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Lean Auditing : Driving Added Value and Efficiency in Internal Audit

By: Paterson, James C.
Material type: TextTextSeries: eBooks on Demand.Publisher: Hoboken : Wiley, 2014Description: 1 online resource (330 p.).ISBN: 9781118896891.Subject(s): Auditing, Internal | Auditing | Financial statementsGenre/Form: Electronic books.Additional physical formats: Print version:: Lean Auditing : Driving Added Value and Efficiency in Internal AuditDDC classification: 657.458 Online resources: Click here to view this ebook.
Contents:
Lean Auditing; Table of Contents; Foreword; Introduction; PART 1 Lean and Lean Auditing in Overview; 1 Lean Auditing at AstraZeneca; References and Other Related Material of Interest; 2 A Brief History of Lean, Notable Principles and the Approach Taken by this Book; ORIGINS OF LEAN AND THE BENEFITS IT DELIVERS; KEY LEAN PRINCIPLES, TOOLS AND TECHNIQUES; The Five Key Principles of Lean; Specify Value from the Point of View of the Customer; Identify the Value Stream; Flow; Pull; Seek Perfection in Ways of Working; Other Schools of Lean and the Neutral Approach of this Book
Cost Reduction and LeanReferences and Other Related Material of Interest; 3 Key Lean Tools & Techniques; UNDERSTANDING CUSTOMER NEEDS: THE KANO MODEL; GEMBA; Value Stream Mapping; IDENTIFYING WASTE (MUDA); Heijunka; Jidoka - Also Known as Autonomation; Just in Time; Andon - Visualization; Root Cause Analysis (RCA ); A WORD OF CAUTION ABOUT LEAN TOOLS AND TECHNIQUES; References and Other Related Material of Interest; 4 The Development of Lean Auditing and Its Benefits; THE KEY BENEFITS OF ADOPTING A LEAN AUDITING; A FEW WORDS ON TERMINOLOGY IN THIS BOOK
5 The Wider Benefits of a Lean Audit Approach - and How to Use This BookKey Hallmarks of a Progressive Lean Audit Approach; The Mindset of a Lean, Progressive, Auditing Approach; The Wider Organizational Implications of a Lean Auditing Approach; HOW TO USE THIS BOOK; Advice on Reading the Following Chapters; PART 2 Looking at Internal Audit Planning and Assignment Delivery; 6 Who Are the Customers of Internal Audit?; COMMON PRACTICES AND IIA STANDARDS OF NOTE; COMMON CHALLENGES & DILEMMAS; Different Views within Internal Audit Concerning Which Stakeholders should Be a Priority
Different Views Concerning the Primacy of the Board/Audit Committee or Senior ManagementStakeholders Disagreeing Who is Prime; RECOMMENDED PRACTICES; Define and Agree the Key Internal Customers and Stakeholders of the Internal Audit Function; Always Remember the Importance of the External Customer; Ensure the Whole Audit Function is Clear Who They Are Working For; CONCLUDING REMARKS; References and Other Related Material of Interest; 7 What Really Adds Value - And What Doesn't; COMMON PRACTICES AND IIA STANDARDS OF NOTE; COMMON CHALLENGES & DILEMMAS
A "Value Gap" between the Perceptions of Audit and StakeholdersThe Importance of Paying Attention to Dissatisfiers; RECOMMENDED PRACTICES; Make a Commitment to Adding Value beyond Motherhood and Apple Pie; Strive to Clarify What Adds Value and What Does Not; Identify Different Perceptions of Value and Develop a Plan to Address the Most Problematic Areas; DELIVER VALUE TO MULTIPLE STAKEHOLDERS - BUT MANAGE BOUNDARIES; The Delivery of Value should Always Take into Account Cost; Delivering Delighters is Often Simpler than You Think; Listen, and Respond, to the "Voice of the Customer"
CONCLUDING REMARKS
Summary: ""How can you argue with the core principles of Lean, that you focus on what provides value to your customer and eliminate work that is not necessary (muda)? Internal auditors need to understand not  only who their primary customers are, but what is valuable to them - which in most cases is assurance that the risks that matter to the achievement of objectives are properly managed. We need to communicate what they need to know and not what we want to say. This incessant focus on the customer and the efficient production of a valued product should extend to every internal audit team. How else ca
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF5668.25 .P367 2015 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=1882153 Available EBL1882153

Lean Auditing; Table of Contents; Foreword; Introduction; PART 1 Lean and Lean Auditing in Overview; 1 Lean Auditing at AstraZeneca; References and Other Related Material of Interest; 2 A Brief History of Lean, Notable Principles and the Approach Taken by this Book; ORIGINS OF LEAN AND THE BENEFITS IT DELIVERS; KEY LEAN PRINCIPLES, TOOLS AND TECHNIQUES; The Five Key Principles of Lean; Specify Value from the Point of View of the Customer; Identify the Value Stream; Flow; Pull; Seek Perfection in Ways of Working; Other Schools of Lean and the Neutral Approach of this Book

Cost Reduction and LeanReferences and Other Related Material of Interest; 3 Key Lean Tools & Techniques; UNDERSTANDING CUSTOMER NEEDS: THE KANO MODEL; GEMBA; Value Stream Mapping; IDENTIFYING WASTE (MUDA); Heijunka; Jidoka - Also Known as Autonomation; Just in Time; Andon - Visualization; Root Cause Analysis (RCA ); A WORD OF CAUTION ABOUT LEAN TOOLS AND TECHNIQUES; References and Other Related Material of Interest; 4 The Development of Lean Auditing and Its Benefits; THE KEY BENEFITS OF ADOPTING A LEAN AUDITING; A FEW WORDS ON TERMINOLOGY IN THIS BOOK

5 The Wider Benefits of a Lean Audit Approach - and How to Use This BookKey Hallmarks of a Progressive Lean Audit Approach; The Mindset of a Lean, Progressive, Auditing Approach; The Wider Organizational Implications of a Lean Auditing Approach; HOW TO USE THIS BOOK; Advice on Reading the Following Chapters; PART 2 Looking at Internal Audit Planning and Assignment Delivery; 6 Who Are the Customers of Internal Audit?; COMMON PRACTICES AND IIA STANDARDS OF NOTE; COMMON CHALLENGES & DILEMMAS; Different Views within Internal Audit Concerning Which Stakeholders should Be a Priority

Different Views Concerning the Primacy of the Board/Audit Committee or Senior ManagementStakeholders Disagreeing Who is Prime; RECOMMENDED PRACTICES; Define and Agree the Key Internal Customers and Stakeholders of the Internal Audit Function; Always Remember the Importance of the External Customer; Ensure the Whole Audit Function is Clear Who They Are Working For; CONCLUDING REMARKS; References and Other Related Material of Interest; 7 What Really Adds Value - And What Doesn't; COMMON PRACTICES AND IIA STANDARDS OF NOTE; COMMON CHALLENGES & DILEMMAS

A "Value Gap" between the Perceptions of Audit and StakeholdersThe Importance of Paying Attention to Dissatisfiers; RECOMMENDED PRACTICES; Make a Commitment to Adding Value beyond Motherhood and Apple Pie; Strive to Clarify What Adds Value and What Does Not; Identify Different Perceptions of Value and Develop a Plan to Address the Most Problematic Areas; DELIVER VALUE TO MULTIPLE STAKEHOLDERS - BUT MANAGE BOUNDARIES; The Delivery of Value should Always Take into Account Cost; Delivering Delighters is Often Simpler than You Think; Listen, and Respond, to the "Voice of the Customer"

CONCLUDING REMARKS

""How can you argue with the core principles of Lean, that you focus on what provides value to your customer and eliminate work that is not necessary (muda)? Internal auditors need to understand not  only who their primary customers are, but what is valuable to them - which in most cases is assurance that the risks that matter to the achievement of objectives are properly managed. We need to communicate what they need to know and not what we want to say. This incessant focus on the customer and the efficient production of a valued product should extend to every internal audit team. How else ca

Description based upon print version of record.

Author notes provided by Syndetics

<p> JAMES C. PATERSON, is Director of Risk & Assurance Insights, Ltd, (www.RiskAI.co.uk) and provides consulting, coaching and training to clients in the public and private sectors in the UK, Europe and further afield. This allows him to combine his interests in risk assurance and internal audit alongside his passion for leadership and organizational development.</p> <p>Paterson enjoyed a successful corporate career as the Head of the Group Financial Reporting Department of AstraZeneca PLC. After attending the IMPM programme and obtaining a Masters degree in Management from McGill University in Canada he became the Director or Leadership Development programmes for AstraZeneca PLC working on leadership development and culture change issues. After that he was appointed as the VP and Chief Audit Executive of AstraZeneca PLC from 2002 until the end of 2009. This was where he first developed his interest in lean ways of working, which eventually led to the writing of Lean Auditing .</p> <p>James also has a BSc (Hons) in Mathematics & Philosophy from the University of Manchester in the UK and is PIIA qualified.</p>

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