MANAGEMENT DYNAMICS：MERGING CONSTRAINTS ACCOUNTING TO DRIVE IMPROVEMENT

Here's an in-depth, step-by-step analysis defining the critical ingredients essential to achieving ongoing improvement and a robust bottom line!

Focusing on practical, dynamic solutions for weaknesses in the interdependent parts of an organization, Management Dynamics provides a comprehensive introduction to the Theory of Constraints (TOC) in profit-oriented organizations, complete with the crucial but oft-missing pieces of the constraint theory–a fully integrated and supporting accounting system and the dynamic motivator to drive ongoing improvement in the bottom line.

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JOHN A. CASPARI, PhD, CMA, an internationally recognized expert in constraints accounting, has spent the last decade as a consultant and educator working with and studying measurement issues associated with the Theory of Constraints (TOC). He has twenty years’ experience teaching managerial accounting, cost accounting, and accounting information systems at both the undergraduate and graduate levels. He is a "Jonah’s Jonah" and certified in TOC holistic strategy, TOC finance and measures, and TOC thinking processes by the Theory of Constraints International Certification Organization. The author of numerous articles in such publications as Management Accounting Quarterly and Accounting Review, he was also a contributor to Management Accountants’ Handbook, Third Edition and Fourth Edition, and its 1993 supplement.
PAMELA CASPARI, an educator, consultant, Jonah, and professional writer, has spent the last eight years involved with in-depth research and critical analysis of measurement issues relating to constraint management and the Theory of Constraints. In addition, she conducts training courses in broad cross-sections of companies, using logical thought processes to improve communication, enhance knowledge of constraints, and employ successful conflict resolution techniques.

Foreword.

Preface.

Acknowledgments.

Chapter 1. Thinking Bridges.

Evaluating Decision Alternatives.

Thinking Bridges Example.

Chapter 2. Constraints.

Two Paradigms.

Constrained Environments.

TOC Focusing Process.

Identifying Ongoing Improvement.

Chapter 3. Internal Financial reporting.

Early Throughput Accounting.

Cost Control in a Throughput World.

Constraints Accounting versus Throughput Accounting.

Complexity Divide.

Chapter 4. Motivation and the Budget.

Motivation for a Process of Ongoing Improvement.

Role of Financial Manager.

Establishing a Budgetary Revision and Reporting Process.

Chapter 5. Constraints Accounting Terminology and Technique.

Basic Financial Control Metrics.

Capital Write-Off Methods.

Exploitation Decisions.

Chapter 6. Pricing.

Cost-Based Pricing.

Constraint-Based Pricing.

Decoupling Throughput from Operational Expense.

Constraints Accounting Approach to Pricing.

Chapter 7. Tactical Subordination in Manufacturing.

Tactical Subordination.

Drum-Buffer-Rope Scheduling.

Buffer Management Reporting.

Chapter 8. Tactical Subordination in Project Management.

Common-Sense Scheduling.

Critical Path versus Critical Chain.

Project Management Constraints.

Subordination Reporting in Projects.

Critical Chain Buffer Reports.

Current Status of Critical Chain.

Simplified Critical Chain.

Chapter 9. Tactical Subordination in Sales.

Sales Funnels. 

Sales Commissions.

Leveraging Constraints to Create Compelling Offers.

Chapter 10. People: A Valuable Asset.

Empowerment and Respect: Aligning Authority, Responsibility, and Long-term Commitment.

Personnel Employment Decisions.

Mixed Messages.

Chapter 11. Strategy and Conclusions.

Strategy.

Successful Constraint Management.

Appendix: Accounting System Structure.

Brief History of Cost Accounting.

Cost and Revenue Flows.

Constraints Accounting Similarities and Departures.

Glossary.

Index.