The operational strategy most effective in achieving world-class performance is Lean. Unfortunately, accounting can be an obstacle to the Lean journey as traditional performance metrics are not aligned with nor promote Lean behavior. Operation’s professionals achieve great gains on the production floor but are surprised when there is little evidence of improved operating results on traditional financial reports. Accounting and manufacturing must work together to develop new metrics and “plain English” financial reporting. This class will illustrate the changes required based on 30 years of leading such changes.


Date: July 26 & 27 | Time: 8:00 am – 4:30 pm

Location: TBD; location information will be forwarded with registration confirmation

Price: Registration is per person and covers both days as well as all participant materials, continental breakfast, coffee and lunch.


Cancellation Policy: Full refund up to four weeks before the workshop. Cancellations within four weeks of the workshop will be subjected to a $350 cancellation fee. Substitutions may be made prior to the start of the workshop.

Day 1

  • Introduction to Lean
  • Lean success stories across industries
  • Lean workshop including preparation of financial statements, both traditional & “Plain English”
  • Lean tools primer
  • Challenges & pitfalls of traditional cost accounting
  • Lean Accounting and Accounting for Lean
    • Value Stream Costing
    • Metrics
    • Plain English P & L’s
  • Video & summary of day

Day 2

  • Value stream formation & challenges
  • Financial impact of a successful Lean conversion
  • Case study of a Lean Accounting conversion
  • Lean budgeting & rolling forecasts
  • Organizational & cultural impact of Lean
    • Administrative Lean – HR
    • Cultural impact – Video
  • Impact of Lean on public company financials
  • Box scores
  • Accounts payable kaizen
  • Road map for transition
  • Course wrap-up

This course will benefit all areas of a company – and any company whether in manufacturing or not – as the entire team needs to understand the scorecard of the business and how to motivate Lean behavior.  While accounting professionals will gain a great deal, it is strongly encouraged that manufacturing, product development and continuous improvement associates come as a team in order to build a plan going forward that makes sense for the entire company, both the providers of information and the critical uses of that information.

  • Presidents
  • CFO’s
  • Controllers
  • VP’s & Directors of Finance, Operations & Supply Chain
  • Plant Managers
  • Manufacturing Engineers
  • CI Professionals
  • Product Development Engineers
  • HR Leaders

Jerry has over 35 years of experience working in a variety of industries where he has held the CFO & Vice President of Operations positions. He led Lean transformations achieving dramatic improvements in inventory turns, lead-times, customer service, income and cash flow. He has authored 3 Lean books, two of which won the prestigious Shingo Award: Who’s Counting? and Accounting for World Class Operations, as well as Leading Lean. He was the Maryland Lean Leader of the Year in 2013.  He is a founding thought leader and subject matter expert in Lean Accounting and has been teaching Lean Accounting for the last decade. Jerry is a long time board member of the Maryland World Class Consortia and a frequent speaker at industry conferences.


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