Most people agree that change continues at an increasing pace for accounting firms and their clients. My first exposure to Lean Six Sigma was in India in 2004 where all of the outsourcers were very focused on Lean Six Sigma and process improvement, even though they were doing a limited number of returns. Workflow and the need for process improvement became far more important to me than the inexpensive labor. When asked where they got their software, they finally admitted much of it came from logistics companies like Federal Express, UPS and the airlines. It didn’t take me long to get my return on investment. I had seen the future.
Success is personally defined, but in today’s world of social, mobile, the cloud, and big data, our vision is to insure firms sustain success and remain future ready. Planning times People times Processes is the formula for success. Technology is the accelerator. While we have always understood and appreciated the importance of processes we did not have the internal consulting and training capabilities at the same professional level as the planning, talent and technology management.
One of our observations over the years is that firms’ processes have not changed to take advantage of the new technology. This is especially true in the areas of tax return preparation, financial statement preparation, client accounting services, and billing and collections. In fact, there are some huge savings that can be generated from an external process review. Gödel’s Law states "that to understand a system you must go outside of the system.” Most firms have too many loops, redundancies, bottlenecks and steps that add no value. If you are part of the system, it is natural to defend. Often the people in the catbird seats have little or no motivation to change.
We first met Dustin Hostetler in 2009 and were immediately impressed with his professionalism, industry knowledge and values. Flowtivity client reviews were excellent and furthered motivated our talks as to how we could both expand consulting services to firms and their clients, and also train members of firms how to offer process improvement services to their clients.
It is our vision to accelerate both the consulting and training with a leveraged approach that will take advantage of workflow technology, the Boomer business model, and using green belt trainees as assistants on process improvement engagements in peer firms to gain experience under supervision of a black belt.
In the past, one of the problems has been that employees went for training and often tried to implement internal projects rather than client projects under the supervision of an experienced consultant. Projects managed by an external resource tend to have a greater sense of urgency, engagement and priority.
Dustin’s experience, teaching skills, and existing references within the Boomer Communities makes for a win-win-win situation. I encourage you to call today to reserve a place on this year’s schedule.