Total Profit Management

VDMA 1997
84 pages

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Contents:
Part 1: The basics
- Precisely calculated - and yet wrongly decided! What led us to TPM?
- Sensitize for new ideas - not right or wrong!
- Business is an activity geared towards making a profit.
- It is the orientation of the company that counts!
- The future cannot be controlled - it can only be shaped.
- The overall variables of profit, turnover and costs form the overall system!
- Win the customer with the customer profit calculation.
- Decisions require an understanding of reality!
- Managing a company means knowing what is important!
Part 2: Our suggestions
- Managing your company with four reports.
- How should the next business period proceed? - You can't do it without sales planning.
- What resources need to be made available? - Planning the total costs.
- Can what is planned be realized? - The capacity analysis completes our model.
- The revenue-cost-capacity calculation model
Part 3: Design issues in the company
- How do we calculate with TPM?
- How do we assess an order? How do we earn our money?
- How do we determine the range and depth of services?
- How do we organize the value creation process in the company?
- How do we deal with inventories in TPM?
- Where do we invest?
-The decision rules of Total Profit Management - Summary.
- Implementing TPM, but how?
Part 4: Appendix
- Appendix 1: Key figures in the TPM environment.
- Appendix 2: Four forms are enough to manage the company.
- Appendix 3: It doesn't work without a liquidity analysis.

Publisher:
TPM is the result of the business management considerations of a working group set up by the VDMA Business Management and Corporate Governance Committee. Technicians and business people have contributed to TPM in this working group.