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This book deals with the systems of cost reduction that originated in Japan. These are mostly new systems that did not exist in western practices before they were utilized in Japan. The book also presents the Japanese ways of carrying out the globally popular cost reduction practices.(1) It describes the strategic cost management conducted by top management through alliances between companies and/or between government and industry.(2) It shows the functional cost reduction systems along the various phases of the product life cycle, as follows: R&D → Product development → Manufacturing → Administration and indirect operations(3) It conducts some humanistic or behavioral aspects of Japanese cost reduction systems.
This volume focuses on a number of interrelated issues in the theorizing and interpretation of morphological rivalry, including the differences between a semasiological and an onomasiological approach to competition phenomena in word-formation, the scope of such phenomena (micro-level rivalry between individual affixes, as well as macro-level competition between different processes), the different sources of competition, and the possible resolutions of competitive situations. An overview of existing research in the field is provided, as well as new, cutting-edge findings and proposals for analytical innovation. Linguistic data are drawn from European and Asian languages, and morphologists, semanticists, and anyone interested in the dynamics of language will be stimulated by the analytical models and explanations offered in the 11 chapters.
Based on a ten-year examination of control systems in over 50 U.S. businesses, this book broadens the definition of control and establishes a critical bridge between the disciplines of strategy and accounting and control. In addition to the more traditional diagnostic control systems, Simons identifies three new control systems that allow strategic change: belief systems that communicate core values and provide inspiration and direction, boundary systems that frame the strategic domain and define the limits of freedom, and interactive systems that provide flexibility in adapting to competitive environments and encourage organizational learning. These four control systems, according to Simons, will provide managers with the basic levers for pursuing strategic objectives.
Since the early 1980s it has been recognized that a firm's resources, capabilities and competencies help it gain a competitive advantage, that in turn produces higher performance. This resource-based view of the firm has been an important development in the field of strategic management. It explains why some organizations perform better than others and shows that leveraging, both tangible and intangible, resources is necessary to gain a sustainable competitive advantage. Bringing together contributions from multiple perspectives this book examines the management of strategic resources. First, the book discusses resource strategy and firm performance - how resources lead to competitive advant...
What would happen if everyone in your company followed a disciplined approach to cost reduction? Go ahead -- imagine it. What would it look like? How can it be done? The answer -- smart cost management. Effective cost management must start at the design stage. As much as 90-95% of a product's costs are added in the design process. That is why effective cost management programs focus on design and manufacturing. The primary cost management method to control cost during design is a combination of target costing and value engineering. Target Costing Objectives: Identify the cost at which your product must be manufactured at if it is to earn its profit margin at its expected target selling price...
Detailed program listings of accredited graduate programs in the physical sciences, math, and agricultural scienes.