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E-raamat: Monetary Value of Time: Why Traditional Accounting Systems Make Customers Wait [Taylor & Francis e-raamat]

(Germanna Community College, Locust Grove, Virginia, USA)
  • Formaat: 180 pages, 103 Illustrations, black and white
  • Ilmumisaeg: 12-Jan-2016
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315369549
  • Taylor & Francis e-raamat
  • Hind: 43,38 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
  • Tavahind: 61,98 €
  • Säästad 30%
  • Formaat: 180 pages, 103 Illustrations, black and white
  • Ilmumisaeg: 12-Jan-2016
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315369549
Although there are numerous books on alternative accounting methods, such as Lean accounting, none focus on the impact of time and how accounting practices can be modified to acknowledge the power of time. This book addresses this need.

The Monetary Value of Time: Why Traditional Accounting Systems Make Customers Wait presents a framework for assessing the value of time in terms of organizational strategy and competitive advantage. The framework presented will enable organizations to develop consistent measures and ensure that their cost accounting system isnt motivating behaviors that add to lead time and make customers wait.

The framework outlined in this book is relevant to the managerial and cost accounting practices in todays manufacturing environment, which is increasingly moving away from mass production to custom manufacturing. The framework is supported by high-level metrics, which are reinforced by operational metrics. This is supported by accounting data that recognize the value of time. Pricing models that incorporate the concept of time are presented.

The book provides many examples of how the use of standard costing and traditional accounting practices in a high-mix/low-volume production environment can produce contradictory or even inaccurate results that form the basis for poor decisions that may actually move your organization farther from its objectives.

The book arms readers with options for overcoming traditional barriers by applying direct costs at an item level, while applying overheads at a macro or value stream level. For example, while GAAP requires overhead application for inventory valuation, a common misconception is that overhead must be applied at an item level. In fact, overhead can be absorbed by one journal entry.

Demonstrating the linkages between time-based accounting data and meaningful business metrics that drive bottom line results, the book presents methods and metrics that have been successfully applied by the author in manufacturing environments.
Author ix
Introduction xi
Chapter 1 Net Present Value: Just the Tip of the Iceberg
1(4)
Chapter 2 Velocity Improves Productivity and Working Capital
5(8)
2.1 Measuring Lead Time
6(2)
2.2 Measuring Velocity
8(5)
Chapter 3 Case Study: Velocity Impact on Results
13(4)
Chapter 4 Product Cost
17(30)
4.1 The End and the Means: Why Do We Cost Products?
17(1)
4.2 Absorption versus Variable Costing
18(14)
4.2.1 Applicability of Fully Absorbed Cost Models to High-Mix, Low-Volume Environments
25(7)
4.3 Standard Cost
32(4)
4.3.1 History and Theory
32(1)
4.3.2 Why Standard Cost Variance Analysis Is Not Value-Added Work
33(3)
4.4 Activity-Based Costing: Is It Really as Easy as ABC?
36(3)
4.4.1 Cost Drivers: The Solution?
36(2)
4.4.2 Theory and Practice
38(1)
4.5 Lean Accounting and Value Streams
39(4)
4.5.1 Toyota Production System (TPS)
40(1)
4.5.2 Focus on Time Line Reduction
41(2)
4.6 Theory of Constraints and Throughput Accounting
43(1)
4.7 Time-Based Accounting (TBA)
44(1)
4.8 Absorbing Costs on a Macro Level Eliminates Allocations
45(2)
Chapter 5 What Does GAAP Have to Do with It?
47(6)
5.1 What GAAP Really Requires (and it's not standard cost)
48(5)
Chapter 6 Variation, or Stuff Happens
53(6)
6.1 Variation
54(1)
6.2 Fallacy of Scheduling Models in Enterprise Resource Planning
55(1)
6.3 Mathematics Can Provide Useful Insights
55(1)
6.4 Modeling Your Value Stream
56(3)
Chapter 7 Labor: Direct or Indirect? Cross-Trained or Specialized?
59(8)
Chapter 8 Simplified Time-Based Accounting
67(20)
8.1 Make or Buy Decisions
71(1)
8.2 Cell Contribution
72(10)
8.3 Sample Contribution Financial Statement Presentation
82(1)
8.4 Incremental Contribution
83(4)
Chapter 9 Pricing Strategies under High Mix/Low Volume
87(10)
9.1 Why Gross Profit Is a Poor Predictor of Profit Contribution?
87(2)
9.2 Why Margins Are Poor Predictors of Results?
89(1)
9.3 Contribution Pricing?
90(3)
9.4 Setup Cost, Batch Sizes, and Volume Discounts
93(4)
Chapter 10 Is Inventory a Liability or an Asset?
97(4)
Chapter 11 More on Simplified Time-Based Accounting
101(14)
11.1 Stop Absorbing Overhead and Eliminate Standard Cost Variance Reporting
101(1)
11.2 Feedback Loops
102(1)
11.3 Replace Variance Analysis with Improvement Activities
103(1)
11.4 Simplify Bills of Material
104(2)
11.5 Simplify Material
106(2)
11.6 Simplify Labor
108(2)
11.7 Simplify Overhead
110(2)
11.8 Sample Inventory Entries
112(3)
Chapter 12 Time-Based Metrics
115(18)
12.1 What Is Wrong with Utilization?
116(2)
12.2 What Is Wrong with Efficiency?
118(3)
12.3 How about Overall Equipment Effectiveness (OEE)?
121(1)
12.4 Metrics for Time-Based Systems
122(11)
12.4.1 Responsiveness: Production Lead Time, QRM Number
123(2)
12.4.2 Quality: Internal Cost in Hours
125(2)
12.4.3 Velocity Number
127(1)
12.4.4 Continuous Improvement Metrics: Tracking CI Projects in Hours
128(2)
12.4.5 Cross-Training Matrix and Metric
130(1)
12.4.6 Linking Cell Metrics to Financial Results
131(2)
Chapter 13 Time-Based Cost Justifications
133(20)
13.1 Spare Capacity Planning for Equipment
134(5)
13.2 Spare Capacity Planning for People
139(1)
13.3 Time-Based Justification Template
140(9)
13.4 Time-Based Justification Examples
149(4)
Chapter 14 A Road Map for Implementing Time-Based Accounting
153(4)
Chapter 15 Making Customers Wait
157(2)
References 159(2)
Index 161
Joyce I. Warnacut has over 30 years of experience in manufacturing firms serving as controller, CFO, and vice president. Warnacut is a graduate of Indiana University with a degree in accounting. She completed the requirements for her license as a certified public accountant in Wisconsin in 1983. Additionally, Warnacut completed the requirements for the APICS (The Association for Operations Management) certificate in production and inventory management in 1990. More recently, Warnacut attained the leadership level of certification in QRM (Quick Response Manufacturing) as awarded by Tempus Institute. Warnacut currently serves as Director of Finance for Germanna Community College in Locust Grove, Virginia.