Panel Discussion: Utilizing Continuous Improvement to Streamline the Record-to-Report Process Areas

Description: Once all the breakthrough success has been achieved through major process re-engineering efforts and the implementation of the latest technology, companies can tend to be satisfied with their achievements to that point in time. However, the benefits of implementing a Continuous Improvement program are well documented and companies should not overlook this opportunity to continue to build upon their prior successes.

During this Peercast, our panel will share their experiences in using Continuous Improvement to enhance their Record-to-Report process.

Peercast Poll Results

Poll Title: Utilizing Continuous Improvement in Record-to-Report (R2R)

Background: Once all the breakthrough successes have been achieved through major process re-engineering efforts and the implementation of the latest technology, companies can tend to be satisfied with their achievements to that point in time. However, the benefits of implementing a Continuous Improvement program are well-documented and companies should not overlook this opportunity to continue to build upon their prior successes. This poll looks at how companies utilize a formal Continuous Improvement program within Record-to-Report.

Poll Question: Which response best describes how a formal Continuous Improvement program is utilized within your company, specifically in the Record to Report process?


Vote Now
  Engrained in our culture; used routinely in Record-to-Report 58%
  Important to our culture, but used less often or less effectively in Record-to-Report 15%
  Utilized in our culture, but not very much in Record-to-Report 8%
  We do not have a formal Continuous Improvement program 19%

Poll Question: Which response best describes how formal Continuous Improvement projects are typically staffed within the Record-to-Report area?


Vote Now
  A black belt or process improvement expert from outside R2R leads the project; key R2R staff members are on the team 7%
  A black belt or process improvement expert from within R2R leads the project; other key staff members are on the team 15%
  A key leader from R2R leads the project, along with other R2R staff members; assistance outside R2R available as needed 37%
  There is no "typical"; every project is different 37%
  Other (please comment) 4%
  Not Applicable 0%