Continuous improvement is the governing principle of a lean accounting system. Following are several performance measures. Some of these measures would be associated with a traditional standard-costing accounting system, and some would be associated with a lean accounting system.
a. Materials price variances
b. Cycle time
c. Comparison of actual product costs with target costs
d. Materials quantity or efficiency variances
e. Comparison of actual product costs over time (trend reports)
f. Comparison of actual overhead costs, item by item, with the corresponding budgeted costs
g. Comparison of product costs with competitors’ product costs
h. Percentage of on-time deliveries
i. First-time through
j. Reports of value- and non-value-added costs
k. Labor efficiency variances
l. Days of inventory
m. Downtime
n. Manufacturing cycle efficiency (MCE)
o. Unused (available) capacity variance
p. Labor rate variance
q. Using a sister plant’s best practices as a performance standard
1. Classify each measure as lean or traditional (standard costing). If traditional, discuss the measure’s limitations for a lean environment. If it is a lean measure, describe how the measure supports the objectives of lean manufacturing.
2. Classify the measures into operational (nonfinancial) and financial categories. Explain why operational measures are better for control at the shop level (production floor) than financial measures. Should any financial measures be used at the operational level?
3. Suggest some additional measures that you would like to see added to the list that would be supportive of lean objectives.

  • CreatedSeptember 01, 2015
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