Outline

TABLE OF CONTENTS IV

LIST OF FIGURES VII

LIST OF TABLES VIII

PREFACE IX

ACKNOWLEDGMENTS XI

INTRODUCTION XII

1. INTRODUCTION TO CONTRIBUTION ANALYSIS

      1.1 WHAT'S YOUR CONTRIBUTION?

      1.2 DOES THE CUSTOMER KNOW?

           1.2.1 The Customer Values Execution If You Deliver

           1.2.2 The Signs Were There

      1.3 WHO DO I CONTRIBUTE TO?

           1.3.1 Contribution Chain Links Contributor(s) to Beneficiary

           1.3.2 Example Contribution Chains for Two Beneficiaries

      1.4 ESTIMATING CONTRIBUTION

           1.4.1 Net Present Value of Deliveries and Returns

           1.4.2 Customers and the Customer Interface

           1.4.3 Changes in Expected Value from Activity Contributions

           1.4.4 Total NPV vs Change in NPV

      1.5 Example: Two Source Contributors And Two Target Benefactors

      1.6 REMAINDER OF THE BOOK

2. FINDING CONTRIBUTION

      2.1 CONTRIBUTION ANALYSIS

           2.1.1 What is the Contribution Analysis?

           2.1.2 Contribution Analysis Methodology and Results

      2.2 THE CONTRIBUTION CHAIN

           2.2.1 What is the "Contribution Chain"?

           2.2.2 Contribution Chain vs Value Chain

           2.2.3 Contribution Analysis vs Activity Analysis

           2.2.4 Process Maps and Value Streams

           2.2.5 Summary of Contribution Chain Differences

      2.3 ONTOLOGY MODELING TOOLS

           2.3.1 IDEF0 Models

           2.3.2 Data Modeling

           2.3.3 CASE Modeling Methodologies

           2.3.4 Business Process Modeling Language

           2.3.5 Model Development and Validation

      2.4 THE CUSTOMER AND THE CUSTOMER INTERFACE

           2.4.1 Expectations of the Value Delivered to Customer

           2.4.2 Expectations of the Value Returned to Supplier

           2.4.3 Delivery and Receiving Activities

      2.5 PRESENT VALUE OF VALUE DELIVERIES

           2.5.1 Value of Product or Process Improvements

           2.5.2 Improved Delivery Timing

           2.5.3 Total NPV or Contribution to NPV?

      2.6 ACCOUNTING FOR CONTRIBUTION AND ITS DRIVERS

           2.6.1 Traditional Cost Accounting

           2.6.2 Activity Based Costing

           2.6.3 Flow Cost Accounting

           2.6.4 How Costing Methods Compare

3. PREDICTING CONTRIBUTION

      3.1 ENTERPRISE PERFORMANCE MODELS

           3.1.1 Standard vs Specialized Enterprise Metrologies

           3.1.2 Balanced Scorecard

           3.1.3 The US Air Force Model for Performance Management

           3.1.4 PACE Framework

           3.1.5 The Supply-Chain Operations Reference Model

           3.1.6 APQC's Process Classification Framework

           3.1.7 Benchmarking

           3.1.8 Developing and Using Key Performance Indicators

      3.2 CONTRIBUTION PREDICTION VS OBSERVATION

4. MAKING THE CASE FOR CONTRIBUTION

      4.1 ELEMENTS OF A BUSINESS CASE FOR CHANGE

           4.1.1 Existing products and processes (AS-IS)

           4.1.2 New products and processes (TO-BE)

           4.1.3 Transitional Products and Processes (HOW-TO)

           4.1.4 Return on Investment (ROI)

      4.2 TYPES OF BUSINESS CASES

           4.2.1 Business Plans

           4.2.2 Business Process Re-Engineering Case

5. IMPLEMENTING CONTRIBUTIONAL THINKING

      5.1 OVERVIEW OF CHANGE PROCESSES

      5.2 TYPE OF PROCESS CHANGE

           5.2.1 New Process Design

           5.2.2 Process Redesign

           5.2.3 Continuous Process Improvement and Streamlining

      5.3 TRANSITIONAL IMPLEMENTATION PROCESSES

           5.3.2 Key HOW-TO Processes

           5.3.3 Institutionalizing Contributional Thinking

           5.3.4 Stakeholder Buy-In

      5.4 PROCESS IMPLEMENTATION TOOLS

      5.5 METHODOLOGIES

           5.5.1 Business Process Reengineering

           5.5.2 Six Sigma

           5.5.3 Managing for Results Process

           5.5.4 Activity Based Management

      5.6 CONTRIBUTIONAL THINKING IMPLEMENTATION PROCESS

           5.6.1 Typical Implementation Process for Contribution Chain Value Delivery

           5.6.2 Cultural Considerations

6. CONCLUSION

      6.1 A VISION FOR AN ENTERPRISE OF CONTRIBUTORS

      6.2 CLOSURE

BIBLIOGRAPHY

GLOSSARY

INDEX