Lean Auditing : Driving Added Value and Efficiency in Internal Audit
By: Paterson, James C.Material type: TextSeries: 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.
|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"
""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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