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Friday, February 27, 2004 The Cumberland Group Featured Partner Page    
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CONTENTS
Cumberland Overview
1st Card Visa Case Study: Value-Stream mapping
Business Process Redesign - White Paper
Overhead allocation - does it make sense?
Bottom-Line Facilitation Skills for Business Leaders
Auto-Pilot For Better, Faster, Cheaper
Elkay Manufacturing Kaizen Case Study
Customer & Product profitability from a Lean Perspective
Key Performance Indicators - Using performance metrics to grow and guide the organization
The One-Page Strategic Growth Model - A Best Practice
Value Stream Mapping
Lean Accounting
KPI's and Continual Improvement (CI). "What Gets Measured Gets Done" for Competitive Advantage
Why you should care about Key Performance Indicators!
Team-Based Business Success – An Enterprise View
How does Lean Manufacturing differ from other improvement initiatives?
Never Give Up!...An "Unfair Advantage" From An Industry Leader
BREAK THROUGHS, Every Day - Enabling Business Teams To Solve Their Toughest Problems
Best Practice: Critical Process Redesign Blitz
Lean Process Overview
Become Lean in the Office - A Best Practice for Mid-Market Business
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Financial Management
Customer & Product profitability from a Lean Perspective
by The Cumberland Group

Customer and Product Profitability from a Lean Accounting Perspective Summary


Dear Reader,

I have had the pleasure of working with Brian and Micheal from The Cumberland Group for over 5 years. They are two of the finest experts on Business Process optimization including Lean, Kaizen and a host of other acronyms I have met in my 20+ years of business. Understanding Customer and Product profitability from a Lean Perspective is excellent fuel for thought.   Good reading.... Jon C. Liberman

Most standard costs systems give a misleading picture of customer profitability.  When product or customer profitability is looked at through this lens the information is misleading and often flat-out wrong. The end-result is an imaginary cost figure that has nothing to do with reality.

Instead organizations should look at profitability through a lean manufacturing or lean accounting perspective.  Looking at the world through this lens results in a different type of analysis.  Please read on to learn more about this subject and our offer for a free copy of our Lean Accounting Assessment Instrument.

SMOKE SIGNAL Contributors:

 

Michael Bremer and Brian McKibben, Partners in The Cumberland Group

 

The Cumberland Group provides consulting, training and methodologies for Business Process Optimization and Business Team Effectiveness. Special focus on Lean Flow Manufacturing methods and expanding Continual Improvement initiatives.






 


 


[FULL STORY]
 
Lean Accounting
by The Cumberland Group

Lean Accounting I  
Many financial people see the inadequacies of traditional accounting methods, particularly when viewed through the lens of "Lean Manufacturing" which often highlight conventional accounting shortcomings.  But few have had the opportunity to think through the changes lean manufacturing brings about, and how they can extend into the accounting system.
 
The change from traditional mass production thinking to lean thinking requires changing some of the fundamental assumptions of manufacturing principles.  This is why people talk of "culture change" when adopting lean methods, because it requires a fundamental change in peoples’ thinking about what should be “the normal way we do things.”  And why we find that lean thinking turns many of the traditional manufacturing methods on their heads.  These fundamental changes have a far-reaching effect on the way we should control, measure, and account for lean production.
 
Please click on the following link for more information on the Cumberland Group: http://www.rainmkrs.com/featured_cumberland.html or call Rainmakers at 847/251-3327.
 
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[FULL STORY]
 
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Published by Jon C. Liberman
Copyright © 2004 Rainmakers. All rights reserved.
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