000			05470nam a2201213 i 4500
001			11161258
003			CaPaEBR
005			20240726104645.0
008			160308s2016 nyu foab 001 0 eng d
020			_a9781631570667 _q((electronic)l(electronic)ctronic)-book
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050	0	4	_aHF5657 _b.L547 2016
100	1		_aYu-Lee, Reginald Tomas, _d1964-, _e1
245	1	0	_aLies, damned lies, and cost accounting : _bhow capacity management enables improved cost and cash flow management / _cReginald Tomas Lee, Sr.
250			_aFirst edition.
260			_aNew York, New York (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c(c)2016.
300			_a1 online resource (xvi, 121 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aManagerial accounting collection,
504			_a2
505	0	0	_a1. Blue pill or red pill? -- _t2. The foundation -- _t3. Profit has little to do with making money -- _t4. Revenue recognition -- _t5. The practice of costing -- _t6. Cost definitions -- _t7. Understanding efficiency -- _t8. Inventory -- _t9. Depreciation -- _t10. Revisiting the objective, cash and decision-making -- _t11. Transactions and capacity -- _t12. Input capacity -- _t13. Output capacity -- _t14. Understanding the basics of capacity dynamics -- _t15. Understanding the cost dynamics of capacity -- _t16. Do you need accounting? -- _t17. Getting managerial information from capacity -- _t18. Explicit cost dynamics revisited -- _t19. What is explicit cost dynamics? -- _t20. Worth -- _t21. The red pill -- _tAppendix A -- _tAppendix B -- _tIndex.
520	3		_aBusiness 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.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF title page (viewed on March 8, 2016).
650		0	_aManagerial accounting.
650		0	_aCost accounting.
653			_aAccounting
653			_aActivity based costing
653			_aActivity cost
653			_aAverage costing
653			_aBreak-even
653			_aCapacity
653			_aCapacity accounting
653			_aCapacity cost
653			_aCapacity management
653			_aCash
653			_aCash flow
653			_aCash management
653			_aConstraint
653			_aCost
653			_aCost accounting
653			_aCost allocation
653			_aCost assignment
653			_aCost curve
653			_aCosting
653			_aCost improvement
653			_aCost management
653			_aCost reduction
653			_aCosts
653			_aCustomer profitability
653			_aDemand
653			_aDemand management
653			_aDynamic capacity
653			_aEconomic costs
653			_aEfficiency
653			_aEffectiveness
653			_aExplicit cost dynamics
653			_aGoldratt
653			_aInput capacity
653			_aIsocost
653			_aIsocost curve
653			_aJust-in-time
653			_aLean
653			_aLean accounting
653			_aManagement accounting
653			_aManagerial accounting
653			_aMetrics
653			_aOperational improvement
653			_aOptimization
653			_aOutput capacity
653			_aPerformance
653			_aPerformance improvement
653			_aPerformance management
653			_aProcess costing
653			_aProcess design
653			_aProcess Improvement
653			_aProcess optimization
653			_aProduct costing
653			_aProduct profitability
653			_aProductivity
653			_aProfit
653			_aReturn on investment
653			_aROI
653			_aService costing
653			_aService profitability
653			_aSix sigma
653			_aStandard costing
653			_aStatic Capacity
653			_aTheory of Constraints
653			_aThroughput accounting
653			_aTotal quality management
653			_aUnit profit
653			_aWACA
653			_aWorth
653			_aWorth and capacity analysis
856	4	1	_uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000467.html _zClick here to access this RESOURCE ONLINE | Login using your my.ciu username & password
942			_c1 _D _eBEP _hHF5657.4 _m(c)2016 _QOB _R _x _8NFIC _dCynthia Snell
999			_c73945 _d73945
902			_a1 _bCynthia Snell _c1 _dCynthia Snell