Links to Financial Success --DickesonJune 2002
In the mid-'80s we began to hear the teachings of Goldratt, Deming, Ohno, Drucker and Shewhart, and realize that it's the rate of deliverable throughput in our production that impacts earnings, not cost notions. If there are, indeed, 45,000 commercial printers in this country, 44,900 of them have tumbled to the job cost nonsense and ignore it. But still they hunger for statistical decision support.
Yes, the Breakeven Bogey is itself an opinion based on predicted cash expenses. But the Bogey doesn't aspire to the sanctity of holy writ and it's not based on costs. We know that the Bogey alert can change from 10 o'clock high to three o'clock low as tiny variables shift and require more or less bucks. We cannot predict change.
Take last year's cash expenses, adjust for predicted changes and divide by 52 for the Weekly Bogey. Keep a rolling 13-week tally of actual cash expenses and compare with a 13-week Bogey total. We don't care if it's interest payments, lease rentals or the phone bill. Cash is cash. When the Bogey is more than 5 percent greater or less than actual, adjust the Bogey up or down to keep it current and relevant.
If you do this, you'll be surprised by the improved quality of your decisions. That's a promise.
Let's hear it loud and clear: SHOW ME THE MONEY!
—Roger V. Dickeson
About the Author
Roger Dickeson is a printing productivity consultant based in Tucson, AZ. He can be reached by e-mail at firstname.lastname@example.org, by fax at (520) 903-2295, or on the Web at http://www.prem-associates.com.