Managerial Accounting: Overview Chapter One FINANCIALMANAGERIAL OutsideInside Follow GAAP/IFRSTimely and Relevant Standard Report FormatReports unstructured
TRADITIONALLY “Idleness Waste Money” or if manpower and machine are not running you are losing money
Push through production---old PUSH through Production –old way Three inventories: Raw Materials (RM), Work in Process(WIP), Finished Goods (FG) RM | WIP FG Company Queque Results in Large Inventory waiting to be sold
Lean Production Lean means Less Costs Advantages: Lower Inventory required Fewer Defects Less Wasted Effort Quicker Customer Response
Lean production con’t Summaries all theories into 1 Value Added Flow Chart of Activities Manufacturing Cell Just in Time (JIT) Theory of Constraints
Value Added Activities that add value per customer Chip Box vs Dove Box
Flow Chart of Activities Actions required to make product Smores Burn Place between Add SQUEEZE Marshmellow Graham Cracker chocolate
Add the 3 M’s (Manpower, Machines, Materials) Smores Burn Place between Add SQUEEZE Marshmellow Graham Cracker chocolate Cook Cook Cook Cook Burner/Fork Fork Clipper Press Marshmellow 2 Graham Crk Choc Sq
Traditional Production Several large Machines with only one job each Mixing Machine Cutting Machine Wrapping Machine
Manufacturing Work Cell One Machine performing several jobs Several Multi-job Machines Each Machine Mixes-Cuts-Wraps
Just In Time (JIT) Pull Through Production--- Customer initiates RM WIP FG (Customer order) Shipped immediately to customer No queing of inventory
Theory of Constraints Control of Bottlenecks Increase capacity to remove bottleneck where process has smallest capacity Freeway system --- Norwalk on Interstate 5 Throughput time--- Cycle time to manufacture a product