Throughput Accounting
There are many management accounting techniques such as activity-based costing, throughput accounting, lifecycle costing and back flush costing which it is sometimes claimed are modern, new and radical.

Throughput accounting emphasizes the link between production time and costs. It recognizes the fact that in a modem manufacturing environment most costs other than direct materials may be essentially fixed in the short term. A throughput-based costing system attributes costs (other than direct materials) to products on the basis of the time they spend being processed. A hold-up in production resulting in delayed completion of a product will result in additional costs being attributed to that product--not something a conventional cost-accounting system would recognize. However, throughput-based product costing is more a theoretical concept than a practical system. (Cahill, 1993)

The most common practical application of throughput accounting is in the development of performance measures linked to utilization of 'bottleneck' production facilities. Throughput (sales revenue less direct material costs) per hour in the bottleneck facility is a performance measure for individual products that acts as a guide for resource allocation. Total throughput is a performance measure for the whole factory. (Meall, 1992)

Is throughput accounting the same thing as limiting/key factor analysis? The latter is an approach to modeling that works well in a simple situation when all factors are known and stable. The application of throughput accounting is a system that offers insights to management in 'chaotic' but practical conditions where many products are being considered and prices are moving constantly. (Sillince, 1995)
Exploration of 'modern' management accounting techniques gives all sorts of insights into how business operations work and what accounting is all about. This is so even though those modem techniques may not be currently in common practical use--and may be subject to serious criticism.