How Lean Accounting and the Box Score Make Financial Impact Visible
Webinar Description
Many organizations invest heavily in continuous improvement—but still struggle to explain how that work translates into real financial results.
Cost savings feel unclear, improvement benefits are labeled as “soft,” and finance teams remain skeptical of CI outcomes.
In this on-demand KaiNexus webinar, Nick Katko explains how continuous improvement actually works financially—and why traditional accounting methods often fail to show its true impact.
Nick introduces the economics of Lean, showing how improvement creates capacity first, and how what you do with that capacity determines bottom-line results. He also walks through the Box Score, a practical tool that connects operational performance, capacity, and financial outcomes in a way leaders can understand and trust.
This session helps CI leaders, finance professionals, and executives align on a shared financial language—so improvement work is measured, understood, and sustained.
View all previous KaiNexus Continuous Improvement Webinars
What You’ll Learn
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Why continuous improvement creates capacity before it creates profit
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How Lean economics differ from traditional financial thinking
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How the Box Score links operational performance, capacity, and financial results
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The difference between cost savings, cost avoidance, and real financial impact
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Why cost allocations and standard costing distort CI outcomes
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How to evaluate improvement using “return on effort” instead of ROI
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Practical examples from manufacturing, healthcare, and service organizations
Who This Webinar Is For
This webinar is especially valuable for:
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Continuous improvement, Lean, and operational excellence leaders
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Finance, accounting, and FP&A professionals working with CI teams
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Executives seeking clearer visibility into improvement ROI
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Organizations struggling to quantify CI impact
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Teams trying to align finance and improvement efforts
Key Insight: Improvement Creates Capacity—Not Instant Profit
Continuous improvement doesn’t immediately show up as cost reduction on a financial statement.
Instead, it creates time, flexibility, and capacity.
As Nick explains, organizations that understand this dynamic—and measure it correctly—can use improvement to:
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Grow revenue without increasing fixed costs
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Improve contribution margins
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Reduce long-term cost growth
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Strengthen cash flow
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Make better strategic decisions
The Box Score provides the missing link between improvement work and financial performance—making CI visible, credible, and sustainable.
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