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| Indirect Cost |
Cant easily be traced, Manufacturing Overhead |
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kovanda1 Fri, 27 Jan 2012 00:04:30 GMT |
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| Direct Cost |
Can be easily traced back to a cost object, DM DL |
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kovanda1 Fri, 27 Jan 2012 00:04:30 GMT |
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| Period Costs |
Anything not factory related |
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kovanda1 Fri, 27 Jan 2012 00:02:10 GMT |
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| Product Cost |
DM, DL, MOH |
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kovanda1 Fri, 27 Jan 2012 00:03:29 GMT |
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| Net Operating income |
Sales-COGS=Gross Profit-Operating Expenses=Non operating items |
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kovanda1 Fri, 27 Jan 2012 00:02:10 GMT |
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| Cost of Goods Sold |
Cost of Goods Manufactured+ FG beginning- FG ending |
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kovanda1 Fri, 27 Jan 2012 00:02:10 GMT |
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| Cost of Goods Manufactured |
Total Manufacturing costs+W/P beginning-W/P ending |
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kovanda1 Thu, 26 Jan 2012 23:53:43 GMT |
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| Total Manufacturing Costs |
Direct Materials Used+Direct Labor+Manufacturing Overhead |
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kovanda1 Thu, 26 Jan 2012 23:53:43 GMT |
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| Direct Materials used |
DM beginning+purchases-DM ending |
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kovanda1 Thu, 26 Jan 2012 23:53:43 GMT |
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| Manufacturing Overhead |
anything with factory, indirect labor salaries |
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kovanda1 Thu, 26 Jan 2012 23:53:43 GMT |
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| Conversion costs |
Direct labor and manufacturing overhead |
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kovanda1 Thu, 26 Jan 2012 23:49:51 GMT |
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| prime costs |
Direct material and direct labor |
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kovanda1 Thu, 26 Jan 2012 23:49:51 GMT |
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| managing risk |
Identifying risks before they occur to prevent loss or minimize risks |
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kovanda1 Thu, 26 Jan 2012 23:49:51 GMT |
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| Sarbanes-Oxley Act of 2002 (SOX) |
Congress' response to financial scandals of the 1990's. Developed whistleblower protection and document retention |
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kovanda1 Thu, 26 Jan 2012 23:49:51 GMT |
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| Credibility |
Disclose all relevant info |
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kovanda1 Thu, 26 Jan 2012 23:43:47 GMT |
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| Integrity |
Sign a conflict of interest survey |
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kovanda1 Thu, 26 Jan 2012 23:43:47 GMT |
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| Confidentiality |
dont disclose client info |
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kovanda1 Thu, 26 Jan 2012 23:43:47 GMT |
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| Competence |
Attend training |
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kovanda1 Thu, 26 Jan 2012 23:43:47 GMT |
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| Six Sigma |
A process improvement method that relies on customer feedback and fact-based data gathering and analysis to drive process improvement |
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kovanda1 Thu, 26 Jan 2012 23:42:11 GMT |
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| Theory of Constraints |
Manage the Constraint |
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kovanda1 Thu, 26 Jan 2012 23:42:11 GMT |
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| Lean Production Thinking |
Keep inventory levels low
Work is pulled through as customers demand product |
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kovanda1 Thu, 26 Jan 2012 23:42:11 GMT |
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| Value Chain |
Represents major business functions that add value to a company's products and services |
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kovanda1 Thu, 26 Jan 2012 23:42:11 GMT |
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| Staff position |
Chief financial officer CFO, treasurer, controller CAO, accountants, human resources, legal |
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kovanda1 Thu, 26 Jan 2012 23:39:30 GMT |
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| Line position |
Board of directors, president, VP operations CEO, manager US plants, Manager international plants |
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kovanda1 Thu, 26 Jan 2012 23:39:30 GMT |
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| Product leadership |
"We offer higher quality than competitors" BMW, Northface, Apple |
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kovanda1 Thu, 26 Jan 2012 23:39:30 GMT |
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| operational excellence |
"we deliver faster, more conveniently, at lower prices" wal-mart, best buy |
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kovanda1 Thu, 26 Jan 2012 23:39:30 GMT |
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| Customer intimacy |
"we understand our customers needs" Starbucks, Cruise lines |
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kovanda1 Thu, 26 Jan 2012 23:36:18 GMT |
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| Manufacturing organization |
direct material, work in progress, finished goods |
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kovanda1 Thu, 26 Jan 2012 23:36:17 GMT |
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| Merchandising organization |
inventory ready to sell |
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kovanda1 Thu, 26 Jan 2012 23:36:17 GMT |
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| service organization |
No inventory |
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kovanda1 Thu, 26 Jan 2012 23:36:17 GMT |
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