Ethan Frome Essays -- essays papers

Ethan Frome ‘He was but the ruin of a man’. What factors have contributed to Ethan’s tragic fate? The first factor which adds to Ethan’s tragic fate is time. The book is mainly set in the nineteenth century and in those times things like divorce and adultery were less acceptable. Ethan would have felt morally wrong to leave this wife working on a poor farm or just leaving her money. Ethan’s birth into a poor family and in the time he was born, meant that he couldn’t really do anything so he was left unhappy. There was no welfare state in the nineteenth century America so again Ethan had to accept the burden of looking after his parents and wife, paying all of Zeena’s medical ’needs’ with no help. Ethan must have found these times hard because he received no help, he was the one who had to help everyone else. Ethan Frome’s wife Zeena is quite a hypochondriac, as we hear in the prologue that the post-master at ‘intervals’ would hand him medicine packages. Again we hear of this at page forty seven that Zeenaâ€⠄¢s last visit to the doctor cost Ethan twenty dollars, money he can’t afford to be wasted. We are also told about Ethan’s desire to learn about science but with no university grants at that time and Ethan being part of a poor health stricken family he had to stop studying and go back to ’caring’ just like he does for the rest of his days. He runs a farm which seems to be run down and again because of the time there were no farm subsides to help Ethan out so the farm worries add to his plight. Mattie’s ‘coming to [the] house’ was due to her having no work to do or anywhere to stay. After her father’s death she was ’left on her own to make her way on fifty dollars’. There were fewer job... ...up’. Ethan and Mattie realise that because they can’t be with each other because of these factors I have discussed they discide to end it together. Both Mattie and Ethan express their love for each other on the top of the slope, the first time that they actually kissed and expressed love for one another. They sooner realised ’what’s the good of either of [them] going anywheres without the other one now?’ ‘Some erratic impulse’ and their love drove them to try and commit suicide. Ethan suffered after the ’smash up’. He became ’the ruin of a man’ through his ’warped right side’ and ’red gash’ across Frome’s forehead. The accident scared both Mattie and Ethan for life and changed their life forever and with the mental factors for example the economic problems along with the last physical factor, the ’smash up’ has contributed to his tragic fate.

The Blitz and St Pauls Cathedral Essay example -- England Religion Pa

The Blitz and St Paul's Cathedral When the Blitz began over Britain in the fall of 1940, Londoners were frightened and unsure of what the Nazis had in store for them. However, their uneasy emotions would later change into feelings of nationalistic pride and perseverance, as London became a city full of active resistors to the Nazi forces. This change would be prompted from a variety of sources, including Winston Churchill, the media, as well as the emergence of inspirational symbols. St. Paul's Cathedral is undoubtedly the most powerful of these symbols, becoming a timeless image associated with the Blitz, encapsulating sentiments of hope and courage. LONDON THROUGH THE BLITZ The Campaign The Blitz on London started on September 7, 1940 and continued until May 1941, lasting a total of eight months. The goals of the Blitz were to "pound Britain into submission by bombing economic and civilian targets," and primarily to soften up the morale of the British people (Ray 9). However, "unlike other campaigns this was a contest mainly between Luftwaffe aircrews and British civilians, the one group skilled and the other untrained in killing" (Ray 9). Although the first bombs fell in August, the first mass attack, concentrated on the docklands area, occurred on September 7. Throughout the afternoon, 300 bombers, escorted by 600 fighters, dropped 300 tons of bombs on the docks downstream from Tower Bridge. These bombs ravaged the East End, creating a two-mile high wall of smoke that would serve as a landmark for the night raid. When the sun set, another 330 tons of high explosives and 440 canisters of incendiary bombs were dropped. The bombing rapidly escalated and continued for the next 57 consecutive nights, increasing in str... ...monument that is St. Paul's, the testament to the courage and pride of London, 1939-1945. However, while the size of St. Paul's dwarfs the memorial to the victims, for the people whose attention is caught by the unimposing memorial, the memorial and its message stand as the remembrance of the Blitz. The message of St. Paul's being an unintended monument to the London spirit during the Blitz is no longer heard. Works Cited Fitzgibbon, Constantine. The Blitz. London: Allan Wingate, 1957. Matthews, W. R. and W. M. Atkins. A History of St. Paul's Cathedral. London: Phoenix House, 1957. Neville, John. The Blitz: London Then and Now. London: Hodder & Stoughton, 1990. Ray, John. The Night Blitz 1940-1941. London: Arms and Armour Press, 1996. "The London Blitz, 1940," EyeWitness - history through the eyes of those who lived it, www.ibiscom.com (2001).

The Moon :: essays research papers

The moon   Ã‚  Ã‚  Ã‚  Ã‚  The moon is the only natural satellite of Earth. The moon orbits the Earth from 384,400 km and has an average speed of 3700 km per hour. It has a diameter of 3476 km, which is about  ¼ that of the Earth and has a mass of 7.35e22 kg. The moon is the second brightest object in the sky after the sun. The gravitational forces between the Earth and the moon cause some interesting effects; tides are the most obvious. The moon has no atmosphere, but there is evidence by the United States Department of Defense Clementine spacecraft shows that there maybe water ice in some deep craters near the moon's North and South Pole that are permanently shaded. Most of the moon's surface is covered with regolith, which is a mixture of fine dust and rocky debris produced by meteor impact. There are two types of terrain on the moon. One is the heavily cratered and very old highlands. The other is the relatively smooth and younger craters that were flooded with molten lava. Throughout the 19th and 20th centuries, visual exploration through powerful telescopes has yielded a fairly comprehensive picture of the visible side of the moon. The hitherto unseen far side of the moon was first revealed to the world in October 1959 through photographs made by the Soviet Lunik III spacecraft. These photographs showed that the far side of the moon is similar to the near side except that large lunar maria are absent. Craters are now known to cover the entire moon, ranging in size from huge, ringed maria to those of microscopic size. The entire moon has about 3 trillion craters larger than about 1 m in diameter. The moon shows different phases as it moves along its orbit around the earth. Half the moon is always in sunlight, just as half the earth has day while the other half has night. The phases of the moon depend on how much of the sunlit half can be seen at any one time. In the new moon, the face is completely in shadow. About a week later, the moon is in first quarter, resembling a half-circle; another week later, the full moon shows its fully lighted surface; a week afterward, in its last quarter, the moon appears as a half-circle again. The entire cycle is repeated each lunar month, which is approximately 29.

Two Levels of Control: Strategic and Operational

Two Levels of Control: Strategic and Operational Imagine that you are the captain of a ship. The strategic controls make sure that your ship is going in the right direction; management and operating controls make sure that the ship is in good condition before, during, and after the voyage. With that analogy in mind, strategic controlstrategic controlThe process by which an organization tracks the strategy as it is being implemented, detecting any problem areas or potential problem areas that might suggest that the strategy is incorrect, and making any necessary adjustments. s concerned with tracking the strategy as it is being implemented, detecting any problem areas or potential problem areas suggesting that the strategy is incorrect, and making any necessary adjustments. [716] Strategic controls allow you to step back and look at the big picture and make sure all the pieces of the picture are correctly aligned. Operational control : A process concerned with executing the strategy. , in contrast to strategic control, is concerned with executing the strategy. Where operational controls are imposed, they function within the framework established by the strategy.Normally these goals, objectives, and standards are established for major subsystems within the organization, such as business units, projects, products, functions, and responsibility centers. [717] Typical operational control measures include return on investment, net profit, cost, and product quality. These control measures are essentially summations of finer-grained control measures. Corrective action based on operating controls may have implications for strategic controls when they involve changes in the strategy.Types of Control It is also valuable to understand that, within the strategic and operational levels of control, there are several types of control. The first two types can be mapped across two dimensions: level of proactivity and outcome versus behavioral. The following table summarizes thes e along with examples of what such controls might look like. Proactivity Proactivity can be defined as the monitoring of problems in a way that provides their timely prevention, rather than after the fact reaction.In management, this is known as feedforward controlfeedforward controlsThe active monitoring of problems in a way that provides their timely prevention, rather than after-the-fact reaction. ; it addresses what can we do ahead of time to help our plan succeed. The essence of feedforward control is to see the problems coming in time to do something about them. For instance, feedforward controls include preventive maintenance on machinery and equipment and due diligence on investments. Table  15. 1. Types and Examples of Control Control Proactivity |Behavioral control |Outcome control | |Feedforward control |Organizational culture |Market demand or economic forecasts | |Concurrent control |Hands-on management supervision during a project |The real-time speed of a production line | |Feedback control |Qualitative measures of customer satisfaction |Financial measures such as profitability, sales | | | |growth | Concurrent Controls The process of monitoring and adjusting ongoing activities and processes is known as concurrent controlconcurrent controlsProcesses that entail monitoring and adjusting ongoing activities..Such controls are not necessarily proactive, but they can prevent problems from becoming worse. For this reason, we often describe concurrent control as real-time control because it deals with the present. An example of concurrent control might be adjusting the water temperature of the water while taking a shower. Feedback Controls Finally, feedback controlsfeedback controlsProcesses that involve the gathering of information about a completed activity, evaluating that information, and taking steps to improve the similar activities in the future. involve gathering information about a completed activity, evaluating that information, and taking steps to improve the similar activities in the future.This is the least proactive of controls and is generally a basis for reactions. Feedback controls permit managers to use information on past performance to bring future performance in line with planned objectives. Control as a Feedback Loop In this latter sense, all these types of control function as a feedback mechanism to help leaders and managers make adjustments in the strategy, as perhaps is reflected by changes in the planning, organizing, and leading components. This feedback loop is characterized in the following figure. Figure  15. 4. Controls as Part of a Feedback Loop [pic] Why might it be helpful for you to think of controls as part of a feedback loop in the P-O-L-C process?Well, if you are the entrepreneur who is writing the business plan for a completely new business, then you would likely start with the planning component and work your way to controlling—that is, spell out how you are going to tell whethe r the new venture is on track. However, more often, you will be stepping into an organization that is already operating, and this means that a plan is already in place. With the plan in place, it may be then up to you to figure out the organizing, leading, or control challenges facing the organization. Outcome and Behavioral Controls Controls also differ depending on what is monitored, outcomes or behaviors. Outcome controlsoutcome controlsProcesses that are generally preferable when just one or two performance measures (say, return on investment or return on assets) are good gauges of a business’s health. re generally preferable when just one or two performance measures (say, return on investment or return on assets) are good gauges of a business’s health. Outcome controls are effective when there’s little external interference between managerial decision making on the one hand and business performance on the other. It also helps if little or no coordination wi th other business units exists. Behavioral controlsbehavioral controlsThe direct evaluation of managerial and employee decision making, not of the results of managerial decisions. involve the direct evaluation of managerial and employee decision making, not of the results of managerial decisions. Behavioral controls tie rewards to a broader range of criteria, such as those identified in the Balanced Scorecard.Behavioral controls and commensurate rewards are typically more appropriate when there are many external and internal factors that can affect the relationship between a manager’s decisions and organizational performance. They’re also appropriate when managers must coordinate resources and capabilities across different business units. Financial and Nonfinancial Controls Finally, across the different types of controls in terms of level of proactivity and outcome versus behavioral, it is important to recognize that controls can take on one of two predominant forms: f inancial and nonfinancial controls. Financial controlfinancial controlThe management of a firm’s costs and expenses to control them in relation to budgeted amounts. nvolves the management of a firm’s costs and expenses to control them in relation to budgeted amounts. Thus, management determines which aspects of its financial condition, such as assets, sales, or profitability, are most important, tries to forecast them through budgets, and then compares actual performance to budgeted performance. At a strategic level, total sales and indicators of profitability would be relevant strategic controls. Without effective financial controls, the firm’s performance can deteriorate. PSINet, for example, grew rapidly into a global network providing Internet services to 100,000 business accounts in 27 countries. However, expensive debt instruments such as junk bonds were used to fuel the firm’s rapid expansion.According to a member of the firm’s board of dire ctors, PSINet spent most of its borrowed money â€Å"without the financial controls that should have been in place. †[718] With a capital structure unable to support its rapidly growing and financially uncontrolled operations, PSINet and 24 of its U. S. subsidiaries eventually filed for bankruptcy. [719] While we often think of financial controls as a form of outcome control, they can also be used as a behavioral control. For instance, if managers must request approval for expenditures over a budgeted amount, then the financial control also provides a behavioral control mechanism as well. Increasing numbers of organizations have been measuring customer loyalty, referrals, employee satisfaction, and other such performance areas that are not financial.In contrast to financial controls, nonfinancial controlsnonfinancial controlsProcesses that track aspects of the organization that aren’t immediately financial in nature but are expected to lead to positive financial perfor mance outcomes. track aspects of the organization that aren’t immediately financial in nature but are expected to lead to positive performance outcomes. The theory behind such nonfinancial controls is that they should provide managers with a glimpse of the organization’s progress well before financial outcomes can be measured. [720] And this theory does have some practical support. For instance, GE has found that highly satisfied customers are the best predictor of future sales in many of its businesses, so it regularly tracks customer satisfaction. Key Takeaway Organizational controls can take many forms.Strategic controls help managers know whether a chosen strategy is working, while operating controls contribute to successful execution of the current strategy. Within these types of strategy, controls can vary in terms of proactivity, where feedback controls were the least proactive. Outcome controls are judged by the result of the organization’s activities, w hile behavioral controls involve monitoring how the organization’s members behave on a daily basis. Financial controls are executed by monitoring costs and expenditure in relation to the organization’s budget, and nonfinancial controls complement financial controls by monitoring intangibles like customer satisfaction and employee morale.

Critically evaluate Samuel Huntington’s claims

Critically evaluate Samuel Huntington's claims in â€Å"The Clash of Civilizations? † The abrupt end of the Cold War meant that the bipolar model of thinking which had dominated the sphere of World Politics for decades became obsolete. This new phase led to a renewal in thinking in the study of International Relations dubbed â€Å"the hundred schools of thought† which led to a wide spectrum of visions about the uncertain future of world affairs. One of the more prominent visions was the late Professor Samuel Huntington's â€Å"Clash of Civilizations? † published in a 1993 ForeignAffairs article, where he predicted a growing pattern of conflict based on differences in cultural, religious and historical identity of entities he labelled civilizations instead of the ideological differences of the Cold War Era. Huntington's thesis was a Realist response to Fukuyama's 1992 book, The End of History and the Last Man. Fukuyama argued that the post-1991 world was left with no viable ideological alternative to liberal democracy and the free market economy predicting a new era of global consensus on democracy, Justice, human rights and cooperation. The nation will ontinue to be a central pole of identification, even if more and more nations come to share common economic and political forms of organization. ‘i Huntington's premise was that ‘The great divisions among humankind and the dominating source of conflict will be cultural.Nation states will remain as the most powerful actors in world affairs but the principal conflicts of global politics will occur between nations and groups of different civilizations. ii The controversial nature of Huntington's thesis ensured the stern critique by some of his fellow academics for reasons ncluding oversimplification, neglecting contradicting factors and inaccurate predictions. The tragedy of 9/1 1 and the events that followed revived the confidence in his thesis by his supporters who saw this as the conformation of Huntington's predictions notably the inconsolable clash between Islam and the West.Huntington begins by describing the historical evolution of the nature of conflicts in the Western World; from the competition between monarchs and emperors for territorial and mercantile expansion leading to the emergence of nation states beginning with the French Revolution, to the rise of ideological conflict after the Bolshevik Revolutioniii. His Eurocentric bias is clear early as he quotes and perpetuates an idea put forward before by William Lind that these were primarily Western Civil Wars'.Labelling World War II, the deadliest military conflict in history which involved the majority of the world's nations, as such greatly diminishes the involvement and sacrifices made by people across the world. Notably the Soviet Union which was mainly composed of nations Huntington would regard as part of a Slavic-orthodox civilization sustained the highest amount of casualties totalling at a round twenty-seven millioniv.Later in the paragraph, Huntington writes ‘peoples and governments of non-western civilizations no longer remain the objects of history as targets of Western colonialism but Join the West as movers of history as if to suggest that events occurring in non-western parts of the world somehow do not constitute as history if they don't involve or have a felt effect upon Western society.Although the leadership of the West in fields such as science, technology and engineering for the larger part in recent centuries is indisputable; Jewish philosophy, Hindu mathematics, Muslim astronomy and engineering contributed significantly to he foundations of what we know today and this shouldn't be undermined. The sharing and borrowing of ideas between the different corners of the world through the millennia's that's still going on today suggests a long-term cooperation instead of a clash of civilizations in our common pursuit of knowledge.According to Huntington a civilization is ‘ the highest cultural grouping of people and the broadest level of cultural identity'v. He divides the world's population into seven civilizations as well as hinting at the possibility of a Caribbean and an African ivilization; Africa being indeed a continent known for its vast diversity of cultures and traditionsvi. He defines a civilization by what he calls objective elements such as language, history and primarily religion as well as by the subjective self-identification of people.Huntington argues the onset of globalization has led to increased levels of interaction between peoples of different civilizations, which in turn intensifies civilization consciousness and brings to the forefront their cultural differences which unlike ideological and political differences are fundamental and much less mutable nd hence less easily compromised. It's clear that people instinctively identify themselves closely to others who share common traditions, customs and histor y; I hold the belief however that Huntington downplays the penetration of globalization and focuses on one aspect of its possible consequences.It's not the differences that drive cultural conflict between peoples; it's the lack of understanding which in turn creates prejudices and fears. The increased interactions between peoples have led to a wider acceptance of and fascination with other cultures, helping us understand why foreign societies live the way they do. Huntington argues: ‘†¦ Russians cannot become Estonians and Azeri's cannot become ArmenianVii. An Estonian living in Russia will absorb aspects of Russian culture depending on one's willingness, length of stay and the extent to which one feels alienated or accepted by Russian society.Thus the objective elements invoked are not convincingly definitive in determining one's identity; an Englishman may choose to convert to Islam while a Chinese citizen in Shanghai may choose to learn French as a pastime. Globalizati on in itself has penetrated the long-standing limitations in global trade of the past; politicians ever ncreasingly have to consider the global implications of domestic policy. More than ever national states around the world are dependent upon each other; the United States Demands Chinese goods while China needs the US to buy its goods.Huntington ascribes ideas such as constitutionalism, human rights, the rule of law, tree markets and democracy as Western; unable to gain a tootnold in other civilizations. He writes: ‘Modern democratic government originated in the West. When it has developed in non-western societies it has usually been the product of the western colonialism or impositionViii. uggesting that somehow peoples of other civilizations may not be able to sustain or see the benefits of a form of democratic governance.The people of India would point out that democratic government was formed in their country despite, not because of the Westix. Today more than two- thirds of the world's governments operate in some form of democracy, which reaffirms the idea that democracy is a universal value, contradicting Huntington's view of its general Western exclusivity. If asked, most Middle-Easterners would prefer the idea of a democratic to authoritarian governancex; the limitation of democratic evelopment in the region however is a product of the unstable and incompatible political landscape rather than the irreconcilability of the culture.Defining the religious aspects of the Western Civilization, Huntington Justifies the grouping of Protestant and Catholic Christians into a single entity by emphasizing shared experiences in European history such as the Renaissance, the Enlightenment and the Industrial Revolution which in turn separates them from the Orthodox Christians beyond Central Europexi. Although it is evident that the closer proximity of those events has influenced Protestants and Catholics more than their Orthodox ounterparts, the closer resembla nce of Catholic and Orthodox practices and beliefs as opposed to Protestants is however neglected.Huntington consistently appeals to religion as the primary source of cultural identity, rightly so, to a Christian the creeds of their religion have a profound influence on their world view and thus how they would identify themselves. When speaking of the Islamic civilization however, Huntington doesn't seem to make the effort to differentiate between the major denominations of Shia, Sunni and Sufism which have so strongly influenced the historical and especially current political landscape of the Middle-East.In a passionate attempt to warn his fellow Americans of the potential threats that their country may face in the post-Cold War environment, Huntington essentially perpetuated ideas that were dangerous and self-fulfilling. The existence of a Confucian-Islamic connection that may threaten the West described by Huntingtonxii is yet to be empirically verified, as the Chinese and US eco nomies remain inter-linked and Barrack Obama moves towards a policy of dialogue in the Middle-East. Given the history of US foreign policy, legislators would have found Huntington's paradigm easy to understand and convenient in terms of implementation.A worldview of distrust towards foreign powers that demands the maintaining of military superiority in the name of security panders to the powerful military industrial complex in the US. In order to maintain peace, global stability and have any hopes of dealing with transnational issues such as global warming, policy makers should regard all nations as members of the world community and work closer with international organizations such as the UN and WTO in establishing universal laws. The alienation and coercion of other governments will indeed create an atmosphere of antagonism and hostility.

Advantages of Internet for Students

Advantages Of Internet For Students Nevertheless, students and teachers have experienced following 10 advantages of Internet. 1. Assortment of Information Lots of information of different kinds is kept on the web server on the Net. This means that millions web sites include various data in the shape of images and text. On every subject of the planet information can be easily collected by you. For this function, special sites, called search engines can be found on the Internet to search data of each and every subject of the planet. . Online Medical Guidance Several web sites will also be on the Web to obtain details about various conditions. You are able to consult with a cell of on-line physicians to obtain guidance about any medical problem. In addition, lots of material can also be on the Web for research in medical industry. 3. Looking for Jobs You are able to search various kinds of jobs throughout their vacant vacancies are advertised by the world, Most of the organizations/depa rtments around the world, on the web.The search engines will also be employed to search the jobs on the web. You are able to make an application for the necessary work through the Web. 4. Communication You are able to keep in touch with other through Internet all over the world. You could speak by seeing to 1 another; only you’re speaking with your pals in your drawing room. For this function, various services are supplied on the Internet such as; speaking, video conferencing, Email and Internet telephone an such like. 5. InformationThe Web enables students to see the most recent news on a particular topic they’re learning. If they’re learning American politics they may do an information search and discover what is happening on the planet of politics at that very time. It will help them link what they’re understanding how to real life. Additionally, it may keep them thinking about a topic. 6. Online Training The facility is provided by the internet to obt ain an online training. Several web sites of different colleges offer lessons and classes on different subjects or subjects.You may also obtain these classes or lessons in your personal computer. You are able to hear these classes repeatedly and obtain a large amount of understanding. It’s very simple and cheap method to get training. 7. Encyclopedia Occasionally, encyclopedia mightn’t constantly be accessible to individuals and so they might have trouble with in getting the use of the actual guides within the selection. If that’s the case, the encyclopedia of various topics on the Web could be useful. 8. Online Railway and Airplane SchedulesToday, railway and several Airline businesses offer their timing of trains and routes respectively on the web. 9. Online Results Today, all of the training boards and colleges present result on the web. Their results can be watched by the students from any kind of nation or world. 10. Advertisement Today, products are advert ised by most of the commercial organizations through Internet. It’s effective and inexpensive method for the marketing of goods. The services and products could be given lovely and attractive method to the people round the world.

Lean Accounting

Essay Question 1 What are the main benefits and challenges of implementing a lean accounting system in a lean manufacturing environment? Do you anticipate interest in lean accounting will grow, the methods will change, or the concepts will fade out and be replaced with another ‘flavor of the month’? How do you perceive lean principles affecting your career? Justify your answers. I. Lean Accounting Lean accounting often refers to more simplified accounting practices that focuses on eliminating waste, reducing production lead time, and producing products on customer demand. But Lean accounting does not stand alone. It is enabled by lean thinking and lean production methods. And lean accounting not only needs lean manufacturing, it also facilitates lean manufacturing. 1 That’s why lean accounting is always related to, but not necessarily have to be associated with lean manufacturing. Here are some specific positive reasons that lean accounting is important. 1. Reduces time, cost, and waste by eliminating wasteful transactions and systems. 2. A better way to understand costs, product costs and value stream costs. 3. Provides information for better lean decision making. 4. Identifies the potential financial benefits of lean manufacturing improvements. 5. Frees up the time for finance people to work on lean improvement. 6. Focuses the business around the value-added activities created for customers. 2 II. Benefits of Implementing a Lean Accounting System in a Lean Manufacturing Environment According to the positive reasons that addressed above, companies can be benefited from implementing a lean accounting system in a lean manufacturing environment in several different ways. 1. Eliminate Waste One of the most important objectives of lean improvement is to eliminate waste from the non-value-added . Chapter 2, â€Å"Maturity Path to Lean Accounting†, Practical Lean Accounting. 2. Chapter 1, â€Å"Why Is Lean Accounting Important? †, Practical Lean Accounting. activities and processes of the company. Companies can save costs, free up capacity and improve product quality through eliminating waste. Generally, most of the reduced waste translate s into available capacity. Then, companies can make good use of the freed up capacity to generate financial benefits. If the reduced waste saves costs, companies can reinvest the saved working capital into the business and make improvements in production. 2. Better Lean Decision Making Lean accounting methods for decision-making revolve around an understanding of the flow of production through the value streams, and the effect of these decisions on the value stream profitability and contribution. Why we need to manage the business through the value streams? It was repeatedly stressed that the primary importance in lean is the focus on the flow of the product from the customer order to its final delivery. 3 We can clearly analyze the performance of the company through three parts on a box score, i. e. , operational performance, capacity usage, financial performance. Then, it’s easy, clear, and quick to make decisions upon the specific information we need. Especially, the advantages are that we can change some of the information to see how they will affect the profitability and margin, like some of the exercise we did with the outsourcing decision, and the financial information is up to date, often to the current week. 4 3. Time Freed up Employees are often categorized into different value streams so that the time of employee has been freed up by lean accounting, meaning that companies produce the same level of product or services with fewer employees. And finance people do not have to spend a lot of time preparing the financial statements, because it’s simpler and straightforward, forecasting and budgeting. Another way to conclude is employees’ work efficiency has been improved. Companies will save money if labor cost is reduced, as labor cost is usually the highest expense in the companies. The freed up time not only saves cost, but also can be devoted to lean improvements to pursue the goal of continuous improvement. In addition, companies can use the available time to cross-train employees and create them more skilled. . Chapter 7, â€Å"Managing by Value Stream†, Practical Lean Accounting. 4. SMA (2) _Lean Accounting, Decision Making, P23. III. Challenges of Implementing a Lean Accounting System in a Lean Manufacturing Environment Although there are more benefits from the implementation of lean accounting, the challenges do exist. There are always two sides to a thing. And we can’t avoid some challe nges during the implementation process. 1. Senior Management Initiative This is the most critical part when implementing lean accounting in a lean manufacturing environment. Lean implementation across the company will not be successful if senior management is not fully committed. The same situation in Who’s Counting? , the company won’t achieve anything if the executives are not fully supportive. And there will be conflicts between different departments, because they are not on the same boat. 2. Short-term Profitability Companies may find out that there is no short-term financial improvement after implementing lean. And this causes comments such as: â€Å"We see wonderful results in operations, but they don’t show up in the financial statements. If lean is so great, why doesn’t it hit the bottom line? †5 So lean accounting faces with the challenge that how to present and convince the executive team with different perspective and make sure they don’t give up transforming into lean in the very beginning formation of lean. 3. Traditional Accounting System Stand in the Way For those companies who have already on the right track, it’s harmful for companies to still use the traditional accounting methods. There is a very common example of this problem. Using the traditional accounting methods do not show the financial benefit of lean manufacturing, especially hen there is a sudden reduction in inventory level which has a negative effect on company’s profitability. IV. Future of Lean Accounting Before this course, I didn’t even hear about lean accounting. But, after learning this new concept via different channels, I personally prefer the idea of lean accounting than traditional accounting. Now, people desperately find ways to make things simpler, and easier to understand and use. So, in my opinion, the future for lean accounting is promising in that it saves time and energy, provides understandable information for all others besides the finance . Chapter 4, â€Å"Financial Benefits of Lean Manufacturing†, Practical Lean Accounting. people, and is value-added. Lean production is a model for the future—it may well become an essential element of a sustainable global strategy. As Henry Ford so aptly noted, â€Å"Customers cannot be expected to pay for waste, nor can a worker be paid very much for producing waste. †6 Lean is all about eliminating waste and creates value for both customers and the companies. But there are some problems when it comes to the time needed to completely transform into lean. Recall this issue from Who’s Counting? , it takes time to implement lean accounting and see the anticipated outcome from it. And a most critical problem is that lean accounting requires proper environment, i. e. , a lean manufacturing environment, to work out. However, everything takes time and has its disadvantages. Maybe some changes will be added to it and make it happen without these problems. In a word, the best future for lean accounting will be figured out through more and more companies joining the implementation of lean accounting and those companies wanting the change. V. Lean Principles Affect the Career The five lean principles, to be simplified, are 1) Customer value; 2) Define the value stream; 3) Create flow; 4) Create pull; 5) Continuous improvement. From my understanding, I think these principles can be concluded by a concept in lean thinking, i. e. , PDCA (Plan-Do-Check-Act). First of all, there should be a short-term or long-term plan for my career. And the core objective is to create value for the work and the company. Second, implement those plans instead of just thinking; find the root cause to solve problems instead of running away from them; be proactive in work, that is to say, don’t wait others to push me move forward. Third, constantly check whether I am on my way towards the ultimate goal in my career and make changes accordingly. Fourth, be strict with myself. The organization should continuously strive itself to become better and better. So do I. I have to make progress every day in order to adapt to the changing environment. Seeking perfection can be the ultimate goal both in career and in life. 6. SMA _Lean Enterprise, Conclusion, P28. Bibliography [1] Tyler Lacoma, Demand Media, Accounting Differences with Lean vs. Traditional Manufacturing [2] Dan Antony, Demand Media, Benefits of Lean Accounting in a Lean Manufacturing Company [3] Dan Woods, Lean Accounting’s Fat Problem, 07/28/2009 [4] John Cleveland, Benefits of lean in the accounting department, Feb, 2005 [5] Brain Maskell; Bruce Baggaley, Practical Lean Accounting [6] SMA _Lean Enterprise; SMA _Lean Accounting [7] Karen M. Kroll, The Lowdown on Lean Accounting—A new way of looking at the numbers, Journal of Accountancy, July 2004