Abstract
AbstractWhat began as an effort to better understand the Lean Six Sigma practices in place at its manufacturing clients has paid off handsomely at the Ohio‐based CPA firm of Rea & Associates. Its leaders found that the improvement techniques most commonly used on the factory floor could be applied to a white‐collar setting to eliminate waste, ensure quality and timely service to clients, and boost the bottom line. A trial to improve the business tax procedures at one of Rea's 11 offices led not only to firmwide implementation affecting a host of processes, but also to the establishment of a niche consulting practice to share Lean Six Sigma with other companies throughout the accounting industry. © 2013 Wiley Periodicals, Inc.
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