1. ©The McGraw-Hill Companies, Inc. 2008McGraw-Hill/Irwin Chapter 5 Cost: The Price of Value Creation

2. 5-2 Learning Objectives Describe the relationship between cost and value. Understand how costs affect the three profitability measures. Describe why costs are important in operations. State the dangers of using average costs. Explain why it is important to be able to assign operations costs. Explain the concepts of tracing and allocating costs. Define the components of product cost. Describe how cost reduction relates to productivity improvement. Explain the concepts of standards and variances. Compute usage, price, and total variances. Understand the difference between total cost and cost per unit. Conduct a breakeven analysis.

3. 5-3 Cost versus Price Cost Tieiness Cost – A scarce resource given up in order to obtain a current or future benefit. Price – Amount of money a seller agrees to accept in return for something, like a product or service.

4. 5-4 Paying for Value Cost includes all resource outlays over the life of the product or service –The cost is not necessarily monetary –Increasing cost detracts from value –Cost includes all resource outlays over the life of the product or service. –While most value attributes enhance value, cost is almost always viewed as an overriding negative factor.

5. 5-5 Price vs. Total Cost: Customer Perspective Non-Price dimensions of Cost –Shipping/Distribution –Repairs and maintenance –Related expenditures (insurance, supplies, etc.)

6. 5-6 Price vs. Total Cost: Customer Perspective Non-financial costs –Quality, flexibility, response time Non-financial costs are difficult to include in decision-making –They are difficult to quantify –In tradeoffs, quantifiable measures often win Firms struggle to incorporate non-monetary costs (and benefits) into decision-making –Ignoring them implicitly says they are zero –The balanced scorecard (coming later) is an approach to include non- financial issues.

7. 5-7 Profitability and Cost Net income is in the numerator of Profit Margin, Return on Assets, and Return on Equity Net Income = Net Sales - Cost of Goods Sold – Selling and Administrative Costs – Depreciation- Interest Paid – Taxes Reduced Costs Higher Net Income Greater Profitability

8. 5-8 Types of Costs Expected costs: Forecasted payments for future benefits. Actual costs: Past payments for currently owned resources. Out-of-pocket costs: Cash payments made for resources. Product costs: Costs of resources used to make products. Period costs: Costs of resources used in nonproduction elements of a business. Total costs: Costs of all resources obtained in a particular period.

9. 5-9 Average Costs Can be Great for comparing current costs to historic. Can be Great for making comparisons with competitors. Can be Dangerous because there is no “average” product or “average” customer. Can be Dangerous because they can lead to ignoring important details.

10. 5-10 Costs and the Value Chain The Value Chain is a model of the way processes are linked together. –It identifies all of the parts of the supply chain that add value. –All value is added through processes, but all costs are not. What is missing? –Administrative support functions like accounting, legal services, computer services, personnel functions, etc.

11. 5-11 All activities directly and indirectly generate costs. –An activity must generate more value than cost, or it should be eliminated Most businesses have a pretty good understanding of total costs (i.e., they know how much they spent last year) Costs and the Value Chain

12. 5-12 Assigning Operations Costs Direct (value chain) and indirect cost generators need to be assigned and analyzed Resource Cost: What the business spent on a particular resource

13. 5-13 Assigning Operations Costs Cost object: an item for which costs are measured or assigned.

14. 5-14 Direct Tracing: Costs (e.g., direct labor & materials) are physically associated with a cost object –For example: direct labor or direct materials –Or the link may be made by observation Assigning Operations Costs

15. 5-15 Assigning Operations Costs Direct Tracing example: A product requires eight hours of labor to assemble It uses $1,000 in materials Labor costs are $100 per hour Product Cost = $1,000 + (8 * $100) = $1,800 for direct labor and material

16. 5-16 Assigning Operations Costs Driver Tracing – A resource (cost) driver is used to provide the link between the cost and the cost object –Resource drivers measure demands placed on resources by activities and are used to assign costs of resources to activities

17. 5-17 Assigning Operations Costs Activity drivers: Measure demands that cost objects place on activities –Activity Drivers are used to assign the costs of associated activities to cost objects

18. 5-18 Driver Tracing example: A company spends $50,000/month on Human Resources 80% of HR time is spent hiring and training direct labor personnel The plant consumes a total of 1600 direct labor hours/month (10 people * 40 hours/week * 4 weeks) Use Direct Labor hours as “Activity Driver” = $25 per hour ($40,000/1600 direct labor hours) Recall: 8 hours of direct labor per product = 8 * $25 = $200 in HR cost Product Cost = $1,800 for direct labor and material $200 for HR costs $2,000 total cost Assigning Operations Costs

19. 5-19 Components of Product Cost Production costs: associated with actual production. Nonproduction costs: associated with selling and administration. Direct materials: materials that can be traced directly to the good or service being produced. Direct labor: labor that can be traced directly to the good or service being produced. Overhead: all other nondirect costs.

20. 5-20 Putting Cost Information to Work for Operations: Standards and Variances Standards –Are what should happen in terms of... Quantity (output or usage per unit of time) Price (price per unit) Actuals –What actually got used in production May be more or less than standard Variance Analysis –The comparison of standards to actuals in order to assess operating performance

21. 5-21 Putting Cost Information to Work for Operations: Standards and Variances Example: Company produced units at a total cost of $23.14 per batch Their standards tell them it should only have cost them $18.00 per batch What went wrong? Did they pay too much for material?? Or use too much material??

22. 5-22 Variance Analysis – Materials Example 1 Required information: –Standard usage rate (standard quantity): how much do you expect to use of the resource? Example: 15 ounces per 50-gallon batch –Standard price: How much do you expect to pay for the resource? Example: $1.20 per ounce –Actual usage rate (actual quantity): how much did you actually use of the resource? Example: 16.3 ounces per 50-gallon batch –Actual price: how much did you actually pay for the resource? Example: $1.42 per ounce

23. 5-23 Variance Analysis – Materials Example 1

24. 5-24 Variance Analysis – Materials Example 2 Same Standards –Standard Quantity - 15 ounces per 50-gallon batch –Standard Price - $1.20 per ounce New Actual Usage Assumptions –Actual Quantity – 12 ounces per 50-gallon batch –Actual Price - $1.50 per ounce

25. 5-25 Variance Analysis – Materials Example 2 What is the Total Variance? –(Actual Quant * Actual Price) – (Standard Quant * Standard Price) –(12 * $1.50) – (15 * $1.20) = $18.00 - $18.00 –$0.00 What is the Price Variance? –(Actual Quant * Actual Price) – (Actual Quant * Standard Price) –(12 * $1.50) – (12 * $1.20) = $18.00 - $14.40 –Overage of $3.60 per 50-gallon batch on price What is the Usage Variance? –(Actual Quant * Standard Price) – (Standard Quant. * Standard Price) –(12 * $1.20) – (15 * $1.20) = $14.40 - $18.00 – Underage of $3.60 per 50-gallon batch on materials

26. 5-26 Variance Analysis – Materials Example 3 Same Standards –Standard Quantity - 15 ounces per 50-gallon batch –Standard Price - $1.20 per ounce New Actual Usage Assumptions –Actual Quantity – 12 ounces per 50-gallon batch –Actual Price - $1.40 per ounce

27. 5-27 Variance Analysis – Materials Example 3 What is the Total Variance? –(Actual Quant * Actual Price) – (Standard Quant * Standard Price) –(12 * $1.40) – (15 * $1.20) = $16.80 - $18.00 –Underage of $1.20 per 50-gallon batch What is the Price Variance? –(Actual Quant * Actual Price) – (Actual Quant * Standard Price) –(12 * $1.40) – (12 * $1.20) = $16.80 - $14.40 –Overage of $2.40 per 50-gallon batch on price What is the Usage Variance? –(Actual Quant * Standard Price) – (Standard Quant. * Standard Price) –(12 * $1.20) – (15 * $1.20) = $14.40 - $18.00 – Underage of $3.60 per 50-gallon batch on materials

28. 5-28 Variance Analysis Helps in determining where things did not go according to plan. Can be used for many kinds of resources, including –Materials –Labor –Overhead

29. 5-29 Variance Analysis When and how to update standards can be a big decision –Line managers may not want to update quantity standards if they are getting better (sandbagging) Detecting the variance is the first step, understanding them can be much more complicated –Are negative price variations due to poor practices or just generally rising prices?

30. 5-30 Breakeven Analysis Breakeven analysis is an analytical process that compares the fixed and variable costs of alternatives in order to identify the best alternative for a given volume of output. –Fixed costs are costs that are not affected by volume. –Variable costs are costs that increase or decrease as units produced increase or decrease. The total cost curves are assumed to be linear and can be created by using the basic formula for a line: y = a + bn Where y is the total cost for producing n units, a is the fixed cost, and b is the variable cost per unit.

31. 5-31 Breakeven Analysis Example Insert Exhibit 5.7 Three alternatives:

32. 5-32 Breakeven Analysis Insert Exhibit 5.8 WEEZL is the low-cost alternative for volumes below 230,508. Market Probe is the low-cost alternative for volumes between 230,508 and 387,097 Prophecy is the low-cost alternative for volumes greater than 387,097

33. 5-33 Nonfinancial Costs Some resources are difficult to quantify. Examples: quality, flexibility, response time, etc. In tradeoffs, quantifiable measures often win. Balanced scorecard is an approach to include nonfinancial issues.

34. 5-34 The Balanced Scorecard