by Dr Lisa | POOGI Series, Theory of Constraints Sales
There is probably at least one step in your sales funnel that is more expensive or uses more highly trained personnel. If so, that step can be managed just like a production constraint. It should not be wasted. In fact, it can become the control point for managing...
by Dr Lisa | POOGI Series, Theory of Constraints Sales
To describe sales as a process, we must define the steps of the process. Of course, these may vary somewhat between industries and companies, and may be described in more or less detail. One such list of steps for a sales process is: Often not considered are the...
by Dr Lisa | POOGI Series, Theory of Constraints Finance, Accounting, and Cash Flow, Theory of Constraints in Operations
Up to this point, we have discussed how Drum-Buffer-Rope scheduling has the potential to double your capacity with little or no investment or expense. And Throughput Accounting has provided you visibility on the rate at which you make money. Both of these...
by Dr Lisa | POOGI Series
What is the effect on the monthly Profit and Loss statement from this? Because cost accounting (and GAAP) requires that inventory absorb allocated costs, the effect is that all of the cost allocations from prior months that are attached to the inventory will be...
by Dr Lisa | POOGI Series
Conventional cost accounting assumes that incremental and isolated cost improvements are productive and in support of an organization’s goals, and that global improvement equals the sum of local improvements. Since a conventional cost accounting system relies on...
