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1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western,

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Presentation on theme: "1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western,"— Presentation transcript:

1 1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star Logo, and South-Western are trademarks used herein under license. MANAGEMENT ACCOUNTING 8 th EDITION BY HANSEN & MOWEN 1 INTRODUCTION 16 LEAN ACCOUNTING, TARGET COSTING, & BALANCED SCORECARD

2 2 LEARNING GOALS After studying this chapter, you should be able to: LEARNING OBJECTIVES

3 3 1.Describe the basic features of lean manufacturing. 2.Describe lean accounting. 3.Explain the basics of life-cycle cost management & target costing. 4.Discuss the basic features of the Balanced Scorecard & its role in lean manufacturing. LEARNING OBJECTIVES Click the button to skip Questions to Think About

4 4 QUESTIONS TO THINK ABOUT: Allen Autoparts, Inc. How does lean manufacturing change cost accounting & management?

5 5 QUESTIONS TO THINK ABOUT: Allen Autoparts, Inc. What are the similarities between JIT & lean manufacturing?

6 6 QUESTIONS TO THINK ABOUT: Allen Autoparts, Inc. How are products assigned costs in a lean manufacturing environment?

7 7 QUESTIONS TO THINK ABOUT: Allen Autoparts, Inc. Why are processes so important to performance management?

8 8 QUESTIONS TO THINK ABOUT: Allen Autoparts, Inc. Are lean manufacturing and the Balanced Scorecard compatible approaches?

9 9 1 Describe the basic features of lean manufacturing. LEARNING OBJECTIVE

10 10 ALLEN AUTOPARTS: Background Allen Autoparts is concerned about competition in an environment that changes rapidly. They need to exercise better control, reduce costs, become more efficient, and gain operating efficiencies. Can lean manufacturing help? LO 1

11 11 LEAN MANUFACTURING: Definition Is an approach designed to eliminate waste & maximize customer value. LO 1

12 12 DIMENSIONS OF LEAN MANUFACTURING  Delivering the right product  Right quantity  Right quality (zero defect)  At time needed  At lowest possible cost  A cost reduction strategy that redefines activities performed LO 1

13 13 5 PRINCIPLES OF LEAN THINKING 1.Precisely specify value by each particular product 2.Identify the “value stream” for each 3.Make value flow without interruption 4.Let customer pull value from producer 5.Pursue perfection LO 1

14 14 VALUE BY PRODUCT: Definition Is when only value-added features should be produced; non-value-added activities should be eliminated. LO 1

15 15 VALUE STREAM: Definition Is all activities, both value-added & non-value-added, required to bring product group or service from starting point to finished product in hands of customer. LO 1

16 16 VALUE STREAM  Types of value streams  Order fulfillment  New product  Value stream activities  Non-value-added  Activities avoidable in the short run  Unavoidable activities due to current technology or production method  Value added LO 1

17 17 ORDER FULFILLMENT VALUE STREAM LO 1 EXHIBIT 16-1 Order fulfillment provides current products to current customers.

18 18 VALUE FLOW Changes the traditional manufacturing setup for batches to a cellular approach in order to:  Reduce setup time  Reduce changeover time LO 1

19 19 MANUFACTURING CELL: Definition Contains all operations in close proximity that are needed to produce a family of products. LO 1

20 20 TRADITIONAL BATCH SYSTEM LO 1 EXHIBIT 16-3A Note time lost in moving & waiting.

21 21 CELLULAR SYSTEM LO 1 EXHIBIT 16-3B Time saved over traditional manufacturing is 90 minutes (150 – 60).

22 22 PULL VALUE Lean manufacturing uses a demand pull system to reduce waste.  JIT inventory  Reduces inventory levels  Requires close relations with suppliers  Suppliers benefit from  Long term relations  Better competitive position LO 1

23 23 2 Describe lean accounting. LEARNING OBJECTIVE

24 24 LEAN ACCOUNTING: A Comparison LO 2 Traditional cost management systems may not be compatible with Lean Accounting. Lean Accounting makes product costs more simple & direct. More labor and overhead costs are assigned to products through direct tracing rather than allocation.

25 25 FOCUSED VALUE STREAMS: Definition Allow overhead costs to be assigned through driver tracing of costs in a lean accounting system. LO 2

26 26 FOCUSED VALUE STREAMS  Are more simple & accurate in product costing  Have limitations  Initially, labor costs may be difficult to assign if people are employed in several value streams  Labor costs should assigned proportionately  Are organized around a family of products LO 2

27 27 FORMULA: Multiple Products Costs are assigned proportionately when multiple products are produced. LO 2 Value stream product cost: = Total value stream cost of period ÷ Units shipped of period = $600,000 / 5,000 = $120 per unit

28 28 VALUE STREAM REPORTING LO 2 EXHIBIT 16-6 Costs are collected, reported by value stream; outside costs reported separately.

29 29 VALUE STREAM DECISIONS  May lead to  Short term decisions  May not reflect long term consequences LO 2

30 30 PERFORMANCE MEASUREMENT: A Comparison LO 2 Lean accounting replaces standard cost system measurements with a Box Scorecard that compares a) operational, b) capacity, & c) financial metrics with prior week performances. A mixture of financial & nonfinancial measures are used.

31 31 BOX SCORECARD LO 2 EXHIBIT 16-7 Comparison measures point to future desired goals.

32 32 3 Explain the basics of life-cycle cost management & target costing. LEARNING OBJECTIVE

33 33 What are product life cycle & life cycle costs? Product life cycle is the time a product exists from conception to abandonment. Life cycle costs are all costs associated with a product for its life cycle. LO 3

34 34 VALUE CHAIN: Definition Is the set of activities required to design, develop, produce, market, and service a product. LO 3

35 35 When are most costs incurred? During the development stage. This is also the time costs should best be managed. LO 3

36 36 WHOLE-LIFE PRODUCT COST  Product cost is  Nonrecurring costs  Planning,  Designing,  Testing  Manufacturing costs  Logistic costs  Customer’s postpurchase costs LO 3

37 37 TARGET COST: Definition Is the difference between sales price needed to capture a predetermined market share & desired per-unit profit. LO 3

38 38 TARGET COSTING Uses 1 of 3 methods  Reverse engineering  Tearing down a competitors product to discover design features that create cost reductions  Value analysis  Attempting to assess the value placed on product functions by customers  Process improvement LO 3

39 39 TARGET COSTING MODEL LO 3 EXHIBIT 16-9 When desired profit not met, target product costing to redesign product, process.

40 40 OTHER ISSUES  Short life cycles  Life cycle cost management even more important when life cycle is short LO 3

41 41 LIFE CYCLE COSTING: A Comparison LO 3 Life cycle costing includes development costs unlike conventional cost systems. Inclusion of more cost information can be useful for assessing effects on costs and benefit future design.

42 42 PERFORMANCE REPORT: Life Cycle Costing LO 3 EXHIBIT Variances are computed between actual & budgeted costs.

43 43 4 Discuss the basic features of the Balanced Scorecard & its role in lean manufacturing. LEARNING OBJECTIVE

44 44 BALANCED SCORECARD: Definition Translates an organization’s mission & strategy into operational objectives & performance measures. LO 4

45 45 BALANCED SCORECARD PERSPECTIVES  Financial perspective  Economic consequences of actions taken in other 3 perspectives  Customer perspective  Defines customer & market segments where the business unit will compete  Internal business process perspective  Describes internal processes needed to provide value for customers, owners  Learning & growth (infrastructure) perspective  Defines capabilities that an organization must have to create long term growth & improvement LO 4

46 46 STRATEGY + TRANSLATION Is the ways in which a company implements it strategy for profit & growth within the balanced scorecard framework. It includes choices of type of customer, product, market, internal & business processes, etc. Strategy translation means specifying objectives, measures, targets & initiatives. LO 4

47 47 STRATEGY TRANSLATION PROCESS LO 4 EXHIBIT Vision & strategy works through 4 perspectives to reach targets & initiatives.

48 48 PERFORMANCE MEASURES Must be balanced between:  Lead measures (performance drivers)  Lag (outcome) measures  Objective (quantifiable & verifiable) measures  Subjective (more judgmental) measures  Financial & nonfinancial measures  External & internal measures LO 4

49 49 LINKING PERFORMANCE MEASURES & STRATEGY  Testable strategy  Using cause & effect  Link objectives to overall goal  Double loop feedback  Managers receive information on effectiveness of strategy & its underlying assumptions  Single loop feedback  Emphasizes only effectiveness of strategy LO 4

50 50 TESTABLE STRATEGY LO 4 EXHIBIT Strategy map illustrates quality improvement strategy.

51 51 FINANCIAL PERSPECTIVE  Flows from other 4 perspectives  Revenue growth  Cost reduction  Asset utilization LO 4

52 52 CUSTOMER PERSPECTIVE  Source of revenue component within the financial perspective  Core objectives & measures  Customer value  Difference between what customers receive and what they have given up  Delivery reliability LO 4

53 53 PROCESS PERSPECTIVE  Process value chain made up of 3 processes  Innovation process  Operations process  Cycle time & velocity  Manufacturing cycle efficiency  Day-by-hour report  Post sales service process LO 4

54 54 LEARNING & GROWTH PERSPECTIVE  Source of capabilities that enable the accomplishment of other 3 perspectives  Employee capabilities  Motivation, empowerment, alignment  Information systems capabilities LO 4


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