Activity-based Management: A Comprehensive Implementation Guide
"Downsizing" staff in order to cut costs is an effort that is ultimately doomed to fail unless the non-value-added work that created the need for staff is eliminated, too. That's the premise at the heart of activity-based management (ABM). While there are plenty of books out there that discuss ABM approaches in the abstract, here's the first book that actually shows you how to transform your organization from a traditional hierarchical structure to one that is activity-based - thereby enabling your business to operate more productively, more profitably, and more in concert with the tenets of reengineering, TQM, and end-to-end process improvement. Based on methods that have proven highly successful at companies such as AT&T, this hands-on resource provides the detailed guidance you won't find elsewhere on the planning, organizational, and implementation phases of a total ABM program. You'll also benefit from the book's description of the critical factors that form the "chain of success" in an ABM program, its incisive comparison of traditional costing methods versus those of ABM, and more.
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Organizing the Program
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ABM management reporting ABM program ABM team accounting Activity analysis activity dictionary activity work flows activity-based costing activity-based management analyzing approach area manager assigned Automate backlog business process chiropractor claims completed continuous improvement corrective action created customer satisfaction customer service decisions detailing process determine developed drivers eliminate employees established evaluation Figure func functional work area goals identified implementation Indicate individual interview process involved ment methodology monitoring needs non-value-added objective observation process operations organization output Percent performance measures primary activities product or service productivity improvement products and/or services provides purchase orders ratio reasonable expectancy reduce reengineering responsible schedule screen secondary activities senior management staff members suppliers tion tional work area total quality management Traditional costing systems transaction volumes unit of measure utilize volume tally week weekly work-to-time relationships worksheet