Accounting for Managers: Interpreting accounting information for decision-making

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140 ACCOUNTING FOR MANAGERS


Conclusion...........................................


Operations decisions are critical in satisfying customer demand. Optimizing pro-
duction capacity for products or services using relevant costs for decision-making
and understanding the long-term impact of production design and continuous
improvement are both necessary to improve business performance. These tech-
niques can be applied to other organizations in the value chain (suppliers and
customers) and to competitors in order to improve competitive advantage.


References............................................


Fitzgerald, L., Johnston, R., Brignall, S., Silvestro, R. and Voss, C. (1991).Performance Mea-
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Goldratt, E. M. and Cox, J. (1986).The Goal: A Process of Ongoing Improvement.(Revd.edn).
Croton-on-Hudson, NY: North River Press.
Hammer, M. and Champy, J. (1993).Reengineering the Corporation: A Manifesto for Business
Revolution. London: Nicholas Brealey Publishing.
Kaplan, R. S. and Cooper, R. (1998).Cost and Effect: Using Integrated Cost Systems to Drive
Profitability and Performance. Boston, MA: Harvard Business School Press.
Porter, M. E. (1985).Competitive Advantage: Creating and Sustaining Superior Performance.
New York, NY: Free Press.
Slack, N., Chambers, S., Harland, C., Harrison, A. and Johnston, R. (1995).Operations Man-
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