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Advanced Capacity Cost Management Models: Making Visible The Structural Limits Of Capacity, Ted Watts, C J. Mcnair-Connolly, Vicki Baard, Lidija Polutnik
Advanced Capacity Cost Management Models: Making Visible The Structural Limits Of Capacity, Ted Watts, C J. Mcnair-Connolly, Vicki Baard, Lidija Polutnik
Ted Watts
Purpose This paper fills the gap between defining and measuring the productive limits of a machine or system, and the impact of various assumptions about the productive potential of the nature and informativeness of capacity cost management systems. The authors focused on the various ways in which multi-dimensional limits (for example, time, space, volume and/or value-creating ability) can be used to define productive capacity. Specifically, this research suggests that the limits used in establishing the capacity cost management system restricts the amount and nature of the information the system is capable of providing to management.Justification Two reasons are identified for …
The Integration Of Balanced Scorecard Models, Carol J. Mcnair-Connolly, Ted Watts
The Integration Of Balanced Scorecard Models, Carol J. Mcnair-Connolly, Ted Watts
Ted Watts
The entire focus of any balanced scorecard model (BSM) is to ensure that a wide range of events and outcomes are captured in ways useful to decision makers. An important question arises - which decision maker? And, equally important, must this decision maker be intimately familiar with a supposed organizational strategy in order to succeed? The answer to the first question helps us sort the BSMs into subgroups; the answer to the second question suggests that strategy may be as simple as the will of an organization and its members to survive to fight one more day. Building on the …