ABSTRACT
Lean manufacturing philosophy, based on Toyota’s production system, has been around for years (Schonberger, 1986, 1990, 1996; Womack et al., 1991) and forwarded as an ideal – world-class manufacturing – system to enable companies to compete on quality, product variety, and timeliness in a cost-effective and profitable manner. As a manufacturing philosophy it combines Just In Time (JIT), total quality management (TQM), and total preventive maintenance (TPM). In this paper we are interested in how implementation of Lean interacts with the company’s management accounting system.
