Executive Leaders, Financial Professionals, Lean Specialists Financial Directors, Financial Managers, Accountants Senior Managers in Operations, Product, Procurement, Sales, and Marketing, etc. Highly recommending to bring a small group or team to the workshop to maximize the benefits
Worldwide famous ‘Toyota pioneered lean practices’ crashed and burned in early 2010, which changed the fate of the world top one automobile manufacturer and also rang the alarm bell to all the finance and operation executives that how to avoid Toyota tragedy while implementing lean finance into production. As the lean approach percolates into ever wider circles of operations, it ceases to be about best practice and starts to become a part of the fabric of doing business. The important thing, in the heat of competition, will be how well companies implement them and averse the follow-up risks, which caused by the diversity of cultures, infrastructures and environments. This training aims to look at wider ranging operational excellence programs and the methods of successful implementation. It is also more about building the energy and engagement of employees from the shop floor and the office pool upward, tapping into their ideas, focusing them on constant problem solving, and keeping them open to change and flexibility.
Lean Introduction Five Principles of Lean Thinking New lean methods of accounting, control & measurement Box Score The Structure of Box Score Box Score implementing in lean accounting to prioritize the lean improvement projects Value Stream Management The importance and helpfulness of value streams A standard method for determining the value stream flows Flows implementing for developing the best value stream organization Group Work: Design a value stream structure for a company making values and manifolds Lean Performance Measurements Lean measurements ‘Starter Set’ ‘Lean Performance Measurement Linkage Chart’ Changing ‘command & control’ management style to a lean management style Value Stream Accounting Value streams as the primary cost objects Collecting information of summary, direct value stream revenue and cost Creating a ‘Plain English’ income statement Exercise
Value Steam Capacity Value steam map Capacity model Value stream capacity usage and analysis Exercise Decision Making Box Score decision-making templates Effective decision making Exercise Transaction Elimination Identifying and eliminating the wasteful transactions Transaction Elimination Maturity Path Matrix Lean Accounting ‘Footprint’ Chart