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Activity-based costing both helps and hinders decision making. The operational information that results from ABC analyses creates an excellent foundation for improved operational and financial performance. However, turning this operational data directly into cost-related information can mislead managers in terms of the types of profit-enhancing decisions they can and should make. The authors describe how to use activity-based costing information most effectively. [ABSTRACT FROM PUBLISHER]

Before you tout the financial benefits of the project you plan to implement, be sure you understand the true value the company will derive. Remember, for example, that making business processes faster doesn't necessarily lead to cost reductions. once you understand explicit cost dynamics, you'll be able to identify and communicate the true value of your projects. [ABSTRACT FROM AUTHOR]

Improving operating margins and cash flow is on the minds of most managers, yet the tools and language used to meet these goals are constraining, resulting in billions of dollars spent without promised returns. Capacity mapping allows companies to see exactly how processes perform and provides much more precise margin-related data. The impact? Dramatically increased ability improves margins resulting from a clear understanding of capacity and cost dynamics. [ABSTRACT FROM AUTHOR]

Inventory value and cash flow are inexorably tied in a relationship that is complex and difficult to understand. Many people assume these values are equal, but they are not. While reducing inventory value will not lead to a corresponding improvement in cash flow, the cash flow improvement opportunity is tied to the approach used to reduce inventory and not the reduction itself. [ABSTRACT FROM AUTHOR]

Analyzes the effective management of unit costs and unit margins in businesses. Nature of unit costs; Situations in which unit cost management has put a company in a difficult situation; Characteristics of costing and margin management; Measure of efficiency.

Focuses on returns to business enterprises on investments they make in adopting new technology. Reasons for the miscalculation of financial value of technology by companies; Suggested ways to achieve financial savings and financial value; Proposition of a value-centered technology; Importance of identifying objectives.

Focuses on the concept of industrial productivity and its importance to the survival of the business. Assumption of productivity increase; Basis for work performance; Ability of an organization to meet product demand.

Focuses on the concept of industrial productivity and its importance to the survival of the business. Assumption of productivity increase; Basis of work performance; Ability of an organization to meet product demand.

Presents a cost model for production companies, based on the premise that costs have resource and activity components only. Examples of resource costs; Discussion on factor costs; Costs that exhibit behavior that is similar to both factor and resource costs.

Discusses the concept of optimization and shows how manufacturing companies should use the concept and the techniques that flow from it to enhance their business operations. Definition of optimization; Optimization process; Application of constraints; How to optimize manufacturing using profitability.