Hi community, I have a real use case that is presenting a perfect opportunity to formally introduce throughput accounting a high levels in one of my client organizations. In summary, a traditional cost-savings business case was built a while ago, to justify the introduction of a new automation platform. Today the business case is being challenged due to inherent problems in such a model.
In order to get people to start thinking about throughput, I facilitated the mapping of a key value stream, focusing on the reduction of flow times. I would now like to extend the discussion to financial throughput.
I am bringing it to Sr Management with my client but would appreciate any additional thoughts on formalizing the discussion around financial throughput, based on real-world experience in this regard. Any lessons from failure or success?