Editing Cost accounting (section)

==Lean accounting==
[[Lean accounting]]<ref>{{citation|author1=Brian H. Maskell|author2=Bruce Baggaley|author3=Larry Grasso|title=Practical Lean Accounting|publisher=Productivity Press, New York, NY|date=December 19, 2003}}</ref> has developed in recent years to provide the accounting, control, and measurement methods supporting [[lean manufacturing]] and other applications of lean thinking such as healthcare, construction, insurance, banking, education, government and other industries.

There are two main thrusts for Lean Accounting. The first is the application of lean methods to the company's accounting, control, and measurement processes. This is not different from applying lean methods to any other processes. The objective is to eliminate waste, free up capacity, speed up the process, eliminate errors & defects, and make the process clear and understandable. The second (and more important) thrust of Lean Accounting is to fundamentally change the accounting, control, and measurement processes so they motivate lean change & improvement, provide information that is suitable for control and decision-making, provide an understanding of customer value, correctly assess the financial impact of lean improvement, and are themselves simple, visual, and low-waste. Lean Accounting does not require the traditional management accounting methods like [[standard costing]], activity-based costing, variance reporting, cost-plus pricing, complex transactional control systems, and untimely and confusing financial reports. These are replaced by:
* lean-focused performance measurements
* simple summary direct costing of the value streams
* decision-making and reporting using a ''box score''
* financial reports that are timely and presented in "plain English" that everyone can understand.
* radical simplification and elimination of transactional control systems by eliminating the need for them.
* driving lean changes from a deep understanding of the value created for the customers.
* eliminating traditional budgeting through monthly sales, operations, and financial planning processes (SOFP)
* value-based pricing
* correct understanding of the financial impact of lean change

As an organization becomes more mature with lean thinking and methods, they recognize that the combined methods of lean accounting in fact creates a lean management system (LMS) designed to provide the planning, the operational and financial reporting, and the motivation for change required to prosper the company's on-going lean transformation.