By McVay, Gloria; Kennedy, Frances; Fullerton, Rosemary
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Extra resources for Accounting in the Lean Enterprise : Providing Simple, Practical, and Decision-Relevant Information
The same leaders who were capable department managers may not work as well in value stream leadership roles that require more broad and diversified approaches. It is also critical that your value stream leadership has a strong understanding of, commitment to, and training in the concepts of lean. Value stream leaders must be focused not only on customer value, but also on respecting their associates and enabling them to feel comfortable and confident in their new work environment. LMEC started its value stream management by identifying four value streams.
Some are tracked at the cell level, and some are tracked for the value stream as a whole. Overall, strategic metrics should first be determined at the enterprise level, and then cascaded down to the site, value stream, Value Stream Management ◾ 21 and cell levels so there is full alignment of measures. Chapter 9 goes into detail on the selection and implementation of performance measures to support a lean strategy. As stated before, all value stream measures should be directly traceable to the value stream and to those who are responsible for and have influence over their results.
Managing Times Press, Durham, NC. Fullerton, R. , F. Kennedy, and S. Widener. 2013. Management accounting and control practices in a lean manufacturing environment. Accounting, Organization, and Society 38: 50–71. Johnson, H. , and R. S. Kaplan. 1987. Relevance lost: The rise and fall of management accounting. Harvard Business School Press, Boston. , and S. Widener. 2008. A control framework: Insights from evidence on lean accounting. Management Accounting Research 19(4): 301–323. Liker, J. , and M.
Accounting in the Lean Enterprise : Providing Simple, Practical, and Decision-Relevant Information by McVay, Gloria; Kennedy, Frances; Fullerton, Rosemary