Consistent withNadler and Tushman (1980), we argue
that congruence requires ‘‘people’’ to be aligned with the
‘‘formal’’ practices, and further, that the ‘‘formal’’ practices
must be congruent with one another. Thus, we expect
there to be relations among empowerment, visual performance measurement information, simplified strategic
reporting, inventory tracking, and VSC. This argument is
consistent with literature contending that accounting and
control practices are related (e.g.,Widener, 2007).
VSC, a simplified strategic reporting system, and visual
performance measurement information articulate a firm’s
commitment to lean strategies and create a formal system that provides the information to help achieve those lean
objectives. VSC is a more straightforward accounting system that conveys the continuous improvement and reduction of waste principles embodied in lean. It attempts to
capture actual costs with minimal allocations (Kennedy &
Widener, 2008; Solomon & Fullerton, 2007), consistent
with a simplified MAS that provides strategic information.
Strategic operating measures are portrayed visually for the
value streams, simplifying shop-floor information and aiding in the empowerment of employees to make decisions
and take actions congruent with a lean strategy. Together,
these practices serve to motivate creative innovation congruent with the firm’s strategy of lean manufacturing