CASE STUDY Situation – Month end close process improvement by standardizing knowledge work operations The merger was completed a year earlier. Month end closing, however, still took almost 60 days. There were now three sets of books to manage: one each for the two merged businesses, plus an over-arching set for the combined entity. A single new financial system was on the way, but it would be a year late. Wall Street analysts wanted a progress report on the cost cutting and operational efficiency gains promised for the business by the merger. But operational efficiency declines in the finance function made accurate reporting almost impossible. The CFO decided to launch a high-speed lean process improvement effort. Client Description, Project Scope, Objectives Management wanted to

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