Lean Performance Measurements
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1 Introduction to Lean Accounting Session 2 - TUESDAY Lean Performance Measurements Nick has over 20 years experience with lean accounting systems. He has been with BMA since 2002, and has worked with a wide range of public and private companies putting lean accounting systems in place. Prior to working with BMA Inc. Nick was a CFO for several manufacturing companies that implemented lean. As a CFO, Nick led the companies implementing lean accounting practices such as performance measurements, value stream costing, lean decision making and eliminating traditional standard cost systems,as well as applying lean in all accounting & finance processes. Nick is a Certified Public Accountant and has a BS in Accounting and MBA in Finance, both from the University of Kentucky. He currently resides in Lexington, Kentucky. Thank you for your patience. This webinar will begin momentarily. BMA Inc. information@maskell.com BMA Inc All Rights Reserved. Contact: information@maskell.com 1 Lean Performance Measurements BMA Inc All Rights Reserved. Contact: information@maskell.com 2
2 A Week of Lean Accounting Monday Tuesday Wednesday Thursday Friday The Need for Lean Accounting Lean Performance Measurements Lean Cost Management Capacity & Lean Decision Making Transaction Elimination Implementing Today s Objective: For you to create sample performance measurements for your value stream. BMA Inc All Rights Reserved. Contact: information@maskell.com 3 Agenda What is the Issue? Fundamentals of a Lean Performance Measurement System BMA Performance Measurement Starter Set Using Lean Performance Measurements Summary Performance Measurement Exercise BMA Inc All Rights Reserved. Contact: information@maskell.com 4
3 Lean Performance Measurements The Issue BMA Inc All Rights Reserved. Contact: 5 The Issue: How Do We Measure the Success Of Lean? Customer value 5 1 Customer 2 Value Streams Empowered people Shipping Pursuit of Perfection 4 3 Flow & pull BMA Inc All Rights Reserved. Contact: information@maskell.com 6
4 Current Measurement Systems are Anti-Lean Traditional Measure Behavior Lean Behavior Purchase Price Variance Overhead Absorption Production Variances Standard Product Costs Excessive Inventory Over Production Large Batch Sizes & Long production runs Actual-to-budget Just-in-time time inventory Make to Order Make-to-order & quick changeover Value Stream profitability BMA Inc All Rights Reserved. Contact: 7 Current Measurement Systems are Anti-Lean Traditional Measure Behavior Lean Behavior Purchase Price Variance Overhead Absorption Production Variances Standard Product Costs Excessive Inventory Over Production Large Batch Sizes & Long production runs Actual-to-budget Just-in-time time inventory Make to Order Make-to-order & quick changeover Value Stream profitability BMA Inc All Rights Reserved. Contact: 8
5 Future State Integrate Strategic goals with organizational actions Control processes to achieve desired results Measure impact of continuous improvement Lean Performance Measurement System BMA Inc All Rights Reserved. Contact: 9 The Lean Performance Measurement System Performance measurements Daily & Weekly Accountability Lean Performance System Visual Controls Manager Standard Work BMA Inc All Rights Reserved. Contact: 10
6 Implementing a Lean Performance Measurement System Create using Linkage Chart Process Align measures with lean principles Integrate actions with lean strategy Deploy using Visual Performance Boards Empower employees Align with value streams & cells Di Drive Improvement Daily, weekly & monthly meetings PDCA: identify problems, implement solutions BMA Inc All Rights Reserved. Contact: information@maskell.com 11 Fundamentals of a Lean Performance Measurement System BMA Inc All Rights Reserved. Contact: information@maskell.com 12
7 1. Control the process to achieve desired results Goal / Standard Process changes Input Process Control Process Cause/effect Rapid feedback Problem solving Learning Output Δ Measure gap (delta)between actual and goal/standard BMA Inc All Rights Reserved. Contact: information@maskell.com Identify & Solve Problems Sustain Improvements With Measurements Assess Current Situation Using Measures Develop New Standard Work Test Effectiveness Of Solutions Using Measures ACT CHECK PLAN DO Use Measurement Targets To Determine Future State Identify Root Causes Generate Solutions BMA Inc All Rights Reserved. Contact: information@maskell.com 14
8 3. Simple, Easy & Visible BMA Inc All Rights Reserved. Contact: Linked to Lean Strategy Understandable & relevant Basis for Action Forward- looking BMA Inc All Rights Reserved. Contact: 16
9 The BMA Starter Set BMA Inc All Rights Reserved. Contact: 17 STRATEGIES Increase Sales & Market Share Strategic and Value Stream Measurements STRATEGIC MEASUREMENTS Sales Growth Cash from Operations VALUE STREAM GOALS Increase Thru-put with Same Resources Reduce Order Fulfillment Lead Time VALUE STREAM MEASUREMENTS Sales per Person On-Time Shipment Increase Cash Flow & Reduce Debt Create Culture of Continuous Improvement Customer Satisfaction Inventory Days or Turns Sales per Employee Suggestions per Person Reduce Inventory Perfect Quality Improve Productivity Collect Cash Quickly Increase CI Project Participation Dock-to-Dock Days First Time Through Average Cost per Unit Accounts Receivable Days # People on Improvement Teams % People Engaged in Improvement Provide Advancement for Employees Cross Training per Person Maintain Stable & Annual Employee Eliminate Accidents Number of Accidents Educated Workforce Survey & Injuries & Injuries BMA Inc All Rights Reserved. Contact: information@maskell.com 18
10 VALUE STREAM MEASUREMENTS Sales per Person Cell Measurements CELL CRITICAL SUCCESS FACTORS Eliminate Obstacles to Flow CELL GOALS Reduce Cycle Times CELL MEASUREMENTS Day by the Hour Report On-Time Shipment Use Standardized Work Build to Schedule WIP to SWIP Dock-to-Dock Days First Time Through Make Products on Time Effective Visual Pull Systems Small Batches Single Piece Flow First Time Through Operational Equipment Effectiveness Average Cost per Unit Quick Change Over on Machines Eliminate Variability Accounts Receivable Days Quality at Source Effective 5S & Visual Management Track Improvement Projects # People on Improvement Teams Increase CI Project Involvement 5S Audit Cross Training per Person Increase Training & Cross Training Widespread Cross Training Cross Training Chart Number of Accidents Enhance Standard Wholly Safe Work Safety Cross & Injuries Safety Procedures Area BMA Inc All Rights Reserved. Contact: information@maskell.com 19 Using Lean Performance Measures BMA Inc All Rights Reserved. Contact: information@maskell.com 20
11 Visual Controls Performance Measurement Linkage Chart Daily & Weekly Accountability Lean Performance System Visual Controls Manager Standard Work BMA Inc All Rights Reserved. Contact: 21 Measurement Board Components Trends against goals Analysis of Critical Success Factors Status of improvement projects Breakthrough improvement plans BMA Inc All Rights Reserved. Contact: 22
12 Value Stream Continuous Improvement Board Productivity Process Control Quality Material Flow Cost Sales or Units per Person On-Time Shipment First Time Through Dock-to-Dock Days Average Cost Pareto Chart (Root cause analysis) Pareto Chart (Root cause analysis) Pareto Chart (Root cause analysis) Pareto Chart (Root cause analysis) Pareto Chart (Root cause analysis) Improvement Improvement Improvement Improvement Improvement Projects Projects Projects Projects Projects Current Value Stream Map Future Value Stream Map Breakthrough Improvement Plan BOX SCORE Value Stream Income Statement BMA Inc All Rights Reserved. Contact: 23 Value Stream Performance Measurements Board BMA Inc All Rights Reserved. Contact: 24
13 Example Day-by-the-Hour Board BMA Inc All Rights Reserved. Contact: 25 Sample Cell Measurement Board BMA Inc All Rights Reserved. Contact: 26
14 Manager Standard Work Performance Measurement Linkage Chart Daily & Weekly Accountability Lean Performance System Visual Controls Manager Standard Work BMA Inc All Rights Reserved. Contact: Manager Standard Work Who, what, when to check 4. Discipline 2. Visual Controls 3. Daily Accountability Process Lead by example Something to go see Know that BMA Inc. we 2013 checked All Rights Reserved. and acted Contact: 28
15 Visual Management Drives Problem Solving Visual display of box score Box Scores updated in the value stream Weekly value stream meetings to analyze results Root causes identified and solutions created BMA Inc All Rights Reserved. Contact: 29 Summary BMA Inc All Rights Reserved. Contact: 30
16 The Lean Performance Measurement System Create using Linkage Chart Process Align measures with lean principles Integrate actions with lean strategy Deploy using Visual Performance Boards Empower employees Align with value streams & cells Drive Improvement Daily, weekly & monthly meetings PDCA: identify problems, implement solutions BMA Inc All Rights Reserved. Contact: 31 Your Assignment: CREATE YOUR VALUE STREAM MEASURES BMA Inc All Rights Reserved. Contact: 32
17 1. Use the BMA Starter Set to calculate the value stream performance measurements for last month 2. For information about how and why to use these, check the Appendix 1 and 2 BMA Inc All Rights Reserved. Contact: information@maskell.com 33 Final Steps 3. Evaluate your current performance measurements against the new set. 3.Which measurements better support the company s strategies and your journey to lean? 4. How would you explain the benefits of value stream performance measurements to management? BMA Inc All Rights Reserved. Contact: information@maskell.com 34
18 Visit BMA USA website Contact Nick Katko or Susan Lilly To receive free Lean Accounting resources by download To read articles and case studies about Lean Accounting Join the Lean Accounting SuperGroup (free) For more information Blogs, articles, books etc. Visit and click the Download Free Resources button Visit and choose the Lean Accounting Tab Visit Blogs, forums, videos, and more. Over 1200 members Join the BMA Lean Accounting Group on LinkedIn (free) Visit and either join or sign in. Go to the Groups tab, search on BMA Lean Accounting and join in. Forums, networking, and more. Over 325 members BMA Inc All Rights Reserved. Contact: 35 Introduction to Lean Accounting Monday Tuesday Wednesday Thursday Friday Introduction to Lean Accounting Lean Performance Measurements Lean Cost Management Capacity & Lean Decision Making Transaction Elimination Implementing BMA Inc All Rights Reserved. Contact: 36
19 Appendix 1: BMA STARTER SET PERFORMANCE MEASURES BMA Inc All Rights Reserved. Contact: 37 Strategic Measures: Is the Lean Business Strategy Working? Strategic Measure What does it measure? Lean principle/objective Sales per person On-time shipments Inventory Days Sales Growth Cash Flow Productivity of business % of shipments delivered by customer request date Amount of inventory in business Year-to-year increase in sales Year-to-year increase in cash flow from operations Increase value with same or fewer resources All company processes are under control Increase rate of material flow & eliminate obstacles to flow Provide more customer value Sales growth, inventory reduction & cost reduction due to lean Customer Satisfaction Ability to identify & meet customer needs Provide more customer value BMA Inc All Rights Reserved. Contact: information@maskell.com 38
20 Value Stream Measures: Is Continuous Improvement Working? Value Stream Measure What does it measure? Lean principle/objective Sales per person On-time shipments Dock-to-Dock Time First Time Through Average Cost per Unit Productivity of value stream % of shipments delivered by customer request date Amount of inventory in value stream Increase value with same or fewer resources Bring all processes under control Increase rate of material flow Ability of value stream to Effectiveness of standard make product perfectly work every time Total value stream cost divided by number of products shipped Continuously reduce the amount of resources required to make products BMA Inc All Rights Reserved. Contact: information@maskell.com 39 Cell Measures: Are Cell Processes Under Control? Cell Measure What does it measure? Lean principle/objective Day-by-the-Hour First Time Through WIP-to-SWIP Operational Equipment Effectiveness Hourly production compared to quantity required that hour Percentage produced in the without scrap, rework or repair Amount of inventory in the cell compared to the amount of inventory designed to be in the cell Measure of a machine s ability to make to quality, make at the right rate and be available when required Make to Takt time Effectiveness of standard work Make to pull. Make only when there is a kanban or other pull signal Make to Takt time for a bottleneck or constraint machine BMA Inc All Rights Reserved. Contact: information@maskell.com 40
21 Appendix 2: VALUE STREAM STARTER SET PERFORMANCE MEASUREMENT FORMULAS BMA Inc All Rights Reserved. Contact: 41 Productivity: Sales per Employee Revenue Shipped from Value Stream Avg. # Full Time Equivalent Employees in Value Stream Alternatives to Revenue Units Shipped Units Produced Alternatives to Employees Actual hours worked by employees in value stream BMA Inc All Rights Reserved. Contact: information@maskell.com 42
22 Stability: On-Time Shipments % of Order Volume Shipped on the Right Day Defining Volume Entire Order Order Lines Defining On- Time Promise Date Customer Request Date BMA Inc All Rights Reserved. Contact: information@maskell.com 43 Flow: Inventory Days Average Cost of Goods Sold (units or $) Average Value Stream Inventory (units or $) BMA Inc All Rights Reserved. Contact: information@maskell.com 44
23 Quality: First Time Through FTT = Total Units Processed - Rejects or Reworks Total Units Processed BMA Inc All Rights Reserved. Contact: information@maskell.com 45 Cost: Average Value Stream Cost per Unit Labor Costs + Material Costs + Machine Costs + Other Costs Number of Units Shipped Labor Material Machine Other Actual payroll for people assigned to value stream Actual cost of materials purchased in for the value stream Depreciation, Repair & Maintenance, Tooling Any other direct costs incurred by the value stream BMA Inc All Rights Reserved. Contact: information@maskell.com 46
24 Value Stream Starter Set Measures Lean Principle/Objective Productivity Stability Flow Quality Cost Performance Measure Sales per Person On-time Delivery Inventory Days First Time Through Average Value Stream Cost per Unit BMA Inc All Rights Reserved. Contact: 47
Training & Exercise. Thank you for your patience. This webinar will begin momentarily
Nick has over 20 years of experience with lean accounting systems. He has been with BMA since 2002, and has worked with a wide range of public and private companies putting lean accounting systems in place.
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