LEADER 04346nam 2200625 a 450 001 9910779969603321 005 20230607212904.0 010 $a1-280-34121-1 010 $a9786610341214 010 $a0-471-04711-2 035 $a(CKB)111036011523084 035 $a(EBL)120855 035 $a(OCoLC)559478148 035 $a(SSID)ssj0000152199 035 $a(PQKBManifestationID)11153803 035 $a(PQKBTitleCode)TC0000152199 035 $a(PQKBWorkID)10339580 035 $a(PQKB)11611335 035 $a(MiAaPQ)EBC120855 035 $a(Au-PeEL)EBL120855 035 $a(CaPaEBR)ebr10026393 035 $a(CaONFJC)MIL34121 035 $a(EXLCZ)99111036011523084 100 $a20011105d2001 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aExplicit cost dynamics$b[electronic resource] $ean alternative to activity-based costing /$fReginald Tomas Yu-Lee 210 $aNew York $cWiley$dc2001 215 $a1 online resource (239 p.) 225 1 $aWiley cost management series 300 $aSeries statement taken from book jacket. 311 $a0-471-38943-9 320 $aIncludes bibliographical references and index. 327 $aEXPLICIT COST DYNAMICS; Contents; Nonallocation Cost Management; Cost Dynamics; Costs Must Still Be Reduced; CHAPTER 1 LIMITATIONS OF COST ACCOUNTING; Improving Profitability; Management Competence; Need to Account for Costs; Impact of Standard Costing on Operations; Activity-Based Costing; Need for Nonallocation Cost Management; CHAPTER 2 WHAT IS EXPLICIT COST DYNAMICS?; What Does the Name Explicit Cost Dynamics Mean?; Explicit Costs and Implicit Costs; Explicit Cost Dynamics Cost Definitions; Why is ECD Necessary?; CHAPTER 3 UNDERSTANDING EXPLICIT COST DYNAMICS COSTS; Cost Types; Total Cost 327 $aTotal Cost as a Multidimensional FunctionManaging Total Cost; Objective of Cost Management; CHAPTER 4 PROFIT DYNAMICS; System Dynamics and Time; Explicit Profit Dynamics; CHAPTER 5 BASIC EXPLICIT COST DYNAMICS MEASURES; Traditional Approach; Progressive Approach; Activity-Based Costing Approach; Who Is Right?; Allocation; Can the Unit Price Be Determined?; Objective of Cost Management; Explicit Cost Dynamics Measures; Cost Recovery Ratio; Program Margin; Answer to the Example Using the ECD Approach; CHAPTER 6 DEGREE OF FREEDOM MANAGEMENT; Related Activities and Causal Relationships 327 $aDegree of Freedom ManagementWhat Is a Degree of Freedom?; Creating and Destroying Degrees of Freedom; Coupled and Decoupled Decisions and Program Justification; CHAPTER 7 OPERATIONAL INCONSISTENCIES; Learning and Experience Curve; Economies of Scale; Optimum Order Quantities; Machine Utilization and Efficiency; Operation Balancing; CHAPTER 8 RESOURCE AND PROGRAM MANAGEMENT; Resource Costs; Resource Cost Dynamics; Program Costs; Program Types; CHAPTER 9 PRACTICAL USE; Time; Time and Operations Improvements; Addressing the Potential Danger of Transfer Costing 327 $aProduct and Service RationalizationOutsourcing and Make Versus Buy; Product Pricing Considerations Using CRR; CHAPTER 10 IMPLEMENTING EXPLICIT COST DYNAMICS; Organization; Programs; Cost Management; Systems and Technologies; Ensuring a Successful Implementation; INDEX 330 $aGETTING TO THE BOTTOM OF THE BOTTOM LINE Traditional cost management systems typically defeat their own purpose by leading corporations to make decisions that ultimately do not optimize performance. These systems are the foundation for decisions that are made throughout the corporation. In order for organizations to increase performance beyond current capabilities, a new approach is needed that addresses issues such as understanding the true impact of various actions on the bottom line-and eliminating methods that distort numbers and narrow options. Explicit Cost Dynamics