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The Controller as Lean Leader

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en Limba Engleză Paperback – 04 Jun 2012
Traditional accounting systems have become inadequate for today's increasingly competitive global manufacturing environment. They are too complex and too focused on past performance. As manufacturing techniques change and become less labor intensive, accounting methods must also evolve. Regardless of what you call it, Lean accounting is a management accounting system that should be part of every worker's daily activities. The Controller as Lean Leader: A Novel on Changing Behavior with a Lean Cost Management System delineates the differences between cost accounting and cost management. It uses a story format to present a compilation of experiences; some good, some bad, and some humorous. The story follows a fictional manufacturing entity embarking on a Lean change management journey for the second time-having failed at its first attempt at Lean implementation a few years earlier. As the story progresses, readers gain an understanding of what the company will do differently this time around to ensure it doesn't slip backward again as the transformation unfolds.Illustrates the various approaches to Lean implementation Explains Target Costing and describes how to use it to get your budget right the first time around Examines the concept of systems and the importance of defining values in your business Describes what the purpose of a Lean Human Resources (HR) system should be Introduces, with visuals, the little-known importance of the timing of the implementation and integration of the four integral parts of the Lean Cost Management System with the five Lean principles The main character, the Lean Controller, presents her ideas with visuals throughout the book. Discussions between the Lean controller and employees at various levels of the organization illustrate valuable lessons. The many faces of the Lean Controller as expressed through the many examples and stories provide you with the vision and tools to instill the desire to make a difference in workers across your entire organization. While there is no recipe to follow for a Lean change management transformation, the book provides invaluable tips and unveils three new principles to help ensure success in any endeavor.
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Paperback (1) 22467 lei  Economic 3-5 săpt. +2449 lei  20-28 zile
  PRODUCTIVITY PR INC – 04 Jun 2012 22467 lei  Economic 3-5 săpt. +2449 lei  20-28 zile
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Specificații

ISBN-13: 9781439882771
ISBN-10: 1439882770
Pagini: 151
Ilustrații: 6 black & white illustrations
Dimensiuni: 150 x 226 x 13 mm
Greutate: 0.27 kg
Editura: PRODUCTIVITY PR INC

Public țintă

Controllers, CFOs, COOs, Plant managers, IT managers, Cost managers, small business owners, owners of small privately held accounting firms, and HR managers.

Cuprins

Unproductive Chaos!
Did You Remember To Bring The Fire Truck?
Guiding Team Offsite Meeting
Let's Get Started!
Riding the Wave of Change: Building the Vision
Creating Value
Rearranging the Furniture
How Will The Finance 'Function' Work?
Mom Comes To Visit!
A Behavioral "Reinvention" Revolution
How Many Faces Do You See?
What Would Henry Ford Do?
Chaos in the Plant Again! Bring in the Sales Guys!
Mary the Intern Speaks
Target Costing and the 3 Yr, 30% Cost Reduction Plan
Mom is Back!
The Operating Budget: Planning Profits and Targeting Costs
Mom Makes the Local Paper!
Target the Behavior -- Not the Culture
Lean Management Cost System Sustains Lean Ops
Benchmarking - Can You Outrun the Bear?
The Functional Superstar and the Lone Ranger
Drive-By Kaizens: Hammers Looking For Nails
What Comes First: The Chicken or the Egg?
Our Accounting System Does Not Fit
The Role of Leadership: Learning to Lead
The Town Hall Meeting - One Year Later
Stable Chaos
How Do You Recognize A Culture?
Now How Many Faces Do You See?

Notă biografică

Having begun her professional career as a high school mathematics teacher, Sue Elizabeth Sondergelt gained insight into something other than numbers, namely, soft skills and people skills-skills that she learned, upon entering business, most other financial professionals did not have. After going back to school to earn an M.S. in Accountancy and her CMA (Certified Management Accountant), she went to work for The Wiremold Company, a world-class organization and textbook case in Lean and Lean accounting. Then, after 15 years of service in operations and finance in two manufacturing conglomerates, Sue semiretired, and went back to education as an adjunct at two universities, one online and one brick-and-mortar. It was here that she realized that the behavior we see in business today is "learned" behavior, and that it has been learned, both by engineers and by accountants, at our universities. Sue believes Lean accounting will never become a valid, well-utilized, and respected cost management system until we begin to teach it in our accounting texts and curricula, including our MBA programs, at all universities. Since 2007, Sue has been the creator of the innovative new Lean Beans program on Lean accounting, and owner of Lean Beans LLC, an education and consulting group in Lean accounting. She has delivered her highly respected seminar, "Lean Thinking for Accountants Sustaining Corporate Growth," for over three years and in 30 major U.S. cities, to assist CPAs in fulfilling their continuing education requirements in cost management. Today she spends most of her time assisting small manufacturers in their Lean accounting journey. Her new book, The Controller as Lean Leader: A Novel on Changing Behavior with a Lean Cost Management System, brings together the good, the bad, the ugly, and the humorous from all of her experiences. She presents information in a way that will change the way you think. She creates surprising and compelling visuals to change the way you feel about finance in business today. She guides readers through the first three principles of Lean, which are so crucial to the successful implementation of the Lean cost management system. Then she guides the reader to understand how only a Lean direct cost management system will drive the correct "behavior" to sustain a Lean change management initiative and change the culture in any organization today.