Lean Accounting is described as “a general term used for the changes required to a company's accounting, control, measurement, and management processes to support lean manufacturing and lean thinking” ( Maskell, n.d.). While one can look at the definition of Lean Accounting to understand, in general, what this term means, we must take an in-depth look at the origins, history and development, principles and practices, benefits, problems and financial impact of Lean Accounting for a complete understanding of this systematic accounting method. Lean manufacturing, also called lean manufacturing, is the endless effort to eliminate or reduce unnecessary materials or activities from the production process if those processes consume resources. Companies in the United States, just as Toyota has done for decades, use lean management to reduce costs, reduce lead times, increase market share, develop new products, improve the quality of existing products and human resources (Emiliana , 2006). It is important to underline that Toyota brought with the publication of its internal document in 2001, awareness of the principle of “respect for people”, which has long been an unrecognized and misunderstood aspect of the Toyota Productions system or of Lean Management as practiced outside the Toyota company (Emiliana, 2006). To accurately follow the objectives of Lean Management, a company must recognize and practice both principles, rather than just the first principle, “continuous improvement,” since it is the second principle that can limit the amount of improvement that can be achieved. be achieved (Emiliana, 2006). It is also worth noting that, although senior executives today consider the adoption of Lean Management to be critical, this topic is rarely seen in Business degree courses (Emiliana, 2006). When the application of both principles of Lean management occurs, this leads to the elimination of waste, called “muda” in Japanese (Emiliana, 2006). “Waste is defined as: activities and behaviors that add costs but do not add value as perceived by end customers,” with eight. With a Lean management system in place, an accounting system needs to be put in place to support the lean enterprise. The traditional accounting system is anti-lean because: it is a large, complex and wasteful process that requires worthless work, it has no efficient way to identify the financial impact of lean improvements that occur within a company, and it provides measurements and reporting regarding labor efficiency and overhead absorption that motivate mass production and high inventory levels (Maskell, 2006). Lean accounting is an accounting method whose objective is to reduce waste in the accounting process (Kapanowski,