Alan Reinstein and Mohammed E. Bayou
Develops a continuum of product costing systems (PCSs) and demonstrates its application to making managerial decisions. Explains the relevance of this structure to managerial…
Abstract
Develops a continuum of product costing systems (PCSs) and demonstrates its application to making managerial decisions. Explains the relevance of this structure to managerial issues including inventory control, pricing, special decisions and product design. Synthesizes various PCSs into a coherent structure and introduces new PCSs such as direct costing and super direct costing (which are different from the classic variable costing and super variable costing) systems. Explains how the continuous nature of issues facing management needs a matching continuum of an endless number of PCSs.
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Moustafa Elnadi and Essam Shehab
Numerous leanness assessment models were developed for both manufacturing and service sectors. However, little research effort was made to provide an instrument that can be used…
Abstract
Purpose
Numerous leanness assessment models were developed for both manufacturing and service sectors. However, little research effort was made to provide an instrument that can be used to measure the leanness level of the product-service system (PSS). This paper aims to propose an index to assess the leanness of PSS in a UK manufacturing company.
Design/methodology/approach
The development of the assessment model was carried out through an iterative process. Commencing from existing literature on lean manufacturing assessment and lean service assessment, the initial model for assessing PSS leanness was developed. This initial model was refined via two consecutive phases. The first one includes semi-structured interviews with academic researchers involved in lean projects where their comments were considered. In the second phase, semi-structured interviews with several experts working in different UK manufacturing industries and involved in lean and continuous improvement projects were conducted to reach the final assessment model. After developing the model, the next step was identifying a suitable company for applying the model. The case company was selected because of its commitment to implement lean practices and its ability to participate in this study. After that, data was collected from the case company and the PSS leanness index was calculated using a multi-grade fuzzy approach. Finally, areas for further improvement were identified and the results obtained were validated.
Findings
The PSS leanness index computed for the case company indicates that the service offering process provided by the company is generally lean. Areas for further improvement were identified.
Research limitations/implications
This study focussed on a single case company and is based on the experts’ opinions; this may tend to be biased. However, future studies will be performed to multiple-case studies to enhance findings and more empirical research will be conducted to catch more insights into PSS leanness.
Practical implications
This paper provides guidelines to manufacturing companies’ managers for measuring the PSS leanness index and planning for the future. This index gives information regarding the degree of lean adoption in the service offering process and identifying the gap between the current PSS leanness level and the desired state.
Originality/value
The proposed model has been developed by the opinion of academicians and industry experts. The proposed model can provide guidelines and directions for managers for PSS leanness assessment.
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The American Institute of Certified Public Accountants and the Accounting Education Change Commission have mandated the adoption of 150 semester hours for accounting students and…
Abstract
The American Institute of Certified Public Accountants and the Accounting Education Change Commission have mandated the adoption of 150 semester hours for accounting students and as a prerequisite for taking the CPA examination. More than 40 states have already adopted the 150‐hour requirement. Proponents of the change have argued that accounting education has to change from a knowledge‐based education to a process‐oriented programme and develop a process of inquiry and a desire for life‐long learning in the students. They hope to effect changes to result in improved intellectual, communication, and interpersonal skills, and a better understanding of the broad picture in a business. It is argued here that although the mandate may have been well‐intentioned but knowingly or unknowingly the authors have chosen to ignore the most essential component, i.e. what does it take to teach the students for success in the accounting profession? It is argued that the missing link is primarily trained and versatile teachers, followed with the lacking prerequisites for the students and their parents. Furthermore, no consideration has been given to the additional cost involved for the students and their parents and the question of commensurate job opportunities for those involved.