{"version":"1.0","provider_name":"Lean Enterprise Institute","provider_url":"https:\/\/www.lean.org","author_name":"Lory Moniz","author_url":"https:\/\/www.lean.org\/the-lean-post\/articles\/author\/lmoniz\/","title":"How Lean Thinking Improves Financial Results While Avoiding Traditional Cost Cutting - Lean Enterprise Institute","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"r6Vp6ge7Kh\"><a href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/how-lean-thinking-improves-financial-results-while-avoiding-traditional-cost-cutting\/\">How Lean Thinking Improves Financial Results While Avoiding Traditional Cost Cutting<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.lean.org\/the-lean-post\/articles\/how-lean-thinking-improves-financial-results-while-avoiding-traditional-cost-cutting\/embed\/#?secret=r6Vp6ge7Kh\" width=\"600\" height=\"338\" title=\"&#8220;How Lean Thinking Improves Financial Results While Avoiding Traditional Cost Cutting&#8221; &#8212; Lean Enterprise Institute\" data-secret=\"r6Vp6ge7Kh\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script>\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n<\/script>\n","thumbnail_url":"https:\/\/www.lean.org\/wp-content\/uploads\/2021\/09\/1489_large.jpeg","thumbnail_width":930,"thumbnail_height":340,"description":"In July, Nick Katko and I presented a webinar for LEI called \u201cHow to Use Lean Accounting to Help Design Profitable Value Streams.\u201d As part of reviewing the core concepts of lean accounting, we said that lean is not a cost-cutting method. After the webinar, we received a very thoughtful question from an attendee about [&hellip;]"}