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Wherever they have been introduced, total quality concepts such as teamwork, interdepartmental partnerships, and a company-wide dedication to satisfying customer needs have been enthusiastically embraced by managers and line workers alike, and the results have been truly remarkable. But a total quality organization, by definition, is one in which all functions within an organization participate in the quality process. For accounting, this means a radical new involvement in all phases of an operation and a heightened commitment to customer satisfaction and the bottom line--in other words, total quality accounting.

Based on Michael Woods''s more than twenty years of experience in cost accounting and the implementation of total quality programs, this book was designed to help bring line managers and accountants together to create a total quality accounting process. In it, Woods offers proven techniques and step-by-step guidelines on integrating total quality practices with cost accounting and activity-based costing techniques.

Divided into three sections, the first is devoted to introducing accountants to the total quality management (TQM) principles set forth by such luminaries as W. Edwards Deming, Joseph Juran, Philip Crosby, and others, and to how those principles are currently practiced in some of the world''s top manufacturing concerns.

The second part of Total Quality Accounting familiarizes managers with cost accounting principles. It offers an in-depth look at how cost accounting has been applied in the past, and outlines the significant new changes that have occurred in the era of the total quality movement.

In the third part, Woods provides a synthesis of the first two sections. He outlines proven techniques for seamlessly integrating the accounting function with the entire organization to create a total quality accounting process. Accountants are shown how to tailor cost and financial information to the needs of the designers, engineers, managers, and others they service. And conversely, managers learn how to influence the accounting process and to help shape the information they are given.

Offering a blueprint for change, Total Quality Accounting is an invaluable resource for management accountants, controllers, CFOs, and cost accountants, as well as production managers and industrial engineers.

Mr. Woods is well known for his writings and lectures on the need to apply cost accounting principles to serve the needs of the quality movement. He has published many articles on both the theory and practical applications of these principles, and has been recognized by professional organizations for his work in the area.

Michael Woods serves on various boards and technical committees of the American Production and Inventory Control Society, the Institute of Management Accountants, American Institute of Certified Public Accountants, and the North Carolina Association of CPAs. He holds an MS in industrial administration from Iowa State University.

A practical, hands-on guide to bringing accounting into your company''s total quality process...

Based on Michael Woods''s more than twenty years of experience in cost accounting and the total quality movement, this book helps bring line managers and accountants together to create a total quality accounting process. In it, Woods offers proven techniques and step-by-step guidelines on integrating total quality management practices with cost accounting. Total Quality Accounting:

Schools accountants in TQM principles and practices Familiarizes managers with cost accounting principles Outlines proven techniques for seamlessly integrating accounting with the entire organization Describes how accountants can tailor information to the needs of the designers, engineers, managers, and others they service Explains how managers can contribute to the account ing process to help them to realize their long- and short-term objectives

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CHOICE Review

Woods examines total quality management (TQM) from both an accounting and users-of-accounting perspective. In chapters 1 through 3, the principles of TQM as developed by Deming and Crosby are reviewed. Examples are presented of TQM techniques in the manufacturing environment. This first section would be primarily of interest to those accountants who wonder, "What is this TQM stuff anyway?" Chapters 4 and 5 address the question of line managers, "What is cost accounting and how can it be of any use to me in total quality management?" Finally, in an attempt to integrate the first two sections of the book, Woods presents in chapters 6 through 12 techniques for developing a total quality accounting process that integrates the accounting function with the information needs of managers. It is in the third section that the book really shines. Woods emphasizes the necessary teamwork required between accountants and managers--a relationship where operating managers often distrust accounting and do not see accountants as useful members of operating teams. Valuable insight is presented into how to bridge the gap to create total quality accounting using the total quality management process and how to avoid common pitfalls. The third section is required reading for accountants who have not yet embraced the concept of TQM, line managers who continue to distrust accounting information, and top management who want to introduce TQM--including in their accounting function. Graduate; faculty; professional. R. Derstine; Villanova University

Notas de autor provistas por Syndetics

MICHAEL D. WOODS, CPA, has, over the past twenty-two years, worked in manufacturing, accounting, and integrated logistics. His involvement with the quality movement began in aviation remanufacturing at Cherry Point, North Carolina, when the facility in which he was a manager was designated by the President's Productivity Improvement Program of the Office of Management and Budget as the quality improvement prototype for its total quality management implementation program.