1. Chapter 27 Cost Management for Just-in-Time Environments
Student Version
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2. Describe just-in-time manufacturing practices.
Learning Objective 1
Describe just-in-time manufacturing practices. 2

3. Just-in-Time Practices
LO 1
Just-in-Time Practices
Just-in-time processing (JIT), sometimes called lean manufacturing, is a philosophy that focuses on reducing time and cost, and eliminating poor quality.

4. LO 1
Reducing Inventory
Just-in-time (JIT) manufacturing views inventory as wasteful and unnecessary. As a result, JIT emphasizes reducing or eliminating inventory.
Under traditional manufacturing, inventory often hides underlying production problems.
JIT manufacturing attempts to solve and remove production problems.

5. LO 1
Reducing Lead Time
Lead time, sometimes called throughput time, is a measure of the time that elapses between starting a unit of product and completing the unit of product. The lead time can be classified as one of the following:
Value-added lead time, which is the time spent in converting raw materials into a finished unit of product.
Non-value-added lead time, which is the time spent while the unit of product is waiting or being moved to the next production process.

6. Value-Added Ratio The value-added ratio is computed as follows:
Value-Added Ratio
The value-added ratio is computed as follows:
Value-Added Ratio =
Value-Added Lead Time
Total Lead Time

7. LO 1
Reducing Setup Time
A setup is the effort spent preparing an operation or process for a production run. If setups are long and costly, the batch size (number of units) for the related production run is normally large.
Large batch sizes allow setup costs to be spread over more units and, thus, reduce the cost per unit.

8. LO 1
Reducing Setup Time
Automotive Components Inc. manufactures engine starters as follows:
(continued)

9. LO 1
Reducing Setup Time
The total within-batch wait time is 936 minutes, as computed below:
The total lead time is 985 minutes, as computed below:
(continued)

10. LO 1
Reducing Setup Time
Based on the data in the preceding slides, the value-added ratio is approximately 2.4%, as computed below:
Value-Added Ratio =
Value-Added Lead Time
Total Lead Time
Value-Added Ratio =
( ) minutes
985 minutes
= 2.4% (rounded)
Value-Added Ratio

11. LO 1
Reducing Setup Time
Automotive Components can increase its value-added ratio by:
reducing setups so that the batch size is one unit (termed one-piece flow), and
moving the Machining, Assembly, and Testing operation closer to each other.

12. Emphasizing Product-Oriented Layout
LO 1
Emphasizing Product-Oriented Layout
If the manufacturing process is organized around a product, it is called a product-oriented layout (or product cells).
If the manufacturing process is organized around a process, it is called a process-oriented layout.

13. Emphasizing Product-Oriented Layout
LO 1
Emphasizing Product-Oriented Layout
Just-in-time normally organizes manufacturing around products rather than processes. Organizing work around products reduces:
Moving materials and products between processes
Work in process inventory
Lead time
Production costs

14. Emphasizing Employee Involvement
Employee involvement is a management approach that grants employees the responsibility and authority to make decisions about operations by:
Organizing employees into product cells.
2. Cross-training employees to perform any operation within the product cell.

15. Emphasizing Pull Manufacturing
LO 1
Emphasizing Pull Manufacturing
Producing items only as they are needed by the customer is called pull manufacturing (or make to order).
A system that accomplishes pull manufacturing is often called kanban (Japanese for “cards”). Electronic cards or containers signal production quantities to be filled by the preceding operation.

16. Emphasizing Pull Manufacturing
LO 1
Emphasizing Pull Manufacturing
In contrast, the traditional approach is to schedule production based on forecasted customer requirements. This principle is called push manufacturing (or make to stock).

17. Emphasizing Zero Defects
LO 1
Emphasizing Zero Defects
Just-in-time manufacturing attempts to eliminate poor quality. Poor quality creates:
Scrap
Rework required to fix the product
Disruption in the production process
Dissatisfied customers
Warranty costs and expenses

18. Emphasizing Supply Chain Management
LO 1
Emphasizing Supply Chain Management
To enhance the interchange of information between supplier and customers, supply chain management often uses:
Electronic data interchange (EDI) which uses computers to communicate
Radio frequency identification devices (RFID), which are electronic tags placed on or embedded with products that can be read by radio waves that allow instant monitoring of product location

19. Emphasizing Supply Chain Management
LO 1
Emphasizing Supply Chain Management
Enterprise resource planning (ERP) systems, which are used to plan and control internal and supply chain operations

20. Apply just-in-time practices to a non-manufacturing setting.
Learning Objective 2
Apply just-in-time practices to a non-manufacturing setting.
Note: A discussion of Learning Objective 2 does not appear in the student version.

21. Learning Objective 3
Describe the implications of just-in-time manufacturing on cost accounting and performance measurement.

22. Accounting for JIT Manufacturing
LO 3
Accounting for JIT Manufacturing
In just-in-time manufacturing, the accounting system has the following characteristics:
Fewer transactions. There are fewer transactions to record, thus simplifying the accounting system.
Combined accounts. All in process work is combined with raw materials to form a new account, Raw and In Process (RIP) Inventory.

23. Accounting for JIT Manufacturing
LO 3
Accounting for JIT Manufacturing
Combined accounts. Direct labor is combined with other costs to form a new account titled Conversion Costs.
Nonfinancial performance measures. Nonfinancial performance measures are emphasized.
Direct tracing of overhead. Indirect labor is directly assigned to product cells, thus, less factory overhead is allocated to products.

24. LO 3
Fewer Transactions
The accounting system for just-in-time manufacturing is simplified by eliminating the accumulation and transfer of product costs by departments. This type of accounting is termed backflush accounting.

25. LO 3
Combined Accounts
Anderson Metal Fabricators, a manufacturer of metal covers for electronic test equipment, has an annual budgeted conversion cost of $2,400,000 and 1,920 planned hours of production. The cell conversion cost rate is determined as follows:
Cell Conversion Cost Rate =
Budgeting Conversion Cost
Planned Hours of Production
Cell Conversion Cost Rate =
$2,400,000
1,920 hours
$1,250 per ton =

26. LO 3
Combined Accounts
Assume that Anderson Metal’s cover product cell is expected to require 0.02 hour of manufacturing time per unit. Thus, the conversion cost for the cover is $25 per unit, as shown below.
Conversion Cost for Cover
Manufacturing Time
Cell Conversion Cost Rate = × =
0.02 hours × $1,250 =
$25 per unit

27. A separate Raw Materials account is not used.
LO 3
Combined Accounts
Steel coil is purchased for producing 8,000 metal covers. The purchase cost was $120,000, or $15 per unit.
Raw and In Process Inventory 120,000
Accounts Payable 120,000
To record material purchases.
A separate Raw Materials account is not used.
(continued)

28. LO 3
Combined Accounts
Conversion costs are applied to 8,000 covers at a rate of $25 per cover.
Raw and In Process Inventory 200,000
Conversion Costs 200,000
To record applied conversion
costs of the medium-cover line.
The Raw and In Process Inventory account is used to accumulate the applied conversion costs.
(continued)

29. Combined Accounts All 8,000 covers were completed in the cell. LO 3
Combined Accounts
All 8,000 covers were completed in the cell.
Finished Goods Inventory 320,000
Raw and In Process Inventory 320,000
To transfer the cost of
completed units to finished
goods.
Materials
($15 x 8,000 units) $120,000
Conversion
($25 x 8,000 units) 200,000
Total $320,000
This is a backflush transaction because the Raw and In Process Inventory account balance is zero after the transfer.
(continued)

30. LO 3
Combined Accounts
Of the 8,000 units completed, 7,800 were sold and shipped to customers at $70 per unit.
Accounts Receivable 546,000
Sales 546,000
To record sales.
7,800 × $70
Cost of Goods Sold 312,000
Finished Goods Inventory 312,000
To record cost of goods sold.
7,800 × $40
(concluded)

31. Describe and illustrate activity analysis for improving operations.
Learning Objective 4
Describe and illustrate activity analysis for improving operations.

32. LO 4
Activity Analysis
An activity analysis determines the cost of activities based on an analysis of employee effort and other records. An activity analysis can be used to determine the cost of:
Quality
Value-added activities
Processes

33. LO 4
Cost of Quality
Prevention costs, which are costs of preventing defects before or during the manufacture of the product or delivery of services.
Appraisal costs, which are costs of activities that detect, measure, evaluate, and inspect products and process to ensure that they meet customer needs.
(continued)

34. LO 4
Cost of Quality
Internal failure costs, which are costs associated with defects discovered before the product is delivered to the consumer.
External failure costs, which are costs incurred after defective products have been delivered to consumers.

35. Pareto Chart of Quality Costs
LO 4
Pareto Chart of Quality Costs
Managers want information displayed so that the important problems or issues can be identified quickly. One method of reporting information is the Pareto chart.
A Pareto chart is a bar chart that shows the totals of an attribute for a number of ranked categories.

36. Cost of Quality Report A cost of quality report normally reports the:
LO 4
Cost of Quality Report
A cost of quality report normally reports the:
Total activity cost for each quality cost classification
Percent of total quality costs associated with each classification
Percent of each quality cost classification to sales

37. Value-Added Activity Analysis
LO 4
Value-Added Activity Analysis
A value-added activity is one that is necessary to meet customer requirements.
A non-value-added activity is not required by the customer, but occurs because of mistakes, errors, omissions, and process failures.

38. Process Activity Analysis
LO 4
Process Activity Analysis
Assume the cost of a firm’s four activities are as follows:
If 10,000 sales orders are filled during the current period, the per unit process cost is $8 per order ($80,000/10,000 orders).
(continued)

39. Process Activity Analysis
LO 4
Process Activity Analysis
Masters Company determines that only new customers need to have a credit check. It is estimated that only 25% of sales orders would require credit checks. In addition, by revising the warehouse product layout, it is estimated that the cost of picking orders can be reduced by 35%.
(continued)

40. Process Activity Analysis
LO 4
Process Activity Analysis
If 10,000 orders will be filled, the cost savings from these two improvements are as follows:
(concluded)

41. Cost Management for Just-in-Time Environments
The End