important approach for any business entity in order to enhance its overall performance, profits and to maintain a financial stability. Financial performance measures are done in order to depict the company’s overall performance. This is done by performing some simple mathematical calculations. The most common way of measuring one’s financial measures is by calculating the financial ratios. These financial ratios can be used to compare the financial abilities of different companies. Thus these ratios are kind of scores based on which the companies are rated. These ratios can also help the company management in creating business plans and creating presentations for their customers and investors. Some of the common financial ratios used as financial measures are: The liquidity Ratios: These ratios are used to find out “how much ready cash or near cash a company has?” Some of the liquidity ratios are 1) Current ratio 2) Quick ratio The Profitability Ratios: These ratios measure the return on investment or the profitability. The most common profitability ratios are 1) Profit ratio 2) Earning power 3) Return on investment of Assets 4) Return on common equity. Asset Ratios: These ratios are used to measure the asset management ability. Some of the common asset ratios are 1) Inventory turnover 2) Days of receivable...
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...The purpose of this article is to describe the implementation of value stream management and lean accounting at Watlow Electric Manufacturing Company. Value stream management and lean accounting are designed to support lean manufacturing where value is defined from the customer's perspective, work is organized by value stream, supply flow is defined in terms of demand pull, and employees are empowered and focused on quality and continuous improvement. Rather than organizing by functional departments (i.e., the traditional approach associated with responsibility accounting), a company using value stream management develops an organization structure based on value streams, where a value stream includes everything involved in creating value for a customer, e.g., everything associated with a product or product line. Value streams tend to include the work of many functional areas such as product design, production, marketing, sales, distribution, and cash collection. Metrics or measurements are created for each value stream. Some examples used by Watlow Electric include: safety (case incident rate), quality (defects per million), delivery (on-time to promise percentage), cost (sales per full-time equivalent), and inventory (days of inventory). Standard costs, cost allocations, and variance analysis are not used. Instead, only "directly incurred costs" are used for decisions related to the value streams. According to the article there are seven steps for implementation. The first step...
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...How to use various accounting methods by Maxine Barclay Managerial Accounting Kristina Unutoa, Professor Abstract Accounting is a critical part of running a business. Since there are various forms of accounting that can be used, it is important to know which technique is best to use for what companies since they are unique. Once a particular technique is established, it is also important to keep an open mind if there are changes that need to take place in the organization. Keeping an open mind helps the company adjust and move forward in a timely fashion Most businesses exist to make a profit. Accounting is an important part in helping understand how the profits and expense amounts are derived. Accounting involves the process of summation, estimation, forecasting and analysis of financial transactions. Accounting can broken up into many areas which are all slightly different in nature depending on the process and objectives. Many of the formulas, statements and mechanisms are used and the fundamentals of them are still the same (Scholasticus, 2011) . Cost accounting systems record manufacturing activities for inventory systems that update records for cost of materials, goods in process and finished product. It must be timely information about inventory and manufacturing costs in order for management to control costs and set selling prices (Wild & Shaw, 2012). A cost accounting system requires five parts that include an input measuring basis...
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...Abstract: Key Words: Corporate Social Responsibility, Lean Accounting, Toyota’s sustainability effort I. Introduction 1. Definition of key terms 1) Corporate Social Responsibility CSR refers to operating a business in a manner that accounts for the social and environmental impact created by the business. CSR means a commitment to developing policies that integrate responsible practices into daily business operations, and to reporting on progress made toward implementing these practices. According to Business for Social Responsibility (BSR), corporate social responsibility is defined as“achieving commercial success in ways that honor ethical values and respect people, communities, and the natural environment.” 2) Lean accounting Lean Accounting is the general term used for the changes required to a company's accounting, control, measurement, and management processes to support lean manufacturing and lean thinking. II. Corporate Social Responsibility The field of corporate social responsibility has grown exponentially in the last decade. More than half of the Fortune 1000 companies issue corporate social responsibility (CSR) reports. A larger number of companies than at any time previous are engaged in a serious effort to define and integrate CSR into all aspects of their businesses. An increasing number of shareholders, analysts, regulators, activists, labor unions, employees, community organizations, and news media are asking companies to be accountable...
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...SYSTEM TOPIC: LEAN ACCOUNTING- An Emerging Concept SUB CODE: 10MBA32 NAME: SPOORTHI.K USN: 1PB11MBA33 CONTENTS 1. ABSTRACT WITH KEY WORDS 2. INTRODUCTION 3. THERORATICAL BACKGROUND 4. DISCUSSION 5. CONCLUSION 6. REFERENCE ABSTRACT WITH KEYWORDS From the last two decades of the 20th Century on, many companies have adopted production strategies that could be termed “lean manufacturing”. Lean team leaders state that traditional costing systems fail to properly assess their operational improvements and therefore ask for new cost accounting methods. The search for a new accounting paradigm has led to important applied research and several accounting methods. With the diversification of customer demand and competition of globalization, mass production is being replaced by lean production. In this background, the traditional accounting system is no longer applicable to lean production, and lean accounting supporting lean production comes into being. This paper introduces the background of lean accounting and the content of lean accounting, gives the measures of implementing lean accounting, finally compares lean accounting with traditional accounting and summarizes obstacles in the process of implementing lean accounting. The research and application of lean accounting will greatly...
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...I thought this was a good article to share as it clears some misconceptions of Toyota and their management philosophies and technology. This article was written by Stewart Anderson who is president of http://www.kaizenimprovement.ca a Toronto-based consulting and advisory firm in the areas of continuous improvement and business strategy. The tools and techniques of what is commonly called "lean manufacturing" have their origin in the Toyota Production System (TPS). While the lean movement deserves much credit for popularizing these tools and techniques, a number of misconceptions appear to have developed about how Toyota itself actually practices continuous improvement. This article looks at some of these misconceptions. Readers should note that this article is not meant to be a definitive study of Toyota, nor is it meant to supplant the excellently detailed analyses of Toyota published by Jeffrey K. Liker (The Toyota Way, McGraw-Hill, 2003), Steven J. Spear (Chasing the Rabbit, McGraw-Hill, 2008), and others. Rather, it offers the author’s own personal perspective and insights on Toyota, drawing from observation and study of Toyota production and distribution operations, supplemented by interviews with Toyota employees, managers, and suppliers held over the years. Some of the thoughts expressed below also find deeper expression and treatment in Mike Rother' excellent new book, Toyota Kata (McGraw-Hill, 2009), and readers are referred to that book for a full exposition of...
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...Lean Production Manufacturers and companies are seeking methods in order to provide customers with the best quality of products and services in all over the world. These entities try to eliminate or reduce their products wastes, inefficiency, and anything that might affect their products or customer service. Lean manufacturing has been created as a consequence of the Toyota Production System (TPS) and it was called “Lean” in the 1990s. Based on the article called, “Lean manufacturing”, the following facts have been stated: Lean manufacturing or lean production, often simply, "Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for. Lean operation is a costly process, but the manufacturers see that its profit is worth to pay a lot of money in order to change their systems into this system. Some of its benefits are: Minimizing inventory and cost, increasing profit, and maximizing efficiency. In order to change to this lean production, manufacturers need to do some additional jobs, so that their employees and products can meet the minimum requirements for a lean operation. Quality is much more important than quantity in this system. Businesses prefer to produce less amount with...
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...JIT Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing in-process inventory and associated carrying costs. Just-in-time production method is also called the Toyota Production System. To meet JIT objectives, the process relies on signals or Kanban (看板 Kanban?) between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality. Quick notice that stock depletion requires personnel to order new stock is critical to the inventory reduction at the center of JIT. This saves warehouse space and costs. However, the complete mechanism for making this work is often misunderstood. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "...end up with the opposite of the desired result." In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13 week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed. ------------------------------------------------- ...
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...burden through lay-offs, the German model asks more workers to share the cost and as can be seen from 2008-2009. 3. Can a recession create an innovative approach to managing a labor force? The number of people of working age in western Germany shrank for the first time and the companies the hardest hit were those threat were already having problems recruiting skilled worker. To face this scarcity many firms have developed a “dual system” of vocational training that combines classroom teaching and hand son experience, BMW alone has an annual intake of 1,000 apprentices. The German workforce and the entire German economy and made its labor force almost immune to any reduction of economic growth Chapter 15 1. As you look at how Toyota has surpassed GM and the other U.S. automakers, in what ways do you think its...
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...12/15/2015 10 Recommendations for Lean Production Execution Success Advertisement 1. Lean Manufacturing 3. Lean Manufacturing 5. Lean Production Systems 2. Lean Manufacturing 4. Lean Resources 6. Lean Production Tuesday, December 15, 2015 Health Business Finance Travel Home Repair Technology Computers Autos Family Entertainment Nirav Patel 10 Recommendations for Lean Production Execution Success Management Articles | July 11, 2015 Lean principles have been used with terrific success in manufacturing, elevating the inquiry as to whether economic service establishments could differentiate their service supplying with Lean. ADVERTISEMENTS 1. Lean Manufacturing Advertisement 2. Lean Manufacturing 3. Lean Manufacturing 4. Lean Resources 1. Lean Manufacturing Seminars Advertisement 5. Lean Production Systems Communication Marketing 2. Lean Manufacturing Techniques Law Education 3. Lean Manufacturing Consultant 10Recommendations for Lean Manufacturing Execution Success Sports Other 4. Lean Resources Home Business Self Help 5. Lean Production Systems Making The Shift To A Lean Venture Flawless Execution: Bridging the Continuous Improvement Gap XGap: Using Strategic Planning to Close the Project Execution ECommerce Internet Partners RELATED ARTICLES FOCUS ON LONG TERM RESULTS Lean Management for Efficacious Administration of Your Routine ...
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...------------------------------------------------- Quality Focus Paper Just-in-Time Production and Lean Manufacturing Keller Graduate School of Management Spring Semester, May 2010 Session GM588: Managing Quality (online) Instructor: Robert Lee 5 June 2010 Table of Contents I. Introduction 3 What is it? 3 Background 5 History 7 II. Literature Review 9 Significance in Practice 9 JIT and Lean Thought Processes 10 JIT & Lean Thinking – General Principles 10 Advantages/Benefits of JIT/lean 10 Major Advantages/Benefits of JIT 11 Major Advantages/Benefits of Lean Productions 11 Relevance of JIT/lean in Today’s Businesses 11 Mistakes of Implementation 13 Additional Challenges 13 III. Demonstrations and Applications in the Business World 16 Survival Strategy for Business 16 List of Companies that use JIT/lean production techniques 18 Best Practices & Successful Implementation 18 IV. Conclusion and Reflection 20 References 22 Introduction * What is it? Just-in-Time (JIT) production is a set of principles applied to manufacturing and inventory to control the purchase of materials to produce units on a need-basis. JIT is set on the philosophy that controlling raw materials purchased for production to bring them into the manufacturing process as they are needed leads to cost savings and production efficiencies. JIT focuses on realizing that holding little or no inventory has economic and quality values for the organization. Manufactures receive...
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...Use of Managerial Accounting Tools in Toyota Motor Corporation ------------------------------------------------- ACCT 804 The Use of Managerial Accounting Tools in Toyota Motor Corporation ------------------------------------------------- ACCT 804 Managerial Accounting in Toyota Introduction Modern business environment involves high complexity and growing threat of new entrants, which together make potential challenges to business firms today regardless of the industry they involve. A company cannot survive the current market competition unless the management gets adequate information constantly. The concept of management accounting or managerial accounting is of great importance in this context because it can assist the top management to make sound decisions on various matters. This accounting branch embraces accounting systems, methods, and techniques that can help the organization maximize its profits or minimize losses. Scholars opine that management accounting is the presentation of accounting information in a way that would assist the top management to create potential policies for managing its daily operations. Management accounting is not confined to financial management information, but it is about comprehensive information about overall organizational activities. It is evident that financial management alone is not capable of providing necessary information for performing managerial functions effectively. In contrast, management accounting is able to provide...
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