Lean Cost Management: Accounting For Lean By Establishing Flow
- 6h 12m
- James R. Huntzinger
- J. Ross Publishing
- 2007
Obtaining 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.
Key Features:
- Applies both philosophical and practical applications of superior cost management into the manufacturing enterprise and that a complete change in thinking, physical operations and methods are needed for a successful transformation
- Includes a working model of a production factors spreadsheet for tracking value stream costs
- Argues that managerial-cost accounting truly should be about designing, executing, and improving the business system
- Offers 100 years of knowledge and insight, from the fathers of the industrial revolution to today’s current experts, on Lean accounting and the Lean enterprise
- Illustrates the techniques, principles, and philosophies developed by the architects of Toyota’s very successful North American operational accounting system
About the Author
Jim Huntzinger has over eighteen years of experience developing lean enterprises through system design and the development, implementation, and guidance of organizations both strategically and tactically through the transformation process. He began his career as a manufacturing engineer with Aisin Seiki (a Toyota Group company and manufacturer of automotive components) when it transplanted to North America to support Toyota. He spent eight years at Briggs & Stratton (a manufacturer of small engines) in a range of engineering and management positions, evolving lean and implementing it into its manufacturing operations and business practices. Huntzinger also spent over nine years as a manufacturing consultant helping businesses ranging from huge global corporations to small privately held companies to implement lean tools and strategies for the entire business enterprise. He has broad experience in lean implementation within machining assembly and fabrication for a wide range of companies and products.
Huntzinger is the founder and president of the Lean Accounting Summit. This event and the group of “thought leaders” associated with it are collectively working to develop, educate, and research accounting’s role in the lean enterprise and business. He is also the cofounder of the TWI Summit, which is an event to contribute to the re-deployment of the Training Within Industry (TWI) program throughout the United States and to the understanding of TWI’s connection to the lean enterprise.
Huntzinger has also researched at length the evolution of manufacturing in the United States with an emphasis on lean’s influence and development. He has researched and worked to redeploy TWI and uncovered its tie with the Toyota Way. He is also developing the history of Ford’s Highland Park plant and its direct tie to Toyota’s business model and methods of operation.
Huntzinger graduated from Purdue University with a B.S. in Mechanical Engineering Technology and received an M.S. in Engineering Management from the Milwaukee School of Engineering.
In this Book
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Lean Cost Management—Accounting For Lean By Establishing Flow
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The Means Are the Ends in the Making
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Preface
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Introduction
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Accounting: Where We Are and Where We Must Go
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Why Traditional Accounting Methods Fail
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Toyota’s Success: Profit Beyond Measure
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Execution
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Alexander Hamilton Church: His Cost-Management System
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The Focus Factory
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Church and Excess Capacity
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The Physical Operation
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Lean Measurements: Measuring the Business
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Designing For the Lean Enterprise: Right Designing
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Lean Implementation Creates Lean Cost Management
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Teamwork
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System Evolution
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Transactions and Lean
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Lean: Like a Gear Train
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Where Is ABC?
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Production Factors: Church’s Method Applied
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A Summary of Thought: Lean Cost Management
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How to Transform To Lean Cost Management
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Conclusion
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Bibliography
