MFG
Showing 209–224 of 260 results
-
One supports the other – A lean manufacturing environment benefits from lean accounting practices
Fall 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 872
Abstract: Lean manufacturing is nothing new, but many don’t know that lean accounting is crucial to operating in a lean manufacturing environment. Lean accounting focuses on two goals: 1) converting financial statements into “plain English,” and 2) eliminating waste by taking the focus off the minutiae. This article describes some of the advantages of lean accounting vs. standard cost accounting, along with some of the disadvantages. A sidebar discusses the status of lean accounting in university curricula.
-
Think before you move – When relocating your operations, seek financial advice
Summer 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 541
Abstract: Manufacturers are increasingly involving senior financial executives and outside financial advisors in their site-selection and relocation plans. The reason? Executives realize that facility relocation and expansion must be as heavily scrutinized as other capital expenditures. Factors such as the price and availability of labor, taxes and financial incentives associated with the new location can either benefit a bottom line — or wreak havoc on it.
-
Can your company survive a product recall?
Summer 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 346
Abstract: The cost of a recall — including the time and money spent tracking down recalled products, issuing news of the recall, and refunding customers or fixing the problem — is just the beginning. Even when recalls are handled well, damage to a company’s reputation and brand can last for months or even years, resulting in decreased sales and profits. This short article provides tips on how to avoid recalls, and how to handle them if they occur.
-
3 business funding alternatives to consider
Summer 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 778
Abstract: The economy may be recovering, but some businesses may require additional financing to keep operations running. Three important options are asset-based financing, mezzanine financing, and Small Business Administration loans. This article explores some of the details of each.
-
A risky proposition – Building a solid integration plan for a merger or acquisition
Summer 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 826
Abstract: In this fragile economic environment, several companies have been able to take advantage of too-good-to-pass-up deals in which they acquire weaker competitors that have fallen behind. Before jumping into any acquisition, however, it’s important to build a solid integration plan, and to take into account recent Financial Accounting Standards Board guidelines that affect the M&A accounting process. A sidebar to this article forecasts M&A activity.
-
Do you have parts smarts?
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 306
Abstract: Aftermarket parts and accessories and maintenance and repair are the bane of some manufacturers’ existences. For others, they’re one of the most lucrative aspects of their businesses. No matter where a manufacturer falls on the continuum, establishing a parts and service outsourcing agreement with an experienced partner can do wonders for the company’s operations and bottom line. In addition to eliminating the need for in-house aftermarket customer service, using a partner to warehouse and distribute inventory can allow reduction of warehouse personnel and logistics costs. It can also improve distribution speed and order accuracy.
-
Weighing the pluses and minuses of ESOPs
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 811
Abstract: Corporate finance, employee benefits and succession planning likely are key issues the owner of a manufacturing company must contend with. But there’s a multifaceted strategy that can handle all three issues. It’s the employee stock ownership plan (ESOP). An ESOP is a qualified retirement plan that’s similar to a profit-sharing plan, except it enables employees to own part of the company that employs them. This article explains leveraged vs. unleveraged ESOPs, and their potential benefits and drawbacks.
-
Get IT right regardless of economic conditions
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 495
Abstract: While some cost-cutting measures may be essential in a weak economy, slashing information technology (IT) budgets and expenditures isn’t the way to stay afloat. Smart manufacturers are creating comprehensive IT strategies that allow transparency in all facets of operations and supply chains. IT can also control costs and improve revenue through quality control and compliance. Smart IT investments can improve processes, from the enterprise and engineering stages all the way to the plant floor and distribution centers. Taking these initiatives can help a manufacturing company stay successful regardless of the economic climate.
-
The IC-DISC – An overlooked tax break that could be your big break
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 806
Abstract: By forming an interest charge–domestic international sales corporation (IC-DISC), a manufacturing company may realize substantial tax savings on export-sales income. The general concept is fairly simple: A U.S. manufacturer establishes a “shell” company — an IC-DISC — and then pays its IC-DISC a percentage of the company’s export revenue, also known as commissions; the company doesn’t pay taxes on these commissions. There can be operational advantages, as well. This article looks at the qualifications required to set up an IC-DISC, while a sidebar looks at the history of this tax incentive.
-
Supply chain management – Choose a system that fits your needs and budget
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 388
Abstract: Manufacturers have used transportation management systems (TMSs) for nearly 15 years. As these supply-chain-management software systems have evolved and improved, many manufacturers have been leaving their third-party logistics service providers in favor of the more convenient, cost-effective alternative a TMS provides. This article discusses what to consider when deciding whether to implement a TMS.
-
Shippers beware – Common problems with cargo insurance
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 779
Abstract: Manufacturers know that cargo insurance is vital when it comes to moving valuable products and machinery. But many have found, often too late, that their coverage isn’t sufficient, leaving them with lost or damaged goods and little or no compensation. The policies often have an “endorsements” section that prevents the carrier from being held liable in many scenarios. And a broker’s “contingency cargo liability” policy offers little protection to a shipper. For that purpose, a “shipper’s interest” cargo insurance policy fills the bill.
-
On the defensive – Use available weapons to fortify your manufacturing company against fraud
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 711
Abstract: The Association of Certified Fraud Examiners reports that U.S. companies lost approximately $994 billion in revenue to fraud in a two-year period ending in 2008. Even more sobering is the fact that 7.2% of fraud cases occurred in manufacturing companies, accounting for a median loss of $441,000. Unfortunately, employees are a natural culprit because they have the most immediate access to funds and materials, and there are several key functions that are particularly vulnerable. This article looks at steps a manufacturer can take to reduce the chances of fraud, while a sidebar explains the importance of having a fraud prevention policy.
-
Comparing this to that – Benchmarking financial performance with ratios
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 805
Abstract: Benchmarking with financial ratios allows manufacturers to break their operations into individual segments to measure effectiveness against past performance, company goals and industry standards. It can provide insight into which areas of a business are strong and which need improvement. This article discusses such commonly used ratios as debt-to-assets, return-on-assets and return-on-equity, along with a number of others, and discusses the pros and cons of benchmarking. A sidebar discusses the best ratios to study before applying for a loan.
-
Is your equipment operating at peak effectiveness?
Fall 2009
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 278
Abstract: These days, when many manufacturers are seeing less work coming in and less room for mechanical error, a manufacturing operation has to be in top shape. The key to avoiding costly downtime starts with measuring overall equipment effectiveness, or OEE. This short article describes what it is and how to improve it.
-
Selling your manufacturing company is possible — even in a down economy
Fall 2009
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 604
Abstract: “We’re just going to wait it out.” In an uncertain economy, this seems to be a business owner’s mantra for everything from hiring freezes to putting off large expenditures. Prudence may be preferable when it comes to some business decisions, but if a manufacturing company owner is considering selling the business, he or she doesn’t have to wait until things pick up. Although some flexibility is necessary, an acceptable price is within reach if one is perceived as a discerning and prepared seller. This article describes the steps to make it possible.
-
How to deal with customer bankruptcy
Fall 2009
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 781
Abstract: If a company has a customer who’s hovering on the brink of bankruptcy — or even wallowing through it — it needs to take certain steps to protect itself. This involves knowing about the different types of bankruptcy and the immediate steps to take when learning of one, including deciding whether to pursue repayment or write off the debt. If the former course is chosen, it will be important to participate in the court proceedings and follow certain procedures. Beyond all this, there are preventive measures a company can take to avoid being stung by customer bankruptcy in the first place.