ABSTRACT
As discussed in the introduction to this workbook, there is an important distinction between lean accounting and accounting for lean. Prior chapters on performance measurements, value stream costing, decision making, lean planning, and inventory and capacity management focused on the latter perspective-accounting for lean organizations. This is an important and challenging responsibility, requiring accountants to critically consider how to best fulfill the information needs of a lean entity. However, in this chapter, our focus is on lean accounting-applying lean principles to improve accounting processes.
