Manufacturing & Distribution

Showing 209–212 of 212 results

  • Do you know how to price your products?

    Winter 2008
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 669

    Abstract: Like most businesses, manufacturers must make enough profit on their product sales to generate an adequate return on investment. The difference for manufacturers is that setting prices based on margin information may not adequately reflect production time. A high-margin product that moves through the plant slowly may actually be less profitable than a low-margin product produced in half the time. This article examines several ways to approach pricing. (Updated: 3/20/12)

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  • Leading lean means walking the walk

    Winter 2008
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 404

    Abstract: Manufacturers who wish to adopt lean manufacturing principles must demonstrate to their employees the value of lean strategies. The road to excellence in lean manufacturing can be never-ending, but excelling in lean leadership can make it less bumpy. This article explores lean leadership actions.

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  • Don’t let overhead accounts get ripe for the picking

    Winter 2008
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 542

    Abstract: Overhead costs are a part of every business, and accounting for them can be problematic. For manufacturers, overhead costing is particularly complex. Accounts tend to be large, and nonaccounting managers don’t always understand how they work. As a result, these overhead accounts can be open invitations to fraud. This article details how internal controls can help ensure funds remain in overhead accounts.

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  • The up-front work matters – Due diligence is essential in any merger or acquisition

    Winter 2008
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 907

    Abstract: Mergers and acquisitions have become a way of life in manufacturing, but their success depends on due diligence early in the acquisition process. Whether a buyer or seller, think of due diligence as a protective business strategy. This article explains what aspects of a company to scrutinize. (Updated: 3/20/12)

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