{"product_id":"throughput-accounting-isbn-9780471251095","title":"Throughput Accounting","description":"\u003cb\u003ePraise for \u003ci\u003eThroughput Accounting: A Guide to Constraint Management\u003c\/i\u003e\u003c\/b\u003e  \u003cp\u003e\"\u003ci\u003eThroughput Accounting\u003c\/i\u003e provides managers with a fresh set of eyes to identify and control bottlenecks. The drum, buffer, and rope will become part of the cost accounting lexicon in the future.\"\u003cbr\u003e —Geoffrey Garland, Controller, StacoSwitch, Inc.\u003c\/p\u003e \u003cp\u003e\"This is good stuff! Steven Bragg has introduced us to an accounting structure that will enhance our bottom line utilizing throughput accounting methodology. Finally! We have a presentable means to transform a company's financial functions to support the cultural change to throughput accounting.\"\u003cbr\u003e —Rick J. Stevens, President, LeanThinkingbyAccountants, LLC\u003c\/p\u003e \u003cp\u003e\"A thought-provoking, insightful, and useful book that explains how older conventions of accounting can lead to poor management decisions. Instead of focusing on typical cost-cutting methods only, Mr. Bragg provides CFOs with a systemic approach on how to instead focus on maximizing profits and become better business partners.\"\u003cbr\u003e —Arif Iqball, Executive Director and CFO, Avon Products Co. Ltd. Japan\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eThroughput Accounting\u003c\/i\u003e by Steve Bragg presents a new way to evaluate and apply the concepts of cost accounting with greater impact on operational efficiencies. An interesting, understandable, and useful guide for anyone who needs a valuable source of information and ideas relating to financial and accounting affairs.\"\u003cbr\u003e —Carlos Millan, Director of Finance and Operations, NOLA, Grupo Quanam\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThroughput Accounting\u003c\/i\u003e addresses every possible area of constraint management that would be of interest to an accountant. This groundbreaking book includes chapters covering financial analysis scenarios with case studies that show specifically how throughput accounting can be used to find the best solutions in a large number of real-world situations.\u003c\/p\u003e \u003cp\u003eIf you are an accounting manager, financial analyst, production planner, or production manager, \u003ci\u003eThroughput Accounting\u003c\/i\u003e contains the tools you need to improve your company's performance.\u003c\/p\u003e  \u003cb\u003eAbout The Author.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003ePreface.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Overview of the Theory of Constraints.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinitions for the Operational Aspects of the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eThe Operational Aspects of the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eNature of the Constraint.\u003c\/p\u003e \u003cp\u003eDefinitions for the Financial Aspects of the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eThe Financial Aspects of the Theory of Constraints.\u003c\/p\u003e \u003cp\u003eThe Opportunity Cost of Operations.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Constraint Management in the Factory.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLocating the Constraint.\u003c\/p\u003e \u003cp\u003eManagement of the Constrained Resource.\u003c\/p\u003e \u003cp\u003eTypes of Policy Constraints.\u003c\/p\u003e \u003cp\u003eThe Constraint Buffer.\u003c\/p\u003e \u003cp\u003eThe Assembly Area Buffer.\u003c\/p\u003e \u003cp\u003eProduction Scheduling.\u003c\/p\u003e \u003cp\u003eBatch Sizes.\u003c\/p\u003e \u003cp\u003eMachine Setups—Sales Perspective.\u003c\/p\u003e \u003cp\u003eMachine Setups—Reduction Efforts.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Throughput and Traditional Cost Accounting Concepts.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Emphasis on Cost versus Throughput.\u003c\/p\u003e \u003cp\u003eThe Emphasis on Product Cost versus System Profitability.\u003c\/p\u003e \u003cp\u003eVariations in the Treatment of Low-Margin Products.\u003c\/p\u003e \u003cp\u003eThe Emphasis on Burdened versus Throughput Pricing.\u003c\/p\u003e \u003cp\u003eVariations in Scrap Reporting.\u003c\/p\u003e \u003cp\u003eVariations in Variance Analysis.\u003c\/p\u003e \u003cp\u003eThe Treatment of Direct Labor.\u003c\/p\u003e \u003cp\u003eInventory Valuation.\u003c\/p\u003e \u003cp\u003eActivity-Based Costing versus Throughput Accounting.\u003cbr\u003e \u003c\/p\u003e \u003cp\u003eDirect Costing versus Throughput Accounting.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Throughput and Financial Analysis Scenarios.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Basic Throughput Analysis Model.\u003c\/p\u003e \u003cp\u003eThe Low Price, High Volume Decision.\u003c\/p\u003e \u003cp\u003eThe Low Price for Export Market Decision.\u003c\/p\u003e \u003cp\u003eThe Outsourced Production Decision.\u003c\/p\u003e \u003cp\u003eThe Increased Downstream Capacity Decision.\u003c\/p\u003e \u003cp\u003eThe Increased Upstream Product Processing Decision.\u003c\/p\u003e \u003cp\u003eThe Increased Sprint Capacity Decision.\u003c\/p\u003e \u003cp\u003eThe Additional Quality Workstation Decision.\u003c\/p\u003e \u003cp\u003eThe Increased Constraint Staffing Decision.\u003c\/p\u003e \u003cp\u003eThe New Product Addition Decision.\u003c\/p\u003e \u003cp\u003eThe Product Cancellation Decision.\u003c\/p\u003e \u003cp\u003eThe Altered Product Priority Decision.\u003c\/p\u003e \u003cp\u003eThe Raw Material Constraint Decision.\u003c\/p\u003e \u003cp\u003eThe Constraint in the Marketplace Decision.\u003c\/p\u003e \u003cp\u003eThe Plant Closing Decision.\u003c\/p\u003e \u003cp\u003eUnderlying Concepts of the Throughput Analysis Model.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Throughput in the Budgeting and Capital Budgeting Process.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCapital Budgeting with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eBudgeting for Revenue with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eBudgeting for New Products with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eBudgeting for Operating Expenses with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eBudgeting for Production Labor Expenses with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eBudgeting for Sales Department Expenses with Throughput Accounting.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Throughput and Generally Accepted Accounting Principles.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Nature of Generally Accepted Accounting Principles.\u003c\/p\u003e \u003cp\u003eDifferences Between Throughput and GAAP Accounting.\u003c\/p\u003e \u003cp\u003eIncome Statements for Throughput Accounting and GAAP.\u003c\/p\u003e \u003cp\u003eModifying the Chart of Accounts for Throughput Accounting.\u003c\/p\u003e \u003cp\u003eReconciling Throughput Accounting to GAAP.\u003c\/p\u003e \u003cp\u003eThroughput Accounting and Cost-Plus Contracting.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Throughput and Control Systems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConstrained Resource Controls.\u003c\/p\u003e \u003cp\u003eBuffer Controls.\u003c\/p\u003e \u003cp\u003eProduction Scheduling Controls.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Throughput and Performance Measurement and Reporting Systems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRatio of Throughput to Constraint Time Consumption.\u003c\/p\u003e \u003cp\u003eTotal Throughput Dollars Quoted in the Period.\u003c\/p\u003e \u003cp\u003eRatio of Throughput Dollars Quoted to Throughput Firm Orders Received.\u003c\/p\u003e \u003cp\u003eSales Productivity.\u003c\/p\u003e \u003cp\u003eRatio of Throughput Booked to Shipped.\u003c\/p\u003e \u003cp\u003eTrend Line of Sales Backlog Dollars.\u003c\/p\u003e \u003cp\u003eRatio of Maintenance Downtime to Operating Time on Constrained Resource.\u003c\/p\u003e \u003cp\u003eThroughput of Post-Constraint Scrap.\u003c\/p\u003e \u003cp\u003eConstraint Utilization.\u003c\/p\u003e \u003cp\u003eConstraint Schedule Attainment.\u003c\/p\u003e \u003cp\u003eManufacturing Productivity.\u003c\/p\u003e \u003cp\u003eManufacturing Effectiveness.\u003c\/p\u003e \u003cp\u003eOrder Cycle Time.\u003c\/p\u003e \u003cp\u003eThroughput Shipping Delay.\u003c\/p\u003e \u003cp\u003eInventory Turnover.\u003c\/p\u003e \u003cp\u003eReturn on Investment.\u003c\/p\u003e \u003cp\u003eThroughput Contribution Report.\u003c\/p\u003e \u003cp\u003eBuffer Management Report.\u003c\/p\u003e \u003cp\u003eBuffer Hole Percentage Trend Report.\u003c\/p\u003e \u003cp\u003eMisleading Measurements and Reports.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Throughput and Accounting Management.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThroughput Analysis Priorities.\u003c\/p\u003e \u003cp\u003eThe Subordination Concept.\u003c\/p\u003e \u003cp\u003eThe Duration of Capacity Constraints.\u003c\/p\u003e \u003cp\u003eThe Inventory Build Concept.\u003c\/p\u003e \u003cp\u003eThe Capacity–Buffer Interrelationship.\u003c\/p\u003e \u003cp\u003eInvestment Analysis.\u003c\/p\u003e \u003cp\u003ePrice Formulation.\u003c\/p\u003e \u003cp\u003eTransfer Pricing.\u003c\/p\u003e \u003cp\u003eCost Reporting.\u003c\/p\u003e \u003cp\u003eStaffing Decisions.\u003c\/p\u003e \u003cp\u003eThe Problem with Using Throughput Accounting for Tactical Changes.\u003c\/p\u003e \u003cp\u003eThroughput Software and Makeshift Systems.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Throughput Case Studies.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e \u003cb\u003eSteven M. Bragg\u003c\/b\u003e, CPA, CMA, CIA, CPIM, has been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst \u0026amp; Young and auditor at Deloitte \u0026amp; Touche. He received a master's degree in finance from Bentley College, an MBA from Babson College, and a bachelor's degree in economics from the University of Maine. He has been the two-time president of the Colorado Mountain Club, is an avid alpine skier and mountain biker, and is a certified master diver. Mr. Bragg resides in Centennial, Colorado. He is also the author of Accounting Best Practices and Design and Maintenance of Accounting Manuals (Wiley).  \u003cp\u003ethroughput accounting\u003c\/p\u003e \u003cp\u003ea guide to constraint management\u003c\/p\u003e \u003cp\u003eEvery so often, a completely new idea comes along that can be described as either refreshing, controversial, or both. The theory of constraints, or constraint management, is the new, revolutionary idea that has caught the accounting profession's attention. Developed upon the theory of constraints management philosophy from the physics-based writings of Eliyahu Goldratt, the theory of constraints contends that constraints, or bottleneck resources, prevent organizations from achieving better performance and declares that a company must first determine its overriding goal, and then create a system that clearly defines the main capacity constraint that will allow it to maximize that goal.\u003c\/p\u003e \u003cp\u003eThroughput Accounting: A Guide to Constraint Management—written by renowned accounting expert Steven Bragg—broadens the throughput accounting concept to cover every possible accounting function.\u003c\/p\u003e \u003cp\u003eThis visionary book:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eShows CFOs, controllers, and accounting managers how to increase efficiency and save money using throughput-related techniques\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eDiscusses the impact of throughput concepts on all areas of the accounting function\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eDescribes how accounting systems realigned to employ throughput concepts can issue financial statements in accordance with GAAP\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eExplores how the accounting department can assist other parts of the company by providing better measurements and reports on profit performance\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe goal of throughput accounting is to increase a company's profits by focusing strictly on the management of the company's bottleneck resource. Beginning with an introduction to the concepts of constraint management, Throughput Accounting: A Guide to Constraint Management clearly explores how the traditional budgeting and capital budgeting models can be adapted to integrate throughput concepts, as well as how control systems can be designed to warn of problems related to the constraint and several supporting functions. In addition, this seminal book shows which reports and metrics to use in a throughput environment, as well as how this information can be extracted from an accounting system designed to accumulate information for reports that conform to generally accepted accounting principles.\u003c\/p\u003e  \u003cp\u003ePraise for\u003c\/p\u003e \u003cp\u003ethroughput accounting\u003c\/p\u003e \u003cp\u003ea guide to constraint management\u003c\/p\u003e \u003cp\u003e\"Throughput Accounting provides managers with a fresh set of eyes to identify and control bottlenecks. The drum, buffer, and rope will become part of the cost accounting lexicon in the future.\"\u003cbr\u003e —Geoffrey Garland, Controller, StacoSwitch, Inc.\u003c\/p\u003e \u003cp\u003e\"This is good stuff! Steven Bragg has introduced us to an accounting structure that will enhance our bottom line utilizing throughput accounting methodology. Finally! We have a presentable means to transform a company's financial functions to support the cultural change to throughput accounting.\"\u003cbr\u003e —Rick J. Stevens, President, LeanThinkingbyAccountants, LLC\u003c\/p\u003e \u003cp\u003e\"A thought-provoking, insightful, and useful book that explains how older conventions of accounting can lead to poor management decisions. Instead of focusing on typical cost-cutting methods only, Mr. Bragg provides CFOs with a systemic approach on how to instead focus on maximizing profits and become better business partners.\"\u003cbr\u003e —Arif Iqball, Executive Director and CFO, Avon Products Co. Ltd. Japan\u003c\/p\u003e \u003cp\u003e\"Throughput Accounting by Steve Bragg presents a new way to evaluate and apply the concepts of cost accounting with greater impact on operational efficiencies. An interesting, understandable, and useful guide for anyone who needs a valuable source of information and ideas relating to financial and accounting affairs.\"\u003cbr\u003e —Carlos Millan, Director of Finance and Operations, NOLA, Grupo Quanam\u003c\/p\u003e \u003cp\u003eThroughput Accounting addresses every possible area of constraint management that would be of interest to an accountant. This groundbreaking book includes chapters covering financial analysis scenarios with case studies that show specifically how throughput accounting can be used to find the best solutions in a large number of real-world situations.\u003c\/p\u003e \u003cp\u003eIf you are an accounting manager, financial analyst, production planner, or production manager, Throughput Accounting contains the tools you need to improve your company's performance.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990389801189,"sku":"NP9780471251095","price":105.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471251095.jpg?v=1761787633","url":"https:\/\/k12savings.com\/es\/products\/throughput-accounting-isbn-9780471251095","provider":"K12savings","version":"1.0","type":"link"}