Lean Six Sigma: You're So Money! Making Cash Flow from Process Improvements
cash flow | supply chain | cash flow drivers | Lean Six Sigma | process improvements | Thomas J. Goldsby | Robert Martichenko
Lean Six Sigma offers a reliable source of cost reductions, but its business impact stretches far beyond cost savings if we know where to look and how to express these positive results. Whereas supply chain professionals understand lead time, process variation, and waste, it is sometimes necessary to make the case for process improvements in terms of the measures of value that senior executives deem important for the business. This means embracing key financial measures like cash-to-cash cycle, which is particularly critical during times of tight credit for cash-strapped companies.
In this Profit through Process Interactive webcast, Genna Weiss of Six Sigma & Process Excellence IQ speaks with Thomas J. Goldsby, Ph.D. of the University of Kentucky and Robert Martichenko, CEO of LeanCor LLC, who show how to:
• Convey operational and service improvements in terms of key financial statements, namely the income statement, balance sheet, and statement of cash flows
• Relate the seven cash flow drivers to operational and supply chain value
• Translate process improvements into bottom-line impact through the Strategic Profit Model and Economic Value Added
• Address key challenges that supply chain professionals face when making the case for process improvement
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It is a great topic filled with a lot of information. The only problem which I fcaed that the sound is cracking and there is no sound after 24th minute till i am leaving the topic on 29thminute.
Thanks. |
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Thanks for the webinar - this is good material. Sounds like you are applying a lot of Goldratt's TOC principles. Are you familiar with that BOK? |
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The best webinar I've listened to in quite a long while! For at least three reasons:
1) The importance of the subject matter in how it relates to continual improvement - its prioritization, justification, and measurement;
2) How rarely the subject matter is learned by continual improvement professionals; and
3) How clearly and concisely the speakers covered the content.
I will be pursuing this subject from the perspective of identifying, improving, and measuring value along the supply chain of healthcare delivery systems. Thanks!
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