Q1: Do the traditional accounting practices that the Topeka plant adopted in 1979 to support its mass production process have value in a lean environment? Explain the specific reasons that support your answer. In general‚ we do not think that traditional accounting practices that Topeka plant adopted in 1979 to support its mass production would fit into the lean accounting environment. The differences between the two accounting methods make the traditional accounting hard to work for the lean environment
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I. Briefly describe the answers to the following questions about the readings: a. What simple‚ inexpensive tool is used by UNC Health Care to communicate to patients? What are the doctors required to do to use this tool? Why did the tool work so well? UNC Health Care initiative included a written care plan and a whiteboard in every room with daily goals to help keep the patient focused on his or her discharge date. So there was a focus on communication with patients. They had
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services ever has to wait on the other” (pg. 2216). JIT is a continuous improvement effort (a characteristic of lean systems) that reduces waste from the process‚ thus improving quality‚ delivery‚ flexibility‚ and reducing costs. Waste is any non value-added activity in a process such as movement. Lean processes utilize the pull method. In a pull method the product or service is produced as it is needed. JIT is a pull system in that the service is provided as the customer demands‚ which is a requirement
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MBA 503 Operations Management Application Exercises You may choose to do up to three application exercises of your choice to demonstrate the application of a concept or tool presented in this course. You may turn these in at any time during the course. You are encouraged to turn in a draft to me for any feedback to improve the application. You will earn up to 50 points for each of your successful applications. Voice of the Customer Identify customers/stakeholders of a process that you/your team
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Virginia Mason Medical Clinic Discussion Questions 1. What is Gary Kaplan trying to achieve at Virginia Mason? Gary Kaplan is trying to achieve a system at Virginia Mason that is profitable while delivering the highest quality of results. 2. Why is there a need to change at Virginia Mason? There is a need to change at Virginia Mason because the organization has been losing money over the last couple of years‚ there is fierce competition and company morale is low. 3. What was the
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customers are the key source of success‚ Nestle (M) Bhd. always tries to satisfy the market’s various needs on variety food and beverages products. In order to offer products that have proven superiority in consumer taste preference and nutritional value‚ the company continually invests in the innovation and renovation of its large portfolio of products. The products currently launched in the local market come from different categories‚ like coffee and
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productive‚ and overall be more efficient. Many companies are starting to implement lean accounting. The traditional accounting method focuses mainly on reducing costs and creating increased shareholder value‚ whereas lean accounting is mainly focused on increasing capacity‚ creating more customer value‚ and reducing the amount of waste. Successfully changing the accounting system within a company can take a considerable amount of time and resources‚ and does not come easy. The article discusses
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principles within the Accounts Payable Department was implemented in order to gain improvements in cost‚ quality‚ and time. The inefficiencies discovered by the current-state Value Stream Map will be addressed and resolved by the future-state Value Stream Map. RECOMMENDATIONS By analyzing the current value stream‚ several non-value adding steps were discovered. We recommend that you eliminate the PFR check in Accounts Payable. This step only catches 1‚250 of the 65‚000 errors (1.92%)‚ and it will
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Did value chain mapping wherein the product and information flow is examined across different departments. My objective was to identify opportunities for improvement of processes. Examined the various processes/activities from the procurement of raw materials to the production of finished goods. Segregated them into value added and non-value added activities (on the basis of the transformation brought about to the product at each stage) I visited each department and learnt about the processes
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As an Acting Administrative Officer for Surgery‚ I have developed and executed the value stream analysis for the utilization‚ productivity and efficiency of the existing operating room within the medical center. This VSA was completed in conjunction with the construction of a new wing for three operating rooms. Assisted in the evaluation and completed over 60 surgeons pay compensation to ensure recruitment and retention. • Conducted a background review of the activity and of the characteristics
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