Wall, Einhorn & Chernitzer

Partners/Staff: 10/70

www.wec-cpa.com

WE&C formed its revenue enhancement committee (REC) to focus on client and acceptance, and on pricing. The REC meets monthly and communicates via e-mail between meetings.

Activities include establishing client acceptance criteria; strategizing pricing options for clients and new business prospects; evaluating the lowest realization clients (largest write-offs) for each partner and manager, and brainstorming ideas to improve work efficiency and job profitability; developing a client evaluation form and process for managers to identify problem clients and solutions; and reviewing WIP adjustments.

The REC’s efforts have netted a 10 percent improvement in realization, attributable to many factors initiated by the REC, including better pricing, more discussions with clients regarding preparation they can complete to make the firm’s work more efficient, more up-front discussions with clients about fees, and better management of fees incurred while work is ongoing. The benefits of the REC’s efforts also include more input from managers on client billing and about clients in general; many procedural features that improved WE&C’s own quality control; and identifying additional service opportunities that are communicated to clients, resulting in better client service and extra fees.

Wilkins Miller

Partners/Staff: 7/31

www.wilkinsmiller.com

At the conclusion of WM’s tax season debriefing meeting in 2006, the major cycles of the firm were identified, comprising seven process improvement (PI) teams: personnel development; client relations; work scheduling; preparation process of entities; preparation process of individuals; the administrative processes; and billing.

Following a firm-wide strategy session, each team was charged with developing specific areas of improvement. The team leaders and shareholders then met to shape the goals for each team’s focus. Monthly, team leaders report their progress at shareholder meetings.

The PI project demonstrates to the employees the shareholders’ commitment to continuous improvement and development of the firm and its people. Employees feel they have ownership in the firm, and want to stay, the firm maintains, and the culture has been recognized in the community and recruiting process and continues to attract outstanding candidates.

Rea & Associates

Partners/Staff: 44/250-plus

www.reacpa.com

A year ago, Rea & Associates began to realize that the application of a manufacturing methodology called Lean Six Sigma (LSS) could be applied to any process, including those in a CPA firm. Though Rea started implementing Lean Six Sigma in processes throughout the firm, it soon developed a new niche service, LeanCPA, to share expertise with other firms looking to achieve breakthroughs in efficiency.

LSS utilizes team-based problem solving and requires expert facilitators to “challenge old paradigms and processes.” Rea & Associates has two such experts (a “black belt” and a “master black belt,” the rating similar to those of martial arts) and dozens of others throughout the firm trained in the basics of LSS.

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