Preface |
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ix | |
Acknowledgments |
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xiii | |
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Case Study of a Cost Half Project |
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1 | (13) |
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EuZus Inc. Builds a Cost Structure For Market Competitiveness |
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2 | (10) |
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Pinpointing the Cost Levels |
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4 | (2) |
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Launching the Cost Half Project |
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6 | (1) |
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Training Team Members about Costs |
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7 | (5) |
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EuZus Inc. Achieves its Cost-Reduction Goals |
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12 | (2) |
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Telltale Signs that A Company Needs A Cost Half Program |
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14 | (9) |
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Four Signs that Indicate the Time Is Right for Cost Half |
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15 | (7) |
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Sign One: Products Lose Their Cost-Competitiveness |
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15 | (1) |
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Sign Two: Cost Structures Become Worse |
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16 | (1) |
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Sign Three: A Marked Increase in Cost Generators |
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17 | (4) |
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Sign Four: A Cost Management System Lacks a Repeatable Management Cycle |
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21 | (1) |
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Developing Desire and Will in Your Employees |
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22 | (1) |
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The Cost Half Program-A Way to Revolutionize Cost Competitiveness |
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23 | (17) |
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24 | (6) |
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Implement Cost Analysis to Help Lower Costs |
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27 | (2) |
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Merely Eliminating Loss-related Costs Does Not Radically Reduce Costs |
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29 | (1) |
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Replace Previous Cost-Cutting Activities with Systematic Activities |
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30 | (1) |
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30 | (4) |
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Five Techniques for Changing Cost-generating Sources and Locations |
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34 | (2) |
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The Cost Half Program-Achieving Lofty Goals |
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36 | (4) |
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Step 1: Design the Target |
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37 | (1) |
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Step 2: Analyze the Cost-generating Sources and Locations |
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37 | (1) |
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Step 3: Propose Cost Half Measures |
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38 | (1) |
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Step 4: Collect the Results of Implementing Cost Half Measures |
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38 | (1) |
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Step 5: Operate a Cost Half Management System |
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39 | (1) |
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Understanding the Cost Half Promotion System and Techniques |
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40 | (12) |
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The Cultivation and Organization of Greedy Members |
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40 | (12) |
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Establishing a Cost Half Promotion System |
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42 | (4) |
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Changes in Preconditions and Limitations |
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46 | (1) |
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47 | (1) |
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48 | (1) |
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49 | (1) |
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50 | (1) |
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Cost Half Techniques and Various Business Activities |
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50 | (2) |
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Cost Half Technique 1: Changing Preconditions and Limitations |
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52 | (7) |
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Targeting and Changing Product Preconditions and Limitations |
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53 | (1) |
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Targeting and Changing Production Process Preconditions and Limitations |
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54 | (3) |
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Targeting and Changing Business Activity Preconditions and Limitations |
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57 | (1) |
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Changing the Background Factors Causing the Preconditions and Limitations |
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57 | (2) |
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Cost Half Technique 2: Changes in Structures |
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59 | (25) |
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Perspective One: Costs as Numbers |
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60 | (9) |
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Establishing the Fixed and Variable Approach |
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60 | (5) |
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Applying the Fixed/Variable Principle to Products and Production Process Simultaneously |
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65 | (1) |
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Multi-function Use and Intensification of Variable Approach |
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66 | (3) |
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Perspective Two: Costs Arranged in Structures |
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69 | (5) |
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Changes in Production Site Structures |
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69 | (1) |
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Changes in In-House/Outside Manufacturing Structure |
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70 | (3) |
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Changes in Materials and Purchasing Structures |
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73 | (1) |
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The Driving Force for Sharing Received Costs |
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74 | (10) |
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Hold Discussions Based on Factual Data |
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74 | (1) |
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Route One: Review of Purchased Goods |
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75 | (3) |
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Route Two: Review of Suppliers |
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78 | (3) |
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Clarify the Roles Played by Various Departments |
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81 | (1) |
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Summary of the Changes in Purchasing Structure |
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81 | (3) |
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Cost Half Techniques 3-5: Changes in Logic, Process Changes, and Activity Changes |
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84 | (18) |
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Cost Half Technique 3: Changes in Logic |
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84 | (3) |
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Choosing the Appropriate Design-Activity Path |
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86 | (1) |
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Cost Half Technique 4: PC (Process Changes) |
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87 | (2) |
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Review Current Processes-Five Patterns that Increase Cost Generators |
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87 | (2) |
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Six PC Measures to Break Cost-Generating Patterns |
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89 | (7) |
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Measure 1: Design and Management of 7-3 Type Processes |
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90 | (1) |
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Measure 2: Manage Early Problems and Explore Hypothetical Issues |
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90 | (2) |
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Measure 3: Proactive Management |
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92 | (2) |
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Measure 4: Actions to Establish Higher Control Standards for Problems |
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94 | (1) |
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Measure 5: Organization and Location for Information-sharing to Support Necessary Functions |
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95 | (1) |
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Measure 6: Fired-up Motivation and Knowledge Management |
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96 | (1) |
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The First Step in PC: A Look Backward to Recent Development Projects |
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96 | (1) |
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Strengthening the Development Organization |
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97 | (1) |
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Cost Half Technique 5: AC (Activity Changes) |
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97 | (5) |
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Work Standardization and Knowledge Management |
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100 | (2) |
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102 | (38) |
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Review of Cost Half Program-The Five Steps |
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103 | (37) |
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Step 1: Design the Target |
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103 | (14) |
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Step 2: Analysis of Cost Generating Sources and Locations |
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117 | (8) |
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Step 3: Apply the Five Cost Half Techniques to Propose Actions and Scenarios |
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125 | (4) |
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Step 4: Cost Half Actions and Results Management |
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129 | (7) |
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Step 5: Build and Operate a Cost Half Cost Management System |
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136 | (4) |
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140 | (11) |
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Gaining Outstanding Competitiveness in Attracting Orders |
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141 | (3) |
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Activities that Reform Costs Starting from the Very Core of the Company |
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141 | (1) |
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Activities Led by Project Managers and Top Management |
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142 | (2) |
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Activities that Include Working to Develop New Businesses |
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144 | (2) |
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When Efforts to Develop New Businesses Are Added to Cost Half Activities |
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142 | (1) |
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Management of Multiple Projects |
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142 | (4) |
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Raising the Profit-Sales Rate |
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146 | (2) |
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Cost Half Implementation for Specific Product Groups |
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146 | (1) |
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Integration of Production Processes |
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146 | (1) |
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4:6 Type Business Processes |
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147 | (1) |
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A Systematic Approach Based on Product Groups Proved Advantageous |
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148 | (1) |
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Pulling Ahead of the Competition in Developing Cost-Competitive New Products |
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148 | (2) |
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The Cost Half Program Is Not Meant for Halfway Measures |
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150 | (1) |
Postscript |
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151 | (2) |
Index |
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153 | |