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After a gross value stream margin has been determined, an adjustment is made for any changes in inventory levels. As indicated above, decreases in inventory actually decrease profit margins. Thus, this effect should be highlighted, so value stream leaders are not punished for decreases in their margins created from reduced inventories—a desired lean behavior. The new reporting system should be easier for everyone in the plant to understand than the traditional format that adjusts cost of goods sold for favorable and unfavorable quantity and price variances.
Obviously, running two systems is contrary to the lean philosophy of waste, but it may be necessary until people have confidence in the effectiveness of the new reporting system. Challenges to Implementing a Lean Accounting System We believe that there is ample evidence available that changes to the internal reporting system are critical for a successful lean culture to develop. Yet, to date, changes in this area are progressing relatively slowly in comparison to changes on the shop floor. There are many reasons that firms maintain a traditional reporting system, but the most likely one is related to the lack of education and understanding of what is an appropriate methodology to account for lean.
This continuous improvement resolve embodied in the lean culture is demanding and forward looking. Accounting should be an integral part of this dynamic environment. A traditional cost accounting system does not generally fit this situation. Trends should take the forefront, not differences between predesigned expectations and actuals. Flexibility should preclude budgets that were designed for an environment that is impossible to forecast a year in advance. Rolling targets that are updated monthly 34 ◾ Accounting in the Lean Enterprise: Providing Simple, Practical, and Decision-Relevant Information provide fluid opportunities for unfolding situations, rather than forcing production adjustments to try to achieve static historical predictions.