I think this execrable term may come from Japanese business “English”. It refers to Japanese cost management or cost reduction programs:
[quote]From early on, the Japanese recognized that the most efficient way to keep costs down (many firms call their cost reduction programs cost down programs) was to design them out of their products, not to reduce them after the products entered production. This realization reflects a fundamental reality of cost management: the majority of a product’s costs (as much as 90 to 95 per cent according to some experts) are “designed in.” Consequently, effective cost control programs must focus on the design, in addition to the manufacturing, phase of a product’s life cycle. Matching where the savings can be achieved, the bulk of Japanese cost management systems are designed to reduce costs during the product development process not during manufacturing.
By adopting such a forward looking approach, where costs are designed out of products before they enter production, the focus of Japanese cost management systems shifted from feedback-oriented techniques, such as product costing and operational control, to feedforward-oriented techniques such as target costing and value engineering. This difference in orientation is critical. Japanese cost management programs are an integration of six distinct cost management techniques; target costing, value engineering, inter-organizational cost management systems, product costing, operational control, and kaizen.
Together, these six techniques give Japanese firms the ability to manage costs in three distinct ways. First, by controlling the mix of products that are manufactured and sold (this decision is supported by the target costing and product costing systems). Second, by reducing the costs of future products (this objective is supported by the target costing, value engineering, and inter-organizational cost management systems). And finally by reducing the costs of the existing products (this objective is supported by the product costing, operational control, and kaizen systems).[/quote]
here’s
[quote]Lesson #3 is the “price down/cost down” mentality of Japanese corporations. This means that Japanese managers understand that prices are more likely to fall than increase over time, therefore to continue to earn an acceptable Return on Investment (ROI) costs must also decrease over time. U.S. businesses continue to rely on the cost plus pricing method and therefore don’t consider the long-term costs of production in their pricing strategy.
Lesson #4 is the proactive role of cost management in Japanese corporations. In connection with the price down/cost down mentality discussed in Lesson #3, Japanese businesses manage costs during the product planning stage rather than later in the product life cycle. Accountants play a key role in this process in Japanese businesses; in contrast accountants in U.S. corporations are often the last group involved in the product development process and often report actual results of operation. [/quote]
I very much doubt that most managers in Taiwan understand this background, but I’m sure that some in the IT manufacturing business do.