Lean Reporting

A question of efficiency and operational proactivity

Operational reporting consists of dashboards that enable managers to make trade-offs, anticipate changes in circumstances, and respond to business-line-specific issues. This exchange of information between the business line and the finance function is essential to allow the organization to respond to its environment in a proactive and flexible manner.

Challenges

The challenge for Controlling is to make reporting 'Lean': highlighting information that is critical to operational performance management, while simplifying and eliminating anything that does not create added value.

A 'Lean' reporting tool must allow operational management to answer the following questions:

  • What happened during the month or quarter?
  • Why and how did it happen?
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  • What is happening now?
  • What is likely or certain to happen?
  • What should we do to stop it happening again?

It is often hard to find clear answers to simple questions.

Characteristics of Lean Reporting:

  • The operational and financial data used must answer the business line’s questions
  • The causal connections of the data used must be identified and integrated. Without this inclusion, the data cannot be exploited in advance
  • The data retained must have an impact on operational performance
  • The dashboard must be easy to populate. Control must spend time analyzing data, rather than producing it; the added value of the function depends on it

 

How can Argon Consulting help you?

  • Mapping of existing reporting/circumstances
  • Analysis of the gap between existing production and business needs
  • Rationalization of reporting: elimination or creation of reports (creation of new functional specifications), potential synergies between functions, etc.
  • Possible industrialization, using tools such as Business Intelligence (BI)