| Description |
1 online resource (1 volume) : illustrations |
| Contents |
1. Blue pill or red pill? -- 2. The foundation -- 3. Profit has little to do with making money -- 4. Revenue recognition -- 5. The practice of costing -- 6. Cost definitions -- 7. Understanding efficiency -- 8. Inventory -- 9. Depreciation -- 10. Revisiting the objective, cash and decision-making -- 11. Transactions and capacity -- 12. Input capacity -- 13. Output capacity -- 14. Understanding the basics of capacity dynamics -- 15. Understanding the cost dynamics of capacity -- 16. Do you need accounting? -- 17. Getting managerial information from capacity -- 18. Explicit cost dynamics revisited -- 19. What is explicit cost dynamics? -- 20. Worth -- 21. The red pill -- Appendix A -- Appendix B -- Index |
| Summary |
Business leaders rely on accounting data such as profit and calculated costs as a guide to whether they are making money. Should they? Accounting was designed to report financial performance not model cash flow. Accruals can disconnect cash flow from the timing and extent to which it occurs. Statements of cash flow do not provide insight into what was bought and how efficiently it was used. Costs and profits are not absolute, they change based on the model you use to calculate them. To manage cash, you must manage what you buy and how effectively you use it. The largest expenditure for most companies is capacity; space, labor, materials, equipment, and technology. Unless you model and manage capacity effectively, you will not achieve the cash flow results you seek. This book introduces capacity management, describes cash flow dynamics, and offers ideas about how to manage each both. After reading it, you will be able to see, understand, and manage cash flow as never before |
| Notes |
Includes index |
|
Online resource; title from title page (viewed March 4, 2016) |
| Subject |
Cost accounting.
|
|
cost accounting.
|
|
Cost accounting
|
| Form |
Electronic book
|
| ISBN |
9781631570667 |
|
1631570668 |
|
