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Dedication
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Dedication
by Reginald Tomas Lee
Lies, Damned Lies, and Cost Accounting
Cover
Half Title Page
Title Page
Copyright Page
Dedication
Contents
Acknowledgments
Introduction
Chapter 1 Blue Pill or Red Pill?
So What?
Chapter 2 The Foundation
Generating Cash
Reporting Earnings
Chapter 3 Profit has Little to do with Making Money
Revenue Recognition
The Practice of Costing
Cost Definitions
Efficiency
Inventory
Depreciation
Chapter 4 Revenue Recognition
Chapter 5 The Practice of Costing
Chapter 6 Cost Definitions
Calculated Costs
The Numbers Aren’t Financial
Chapter 7 Understanding Efficiency
Chapter 8 Inventory
Chapter 9 Depreciation
Chapter 10 Revisiting the Objective—Cash and Decision-Making
Forced Relationships
Losing Track of Relationships
Meaningless Numbers
No Single Cost
Arbitrary Relationships
No Ties to Cash Flow
Chapter 11 Transactions and Capacity
Capacity
One-off Scenarios
Obligations
Chapter 12 Input Capacity
Cash Transactions
Cost Determined by What is Purchased
The Cost is Independent of Use
Chapter 13 Output Capacity
Consuming Input
There is No Cash Transaction
Chapter 14 Understanding the Basics of Capacity Dynamics
Efficiency
Effectiveness
Productivity
Chapter 15 Understanding the Cost Dynamics of Capacity
Purposeful Allocation Techniques
Less Purposeful
Conclusion
Chapter 16 Do You Need Accounting?
Hindsight
Data in Foresight
Chapter 17 Getting Managerial Information from Capacity
Modeling
Models Operations More Effectively
Serves as an Intersection between Operations and Accounting
Chapter 18 Explicit Cost Dynamics Revisited
Complicated
Did not Push the Idea
Immature Understanding
Chapter 19 What is Explicit Cost Dynamics?
Contribution Margins and Fixed versus Variable Costs
Focusing on Cash Using Capacity
Chapter 20 Worth
Understanding Worth
Explicit Cost Dynamics
Worth
Efficiency
Chapter 21 The Red Pill
Dynamics of Profit
Cost Reduction
Improved Investment
Appendix A
Appendix B
Index
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Lies, Damned Lies, and Cost Accounting
Dedication
To my wife and better half, Tamara
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