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ix | |
| Introduction |
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xi | |
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Chapter 1 Net Present Value: Just the Tip of the Iceberg |
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1 | (4) |
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Chapter 2 Velocity Improves Productivity and Working Capital |
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5 | (8) |
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6 | (2) |
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8 | (5) |
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Chapter 3 Case Study: Velocity Impact on Results |
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13 | (4) |
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17 | (30) |
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4.1 The End and the Means: Why Do We Cost Products? |
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17 | (1) |
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4.2 Absorption versus Variable Costing |
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18 | (14) |
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4.2.1 Applicability of Fully Absorbed Cost Models to High-Mix, Low-Volume Environments |
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25 | (7) |
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32 | (4) |
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32 | (1) |
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4.3.2 Why Standard Cost Variance Analysis Is Not Value-Added Work |
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33 | (3) |
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4.4 Activity-Based Costing: Is It Really as Easy as ABC? |
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36 | (3) |
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4.4.1 Cost Drivers: The Solution? |
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36 | (2) |
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4.4.2 Theory and Practice |
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38 | (1) |
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4.5 Lean Accounting and Value Streams |
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39 | (4) |
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4.5.1 Toyota Production System (TPS) |
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40 | (1) |
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4.5.2 Focus on Time Line Reduction |
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41 | (2) |
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4.6 Theory of Constraints and Throughput Accounting |
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43 | (1) |
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4.7 Time-Based Accounting (TBA) |
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44 | (1) |
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4.8 Absorbing Costs on a Macro Level Eliminates Allocations |
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45 | (2) |
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Chapter 5 What Does GAAP Have to Do with It? |
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47 | (6) |
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5.1 What GAAP Really Requires (and it's not standard cost) |
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48 | (5) |
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Chapter 6 Variation, or Stuff Happens |
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53 | (6) |
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54 | (1) |
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6.2 Fallacy of Scheduling Models in Enterprise Resource Planning |
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55 | (1) |
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6.3 Mathematics Can Provide Useful Insights |
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55 | (1) |
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6.4 Modeling Your Value Stream |
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56 | (3) |
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Chapter 7 Labor: Direct or Indirect? Cross-Trained or Specialized? |
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59 | (8) |
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Chapter 8 Simplified Time-Based Accounting |
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67 | (20) |
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8.1 Make or Buy Decisions |
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71 | (1) |
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72 | (10) |
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8.3 Sample Contribution Financial Statement Presentation |
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82 | (1) |
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8.4 Incremental Contribution |
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83 | (4) |
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Chapter 9 Pricing Strategies under High Mix/Low Volume |
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87 | (10) |
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9.1 Why Gross Profit Is a Poor Predictor of Profit Contribution? |
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87 | (2) |
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9.2 Why Margins Are Poor Predictors of Results? |
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89 | (1) |
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9.3 Contribution Pricing? |
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90 | (3) |
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9.4 Setup Cost, Batch Sizes, and Volume Discounts |
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93 | (4) |
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Chapter 10 Is Inventory a Liability or an Asset? |
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97 | (4) |
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Chapter 11 More on Simplified Time-Based Accounting |
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101 | (14) |
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11.1 Stop Absorbing Overhead and Eliminate Standard Cost Variance Reporting |
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101 | (1) |
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102 | (1) |
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11.3 Replace Variance Analysis with Improvement Activities |
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103 | (1) |
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11.4 Simplify Bills of Material |
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104 | (2) |
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106 | (2) |
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108 | (2) |
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110 | (2) |
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11.8 Sample Inventory Entries |
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112 | (3) |
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Chapter 12 Time-Based Metrics |
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115 | (18) |
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12.1 What Is Wrong with Utilization? |
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116 | (2) |
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12.2 What Is Wrong with Efficiency? |
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118 | (3) |
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12.3 How about Overall Equipment Effectiveness (OEE)? |
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121 | (1) |
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12.4 Metrics for Time-Based Systems |
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122 | (11) |
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12.4.1 Responsiveness: Production Lead Time, QRM Number |
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123 | (2) |
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12.4.2 Quality: Internal Cost in Hours |
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125 | (2) |
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127 | (1) |
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12.4.4 Continuous Improvement Metrics: Tracking CI Projects in Hours |
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128 | (2) |
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12.4.5 Cross-Training Matrix and Metric |
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130 | (1) |
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12.4.6 Linking Cell Metrics to Financial Results |
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131 | (2) |
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Chapter 13 Time-Based Cost Justifications |
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133 | (20) |
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13.1 Spare Capacity Planning for Equipment |
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134 | (5) |
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13.2 Spare Capacity Planning for People |
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139 | (1) |
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13.3 Time-Based Justification Template |
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140 | (9) |
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13.4 Time-Based Justification Examples |
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149 | (4) |
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Chapter 14 A Road Map for Implementing Time-Based Accounting |
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153 | (4) |
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Chapter 15 Making Customers Wait |
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157 | (2) |
| References |
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159 | (2) |
| Index |
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161 | |