Transforming Lucent's CFO

Article Abstract:

Lucent Technologies Inc embarked on a cultural paradigm shift aimed at transforming its CFO operation into a cost-effective and efficient business. The organizational change initiative culminated in early 1996 when Lucent became a stand-alone company. Lucent conducted a benchmarking study that compared its costs with those of the best companies and found out that the transaction-processing aspect of its CFO organization was more costly than those companies. Executive vice president and CFO Don Peterson and controller Jim Lusk led the efforts to formulate the concept of Team CFO that would make the CFO organization a key partner in the development of corporate strategies. The initiative paid off as Lucent's CFO business was transformed from a cost center into a competitive, world-class organization.

Communications Equipment, Communications Equipment Manufacturing, Management, Cover Story, Telecommunications equipment industry, Telecommunications equipment, Lucent Technologies Inc., LU, Chief financial officers

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Managing costs through complexity reduction at Carrier Corporation

Article Abstract:

Carrier Corp embarked on an activity-based cost management program to reduce the complexity of product development at its facilities. The company, the world's largest manufacturer of air conditioning and heating equipment, used activity-based costing to complement other management initiatives such as product and process standardization, just-in-time production, strategic outsourcing, target costing, supply chain management and performance measurement. Activity-based costing quantified complexity cost reduction and provided the information needed by management to make difficult decisions regarding products, processes and outsourcing. The complexity reduction program later evolved into a formal, systematic initiative administered by teams across the organizational spectrum.

Heating Equipment (except Warm Air Furnaces) Manufacturing, Air-Conditioning and Warm Air Heating Equipment and Commercial and Industrial Refrigeration Equipment Manufacturing, Refrigeration and heating equipment, Production Management, Heating equipment, except electric, Air Conditioning Equipment, Heating Equip NEC, Heating equipment, Heating, ventilation, and air conditioning industry, HVAC industry, Carrier Corp.

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Aligning TOC & ABC for silkscreen printing

Article Abstract:

Custom screen printing company Ink Creations integrated activity-based cost management (ABCM) and theory of constraints (TOC) to optimize product combinations for best resource utilization. The initiative involved the identification of various activities related to custom screen printing such as production labor, quality control, reclaiming, purchasing and sales and marketing. Activity-based costing was used to determine the cost, output measures and capacity of each activity. On the other hand, TOC was used to introduce throughput, operating expense and inventory as operational measures to provide feedback to operating managers. ABCM and TOC enabled Ink Creations to develop appropriate marketing strategies based on accounting reports.

Commercial printing, not elsewhere classified, Commercial Screen Printing, Printing industry, Screen printing, Screen process printing, Ink Creations

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