Performance measurement for world class manufacturing: a model for American companies

Abstract

xi Foreword xv Preface xix List of Illustrations Chapter One: World Class Manufacturing and the Need for New Performance Measures Chapter Two: Characteristics of the New Performance Measures Chapter Three: Shortcomings of Traditional Management Accounting Chapter Four: Measurement of Delivery Performance and Customer Service Chapter Five: Measurement of Process Time Chapter Six: Measurement of Production Flexibility Chapter Seven: Measurement of Quality Performance Chapter Eight: Financial Measures Chapter Nine: Measuring Social Issues Chapter Ten: Establishing Performance Targets Chapter Eleven: Producting the New Performance Measures Chapter Twelve: Alternative Cost and Management Accounting Techniques References About the Author Index