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From Maharishi University of Management

SEPTEMBER 11, 2016 • ISSUE 358

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Lin Lin Ye Shi and Dr. Andrew Bargerstock at the 2016 Lean Accounting Summit


Dr. Andrew Bargerstock and Lin Lin Ye Shi with their Lean Enterprise Institute awards


Lin Lin Ye Shi, recipient of the Lean Accounting Student of the Year award

Dr. Andrew Bargerstock and Ye Shi Receive Lean Enterprise Institute Awards

Dr. Andrew Bargerstock, chair of the MUM accounting department, and PhD student Lin Lin Ye Shi spoke at the Lean Accounting Summit on August 25-26 in San Antonio, Texas. They were invited to speak at the summit following the publication of “Leaning Away from Standard Costing” in the June 2016 issue of the peer-reviewed journal Strategic Finance.

Dr. Bargerstock led a break-out session to explore why mature lean manufacturing companies continue to hold onto standard costing and variance analysis despite the prediction by lean accounting literature that it would be discarded as a wasteful practice.

“Jim Huntzinger [the founder of the Lean Summit] has been intrigued by MUM’s research in lean accounting practices for manufacturing companies,” said Dr. Bargerstock. “We conducted the first empirical study that revealed an inconsistency between lean accounting theory and practice related to the usefulness of a traditional production control system known as standard costing.”

The most recent request to have Dr. Bargerstock as a speaker continues to build MUM’s reputation as one of the leading universities in promoting thought development and research in lean accounting.

In addition, Dr. Bargerstock was awarded the Excellence in Lean Accounting Professor of the Year Award for 2016, which is his second recognition by the Lean Enterprise Institute (the first was in 2009). Ye Shi received her second award as Lean Accounting Student of the Year for 2016 (the first was in 2013). Doctoral students at Maharishi University of Management have received Lean Student awards three times since 2011.

This annual conference draws attendance from accounting executives, consultants, and researchers who work with companies that have adopted Toyota-style process improvement methods also called kaizen.

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