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Dynamics of Profit-Focused Accounting

Dynamics of Profit-Focused Accounting

Attaining Sustained Value and Bottom-Line Performance
By C. Lynn Northrup
Hardcover, 6x9, 264 pages
ISBN: 1-932159-22-3
June 2004

Availability: In stock

Retail Price: $54.95
Direct Price: $44.95

About the Item
This easy-to-understand reference articulates the best attributes of lean manufacturing, Six Sigma, Theory of Constraints, balanced scorecard, activity-based management, and other world-class management philosophies in a single text. It provides simplified applications of the balanced scorecard and activity-based management as tools and enablers for use with throughput accounting and illustrates a new business, accounting, and reporting model that utilizes the components of throughput accounting for application with Six Sigma and lean manufacturing programs.

Organizations using traditional accounting systems and concepts have difficulty coping with the speed and acceleration created by lean programs. The author’s profit-focused accounting approach will enable organizations to accurately measure and report the results of lean Six Sigma efforts on a monthly basis. Dynamics of Profit-Focused Accounting does not suggest throwing out existing accounting systems or generally accepted accounting principles, but rather shows you how to bridge the GAAP to a lean accounting system. It also presents advanced concepts and methodologies that encompass corporate performance management and provides the tools and techniques to use these concepts to increase profit, create value, and build a solid foundation for the future. This book is a must-read for manufacturing managers, executives, financial managers, cost and management accountants, and controllers.
Key Features
  • Provides easy-to-understand explanations of lean manufacturing, Theory of Constraints, Six Sigma, balanced scorecard, and activity-based management

  • Delineates a new business, accounting, and reporting model utilizing the components of throughput accounting for application with lean manufacturing and Six Sigma programs
  • Offers a methodology for combining longer term value measurements and contribution accounting profitability concepts for application in small and mid-size businesses
  • Explains the advantages of utilizing the Theory of Constraints and throughput accounting combined with the enabler tools to improve Six Sigma and lean manufacturing initiatives
  • Supplies hands-on financial and management decision-making tools for business managers to measure performance and effectively utilize knowledge management and strategy alignment in practical ways to achieve greater profitability
  • WAV Offers a free downloadable Product and Customer Matrix plus Dashboard Report, Cost of Capital, Performance Measurement, EVA Components, and Bridging GAAP templates available from the Web Added Value™ Download Resource Center at www.jrosspub.com
  • About the Author(s)
    C. Lynn Northrup has over 40 years of experience as a financial executive, CPA, and consultant specializing in operations and strategic cost management. He is a professional trainer and consultant and creates and teaches continuing professional education on a national and regional level. He is an active speaker at national seminars and professional conferences. Mr. Northrup is a member of the AICPA, the North Carolina Association of CPAs, and APICS. He holds an APICS certification as a CPIM and has received certification on multiple ERP and accounting/financial reporting systems.
    Table of Contents

    Chapter 1: Past, Present, and Future 
    Chapter 2: Concepts of the Lean Enterprise 
    Chapter 3: Dimensions and Impact of Six Sigma 
    Chapter 4: What is the Theory of Constraints 
    Chapter 5: Activity-Based Management and Measurement 
    Chapter 6: The Basics of Throughput Accounting 
    Chapter 7: Balancing the Scorecard 
    Chapter 8: Lean Constraints: Six Sigma Control 
    Chapter 9: Application of Profit-Focused Accounting 
    Chapter 10: Applying Activity-Based Management and Analysis 
    Chapter 11: Simplifying Strategy Using Balanced Scorecards 
    Chapter 12: Creating, Managing, and Measuring Value 
    Chapter 13: Scorekeeping Tools, Metrics, and Methods 
    Chapter 14: Leadership Focus, Discipline, and Determination 
    Chapter 15: Meeting the Measurement Challenge 
    References 
    Index

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