Lean Finance

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