| Preface | p. ix |
| Acknowledgments | p. xiii |
| Case Study of a Cost Half Project | p. 1 |
| EuZus Inc. Builds a Cost Structure For Market Competitiveness | p. 2 |
| Pinpointing the Cost Levels | p. 4 |
| Launching the Cost Half Project | p. 6 |
| Training Team Members about Costs | p. 7 |
| EuZus Inc. Achieves its Cost-Reduction Goals | p. 12 |
| Telltale Signs that A Company Needs A Cost Half Program | p. 14 |
| Four Signs that Indicate the Time Is Right for Cost Half | p. 15 |
| Products Lose Their Cost-Competitiveness | p. 15 |
| Cost Structures Become Worse | p. 16 |
| A Marked Increase in Cost Generators | p. 17 |
| A Cost Management System Lacks a Repeatable Management Cycle | p. 21 |
| Developing Desire and Will in Your Employees | p. 22 |
| The Cost Half Program--A Way to Revolutionize Cost Competitiveness | p. 23 |
| A Greedy Approach | p. 24 |
| Implement Cost Analysis to Help Lower Costs | p. 27 |
| Merely Eliminating Loss-related Costs Does Not Radically Reduce Costs | p. 29 |
| Replace Previous Cost-Cutting Activities with Systematic Activities | p. 30 |
| Two-Way Action | p. 30 |
| Five Techniques for Changing Cost-generating Sources and Locations | p. 34 |
| The Cost Half Program-Achieving Lofty Goals | p. 36 |
| Design the Target | p. 37 |
| Analyze the Cost-generating Sources and Locations | p. 37 |
| Propose Cost Half Measures | p. 38 |
| Collect the Results of Implementing Cost Half Measures | p. 38 |
| Operate a Cost Half Management System | p. 39 |
| Understanding the Cost Half Promotion System and Techniques | p. 40 |
| The Cultivation and Organization of Greedy Members | p. 40 |
| Establishing a Cost Half Promotion System | p. 42 |
| Changes in Preconditions and Limitations | p. 46 |
| Changes in Structures | p. 47 |
| Changes in Logic | p. 48 |
| Process Change | p. 49 |
| Activity Change | p. 50 |
| Cost Half Techniques and Various Business Activities | p. 50 |
| Cost Half Technique 1: Changing Preconditions and Limitations | p. 52 |
| Targeting and Changing Product Preconditions and Limitations | p. 53 |
| Targeting and Changing Production Process Preconditions and Limitations | p. 54 |
| Targeting and Changing Business Activity Preconditions and Limitations | p. 57 |
| Changing the Background Factors Causing the Preconditions and Limitations | p. 57 |
| Cost Half Technique 2: Changes in Structures | p. 59 |
| Costs as Numbers | p. 60 |
| Establishing the Fixed and Variable Approach | p. 60 |
| Applying the Fixed/Variable Principle to Products and Production Process Simultaneously | p. 65 |
| Multi-function Use and Intensification of Variable Approach | p. 66 |
| Costs Arranged in Structures | p. 69 |
| Changes in Production Site Structures | p. 69 |
| Changes in In-House/Outside Manufacturing Structure | p. 70 |
| Changes in Materials and Purchasing Structures | p. 73 |
| The Driving Force for Sharing Received Costs | p. 74 |
| Hold Discussions Based on Factual Data | p. 74 |
| Review of Purchased Goods | p. 75 |
| Review of Suppliers | p. 78 |
| Clarify the Roles Played by Various Departments | p. 81 |
| Summary of the Changes in Purchasing Structure | p. 81 |
| Cost Half Techniques 3-5: Changes in Logic, Process Changes, and Activity Changes | p. 84 |
| Cost Half Technique 3: Changes in Logic | p. 84 |
| Choosing the Appropriate Design-Activity Path | p. 86 |
| Cost Half Technique 4: PC (Process Changes) | p. 87 |
| Review Current Processes--Five Patterns that Increase Cost Generators | p. 87 |
| Six PC Measures to Break Cost-Generating Patterns | p. 89 |
| Design and Management of 7-3 Type Processes | p. 90 |
| Manage Early Problems and Explore Hypothetical Issues | p. 90 |
| Proactive Management | p. 92 |
| Actions to Establish Higher Control Standards for Problems | p. 94 |
| Organization and Location for Information-sharing to Support Necessary Functions | p. 95 |
| Fired-up Motivation and Knowledge Management | p. 96 |
| The First Step in PC: A Look Backward to Recent Development Projects | p. 96 |
| Strengthening the Development Organization | p. 97 |
| Cost Half Technique 5: AC (Activity Changes) | p. 97 |
| Work Standardization and Knowledge Management | p. 100 |
| Cost Half Deployment | p. 102 |
| Review of Cost Half Program--The Five Steps | p. 103 |
| Design the Target | p. 103 |
| Analysis of Cost Generating Sources and Locations | p. 117 |
| Apply the Five Cost Half Techniques to Propose Actions and Scenarios | p. 125 |
| Cost Half Actions and Results Management | p. 129 |
| Build and Operate a Cost Half Cost Management System | p. 136 |
| Cost Half Benchmarks | p. 140 |
| Gaining Outstanding Competitiveness in Attracting Orders | p. 141 |
| Activities that Reform Costs Starting from the Very Core of the Company | p. 141 |
| Activities Led by Project Managers and Top Management | p. 142 |
| Activities that Include Working to Develop New Businesses | p. 144 |
| When Efforts to Develop New Businesses Are Added to Cost Half Activities | p. 142 |
| Management of Multiple Projects | p. 142 |
| Raising the Profit-Sales Rate | p. 146 |
| Cost Half Implementation for Specific Product Groups | p. 146 |
| Integration of Production Processes | p. 146 |
| 4:6 Type Business Processes | p. 147 |
| A Systematic Approach Based on Product Groups Proved Advantageous | p. 148 |
| Pulling Ahead of the Competition in Developing Cost-Competitive New Products | p. 148 |
| The Cost Half Program Is Not Meant for Halfway Measures | p. 150 |
| Postscript | p. 151 |
| Index | p. 153 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
