No.

The balanced scorecard is a strategic planning and management system that is

used extensively in business and industry, government, and nonprofit organizations
worldwide to align business activities to the vision and strategy of the organization,
improve internal and external communications, and monitor organization
performance against strategic goals. It was originated by Drs. Robert Kaplan
(Harvard Business School) and David Norton as a performance measurement
framework that added strategic non-financial performance measures to traditional
financial metrics to give managers and executives a more 'balanced' view of
organizational performance. While the phrase balanced scorecard was coined in the
early 1990s, the roots of the this type of approach are deep, and include the
pioneering work of General Electric on performance measurement reporting in the
1950s and the work of French process engineers (who created the Tableau de Bord
literally, a "dashboard" of performance measures) in the early part of the 20th
century.

http://balancedscorecard.org/Resources/About-the-Balanced-Scorecard

Balance Scorecard measures of an entitys financial, customer, internal business,

and internal learning activities. (page 793, Glossary)

Book: Auditing 8th Edition by David N. Ricchute

COPYRIGHT 2006 by South-Western, a division of Thomson Learning.
The Thomson Learning logo is a registered trademarl used herein under license.

No. 2
Business process re-engineering is a business management strategy, originally
pioneered in the early 1990s, focusing on the analysis and design of workflows and
business processes within an organization. BPR aimed to help organizations
fundamentally rethink how they do their work in order to dramatically improve
customer service, cut operational costs, and become world-class competitors. In the
mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have
initiated reengineering efforts, or to have plans to do so.

BPR seeks to help companies radically restructure their organizations by focusing on

the ground-up design of their business processes. According to Davenport (1990) a
business process is a set of logically related tasks performed to achieve a defined
business outcome. Re-engineering emphasized a holistic focus on business
objectives and how processes related to them, encouraging full-scale recreation of
processes rather than iterative optimization of sub processes.

Business process re-engineering is also known as business process redesign,

business transformation, or business process change management.
https://en.wikipedia.org/wiki/Business_process_reengineering

Business Process Reengineering (BPR) is undertaken essentially to result in a

quantum jump in performance of processes. BPR is synonymous with innovation
because it is more than just automating or applying Information Technology to the
existing process of operations. It will bring in benefits to all the stakeholders of the
organization. Very high achievements are expected out of BPR. For instance,
expectations are as high as 50 per cent reduction in design cycle time in case of
R&D projects, 60 to 80 per cent reduction in total ost of manufacture, reduction of
delivery time from a month to a day! BPR exploits the unexploited potentials of the
organization. A test laboratory was committing five working days for the completion f
every calibration job, where its peers were committing two weeks to months time for
the same activity. They learnt from its customers that a competitor was taking a days
time for calibration of such equipment. Then they decided to achieve such a cycle
time. They planned and implemented a scheme by which they take only 8 hours for
the calibration jobs.
BPR is the fundamental rethinking and radical redesign of business processes to
achieve dramatic improvement in critical, contemporary measures of performance,
such as cost, quality, service and speed. (page 8.15)

Book: Total Quality Management International Edition 2009 by Subbaraj Kamasamy

COPYRIGHT 2005 by Tata McGraw-Hill Publishing Company Limited.

No. 3

WHAT IS THE THEORY OF CONSTRAINTS?

The Theory of Constraints is a methodology for identifying the most important

limiting factor (constraint) that stands in the way of achieving a goal and then
systematically improving that constraint until it is no longer the limiting factor. In
manufacturing, the constraint is often referred to as a bottleneck. The Big Idea
Every process has a constraint (bottleneck) and focusing improvement efforts on that
constraint is the fastest and most effective path to improved profitability.
The Theory of Constraints takes a scientific approach to improvement. It
hypothesizes that every complex system, including manufacturing processes,
consists of multiple linked activities, one of which acts as a constraint upon the entire
system (the constraint activity is the weakest link in the chain).

http://www.leanproduction.com/theory-of-constraints.html

A bottheneck operation is one that limits the production capacity of the entire faculty.
It is vital that the machinery in bottleneck operations be available 100 percent of the
time, excluding time for routine required maintenance. Managing bottleneck
operations has received considerable attention in recent years and has become a
central component of a management philosophy known as the Theory of
Constraits. This philosophy emphasizes planning around constraining factors and
working to relax the constraints.

Book: Managerial Accounting: Manufacturing & Service Application (4 th edition) by:

Arnold Schneider, PH.D., CPA and Harold M. Sollenberger, DBA., CPA

COPYRIGHT 2009 South-Western, a part of Cengage Learning

No. 4

Total Quality Management (TQM) refers to management methods used to enhance

quality and productivity in business organizations. TQM is a comprehensive
management approach that works horizontally across an organization, involving all
departments and employees and extending backward and forward to include both
suppliers and clients/customers.
TQM is only one of many acronyms used to label management systems that focus
on quality. Other acronyms include CQI (continuous quality improvement), SQC
(statistical quality control), QFD (quality function deployment), QIDW (quality in daily
work), TQC (total quality control), etc. Like many of these other systems, TQM
provides a framework for implementing effective quality and productivity initiatives
that can increase the profitability and competitiveness of organizations.

http://www.inc.com/encyclopedia/total-quality-management-tqm.html

Total Quality Management (TQM) is an approach in which all the companys people
are involved in constantly improving the quality of products, services, and business
process. Companies large and small have credited TQM with gently improving their
market shares and profits. Over the years, however, many companies have
encountered problems in implementing TQM. Some companies viewed TQM as a
magic cure-all and created token total quality programs that applied quality principle
only superficially. Still others became obsessed with narrowly defined TQM principles
and lost sight of broader concerns for customer value and satisfaction. As a result,
many such programs failed, causing a backlash against TQM.

Book: Marketing: An Introduction 8th Edition by Gary Armstrong and Philip Kotler
COPYRIGHT 2007, 2005, 2003, 2000, 1997 by Pearson Education, Inc., Upper
Saddle River, New Jersey 07458.

NO. 5

Environmental full-cost accounting (EFCA) is a method of cost accounting that

traces direct costs and allocates indirect costs by collecting and presenting
information about the possible environmental, social and economic costs and
benefits or advantages in short, about the "triple bottom line" for each proposed
alternative. It is also known as true-cost accounting (TCA), but, as definitions for
"true" and "full" are inherently subjective, experts consider both terms problematic.
Since costs and advantages are usually considered in terms of environmental,
economic and social impacts, full or true cost efforts are collectively called the "triple
bottom line". A large number of standards now exist in this area including Ecological
Footprint, eco-labels, and the United Nations International Council for Local
Environmental Initiatives approach to triple bottom line using the Eco Budget metric.
The International Organization for Standardization (ISO) has several accredited
standards useful in FCA or TCA including for greenhouse gases, the ISO 26000
series for corporate social responsibility coming in 2010, and the ISO 19011
standard for audits including all these.
Because of this evolution of terminology in public sector use especially, the term fullcost accounting is now more commonly used in management accounting, e.g.
infrastructure management and finance. Use of the terms FCA or TCA usually
indicate relatively conservative extensions of current management practices, and
incremental improvements to GAAP to deal with waste output or resource input

https://en.wikipedia.org/wiki/Environmental_full-cost_accounting

Environmental Cost cost dealing with environmental issues in one way. These
environmental cost take many forms, such as installing scrubbers on a smokestack
to comply with government regulations, improving a production process to reduce or
eliminate certain pollutions, or cleaning up a contaminated river. In the next section,
we will systematically explore these costs with the goal of having a better
understanding of how to margin them

Book: Managerial Accounting: Creating Value in a Global Business Environment (9 th

edition, Global edition) By: Ronald W. Hilton and David E. Plat
Exclusively rights by McGraw-Hill Education for manufacture and export