By Alan Hart
jackmac34 / Pixabay
See what Lean accounting and finance can do for your company
We’ve heard the buzzword “Lean” as it pertains to an organization’s transformation into a more efficient set of operations for a while now. Often perceived as radical, it promises great results and endless opportunities for incremental improvements.
The concepts originated in Japan, led by an extraordinary transformation at Toyota Motor Corporation, with its Toyota Production System (TPS), started in the mid-to-late sixties and perfected in the seventies. The premise of TPS is continual improvement in all areas of the enterprise with the goal of increasing efficiencies and reducing waste while always maintaining respect for workers in all areas and on all organization levels.
While the Lean transformation lends itself best to manufacturing operations, its concepts apply to non-manufacturing industries as well, so if you aren’t a manufacturer, please don’t stop reading here.
The reality is that most companies in the US don’t practice Lean, at least not yet. The main reason is lack of discipline and proper direction from upper management, even though many US companies that implemented Lean report remarkable changes in all areas of the company, evidenced by improved financial statements and cash flow.
Another reason Lean transformations aren’t as popular as they should be, is that it really only works if you sustain the effort. Many of the failed attempts at Lean are attributed to not being able to maintain the Lean mindset and make it work consistently across the entire enterprise.
A popular goal sought with first Lean implementations is inventory reduction. The idea is to reduce inventory on hand and only bring in material and parts that are needed for customers’ orders or for a specific forecast, if the company makes products to stock. The result is higher inventory turns (I’ve heard of manufacturers achieving 15-20 inventory turns a year) and noticeable improvement in cash flow.
To make a Lean transformation effective, companies should also transform other areas in the organization, particularly their accounting and finance departments. Borrowing concepts from manufacturing, accounting and finance departments can also eliminate a lot of waste and focus only on value-added activities.
Each company should evaluate its own accounting and finance workflow. When activities that don’t add value are reduced or eliminated, accounting and finance personnel can focus on collecting and translating data into highly informative and useful reports that managers can really use—instead of the monthly or quarterly report packets (more like stacks of paper) that managers hardly even skim through without getting confused.
Of the many opportunities to transform accounting into a Lean organization, some companies find that doing away with vendor invoices for inventory purchases results in great savings in time and other resources. They simply rely on internal control over the purchase order process, and by using blanket POs with agreed-upon prices and release dates driven by true demand, they depend on the receiving process that automatically vouchers these receipts, which creates AP transactions that are paid according to vendor terms. The three-way match, vouchering and posting to AP of Go to the full article.
Source:: Business 2 Community