1. ©The McGraw-Hill Companies, Inc. 2008McGraw-Hill/Irwin Chapter 2 Profitability: Business Success from Operations Success

2. 2-2 Operations provides the means to accomplish financial goals. Financial return must be good enough, given other alternatives. Uncertainty comes from not knowing, in advance, how customers will value outputs. (NPV) Net present value is the discounted cash flow over the life of the investment. The Link Between Value and Investment Results

3. 2-3 Net income: Net Sales – Cost of Goods sold – Depreciation – Interest - Taxes Challenge of Net Income  “My business made $50,000 last year” How did I do??? Evaluating Progress Toward “The Goal”

4. 2-4 Return on Equity It measures the income earned on the shareholder's investment in the business. Return on Equity = Net Income --------------------------- Average Equity

5. 2-5 Evaluating Profitability Return on Equity (ROE) –Net Income / Average Equity –Productivity of stockholder investment –Less directly applicable to operations managers because ROA measures the assets themselves But ultimately how the company is judged by investors

6. 2-6 Profitability Ratios Closely linked with income ratios are profitability ratios, which shed light upon the overall effectiveness of management regarding the returns generated on sales and investment. Gross Profit on Net Sales Gross Profit on Net Sales Ratio = (Net Sales - Cost of Goods Sold) ------------------------------------------------ Net Sales

7. 2-7 Profit Margin –Income/sales  Profit generated per dollar of sales. –Low costs  efficient use of operations resources in processes –High sales  high levels of value created by those processes Evaluating Profitability

8. 2-8 Return on Assets (ROA) –Net Income / Average Assets –Profit per dollar of assets –Efficient use of resources reduces asset needs –Relevant because operations managers control so many valuable assets Evaluating Profitability

9. 2-9 Return on Assets It measures the company's ability to utilize its assets to create profits. Return on assets = Net Income ------------------------------------------------------------------- [(Beginning Total Assets + Ending Total Assets) / 2]

10. 2-10 Return on Investment It measures the income earned on the invested capital. Return on Investment = Net Income -------------------------------------- Long-term Liabilities + Equity

11. 2-11 Fixed Asset Turnover It measures the utilization of the company's fixed assets. Sales Fixed Asset Turnover = ----------------------------- Fixed Average assets

12. 2-12 Turnover of Total Operating Assets Turnover of Total Operating Assets Ratio Net Sales = -------------------------------- Total Operating Assets Total operating assets = total assets - (long-term investments + intangible assets)

13. 2-13 Net Sales to Tangible Net Worth Net Sales to Tangible Net Worth Ratio = Net Sales ----------------------------------------- Tangible Net Worth Tangible Net Worth = owner's equity - intangible assets

14. 2-14 Operating Income to Net Sales Ratio or Profit from Operations Margin available to cover interest costs, taxes and dividends Operating Income to Net Sales Ratio Operating Income = --------------------------- Net Sales Operating income derives from ordinary business operations and excludes other revenue (losses), extraordinary items, interest on long-term obligations, and income taxes.income taxes

15. 2-15 EBIT to Total Assets EBIT to Total Assets Ratio = EBIT ------------------- Total Assets EBIT = Earning Before Interest and Taxes

16. 2-16 Sales to Total Assets Sales to Total Assets Ratio = Total Sales --------------------- Total Assets

17. 2-17 Asset Utilization Asset Turnover, it measures the amount of sales generated by each dollar of asset. Asset Turnover = Sales ---------------- total assets

18. 2-18 Inventory Inventory exists because of mismatch between supply and demand. Sometime it is economical to carry large amount of inventory, because: - it is readily available to meet the demand of the customers when they need it. - it is cheaper to produce in large quantity (economies of scale) - it is cheaper to buy in large quantity (discount)

19. 2-19 Inventory Inventory plays a specific role in the firm’s competitive strategy. - If a quicker response is the goal, they should carry a large quantity to send it to the customer quickly - If efficiency is the goal, they should produce or buy large quantity. Large scale operation reduces cost.

20. 2-20 Components of Inventory Cycle inventory – Average amount of inventory used to satisfy demand between receipt of supplier shipments. If a demand is 8000 units a month, a company could order 8000 units a month; or it could order 2000 units a week. However, larger quantity means higher carrying cost, and smaller quantity means higher ordering cost.

21. 2-21 Components of Inventory Safety stock – Inventory held for unforeseen demand. There is a trade- off between having too much inventory to take care of any demand, or having no inventory resulting in loss of sales.

22. 2-22 Beginning Inv. + Ending Inv. 2 Inventory Inventory turnover is the most common inventory productivity measure Inventory Turnover = Cost of goods sold ------------------------- Average Inventory Average inventory level is basis for productivity measurement

23. Average investment in inventory 8000/2 x 265 = $1,060,000 Monthly 8000/4 = 2000/2 x 265 = $ 265,000 Weekly ------------------------- Difference: $ 795,000

24. 2-24 Example 2.1 Deliveries of 8000 cases monthly (assume all are consumed evenly during a twenty five days during a month) Cases are valued at $265 Financial consequences of inventory turnover Average investment in inventory Monthly: $1,060,000 Daily: $ 84,800 ---------------------------------- Difference: $ 975,200 What is average level of inventory? What is average level of inventory if we change from monthly to daily delivery? Inventory

25. 2-25 Daily orders vs. Monthly Orders to Meet 100 unit/Month Demand Inventory Products and components of products sold Average inventory level is basis for productivity measurement. Inventory turnover is most common productivity measure.

26. 2-26 Days of Inventory Number of day’s worth of inventory that a company has on hand. Average Inventory Days of Inventory = ----------------------------------------------- (cost of goods sold / statement's period)

27. 2-27 Formulas for Measuring Supply-Chain Performance One of the most commonly used measures in all of operations management is “Inventory Turnover” In situations where distribution inventory is dominant, “Weeks of Supply” is preferred and measures how many weeks’ worth of inventory is in the system at a particular time

28. 2-28 Example of Measuring Supply-Chain Performance Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10. What is this year’s Inventory Turnover ratio? What does it mean?

29. 2-29 Example of Measuring Supply-Chain Performance (Continued) = $160/$35 = 4. 57 Since the company’s normal inventory turnover ratio is 10, a drop to 4.57 means that the inventory is not turning over as quickly as it had in the past. Without knowing the industry average of turns for this company it is not possible to comment on how they are doing competitively in the industry, but they now have more inventory relative to their cost of goods sold than before. = $160/$35 = 4. 57 Since the company’s normal inventory turnover ratio is 10, a drop to 4.57 means that the inventory is not turning over as quickly as it had in the past. Without knowing the industry average of turns for this company it is not possible to comment on how they are doing competitively in the industry, but they now have more inventory relative to their cost of goods sold than before.

30. 2-30 Inventory to Net Working Capital It provides an idea of the danger of unfavorable changes in inventory to the excess of current assets over current liabilities. Inventory to Net Working Capital = Inventory -------------------------------------------- (current assets - current liabilities)

31. 2-31 Local vs. Global Optima – Productivity Tradeoffs It is not always possible to maximize productivity everywhere –Tradeoffs are required. Example: Inventory vs. Service Levels –Service Level  Percent of demand satisfied from stock Svc. Level Inv. 0 100 0 ∞ To increase service level, Inventory levels must be increased.

32. 2-32 Productivity Output Productivity = --------------------- input

33. 2-33 Measurement Improvement Two ways to increase productivity: Increase output (numerator), decrease input (denominator), or both. For profitability, increase net income or decrease costs (or assets) or do both.

34. 2-34 Often the greatest resource Often the most difficult resource to manage Productivity measurement depends on the objective and the behavior desired. Monthly Performance Data for Sales Force Possible Productivity Measures for Sales Force Workforce

35. 2-35 7-38 Definition and Measures of Capacity Capacity: Designed Capacity: Effective capacity or Expected Capacity: Rated Capacity: The maximum output of a system in a given period The maximum capacity that can be achieved under ideal conditions Maximum possible output given a mix, schedule difficulties, machine maintenance, quality factors, and so on. Maximum usable capacity RC = (Capacity x Utilization x Efficiency)

36. 2-36 CAPACITY ACTUAL OUTPUT : the rate of output actually achieved. EFFECTIVENESS: EXPECTED CAPACITY DESIGNED CAPACITY

37. 2-37 7-40 Measure of planned or actual capacity usage of a facility, work center, or machine Utilizationn ACTUALOUTPUT DESIGNED CAPACITY  Utilization

38. 2-38 7-41 Measure of how well a facility or machine is performing when used Efficiency ACTUAL OUTPUT EXPECTEDCAPACITY  Efficiency

39. 2-39 Capacity is the capability to produce output in a given amount of time. Utilization: Comparison of time spent actually working against theoretical time available to work Actual running time/time available Capacity: Equipment

40. 2-40 Capacity: Equipment Efficiency –Efficiency is the comparison of what actually happened to what “should have” happened –Actual output/ Standard output Standard = 5400/hour

41. 2-41 Approaches to Incorporating Probabilities in the Decision Making Process Expected Monetary Value (EMV) approach –Provides the decision maker with a value that represents an average payoff for each alternative. Expected Opportunity Loss (EOL) –The opportunity losses for each alternative are weighted by the probabilities of their respective states of nature to compute a long-run average opportunity loss, and the alternative with the smallest expected loss is selected as the best choice. Expected Value of Perfect Information (EVPI) –A measure of the difference between the certain payoff that could be realized under a condition of certainty and the expected payoff under a condition involving risk.

42. 2-42 Decision Tree Analysis A Decision Tree is a useful tool for organizing decisions by identifying expected revenues associated with alternatives. –They provide a very structured framework for a decision, so that all alternatives can be understood –They enable the decision maker to quantify uncertainty –They allow the decision maker to mix facts and predictions –They provide the best outcome, given the available information

43. 2-43 Decision Tree Format Decision trees are used by decision makers to obtain a visual portrayal of decision alternatives and their possible consequences.

44. 2-44

45. 2-45 The Balanced Scorecard A management system that maps an organization’s strategic objectives into performance metrics in four perspectives: Financial, internal processes, customers, and learning and growth. These perspectives provide relevant feedback as to how well the strategic plan is executed so that adjustments can be made when needed.

46. Balanced Scorecard Measuring performance beyond financial measures

47. Balance Scorecard Measuring performance beyond financial measures

48. Four Perspectives in Balanced Scorecard Customer Perspective (value-adding view) Mission : to achieve our vision by delivering value to customers Internal perspective (process-based view) Mission : to promote efficiency and effectiveness in our business process

49. Four Perspectives in Balance Scorecard Financial Perspective (shareholders’ view) Mission : to succeed financially, by creating value to shareholders Learning and growth perspective (future view) Mission: to achieve our vision by sustaining innovation and changing capabilities through continuous improvement and preparation for future challenges

50. The Balanced Scorecard Framework Consists of: 1. Financial Performance Objective – how to use strategy to set objects Measures – what will be measured and how Target - Stated Target (goal) Initiatives - Action needed to achieve the goal

51. The Balanced Scorecard Framework Consists of: 2. Customers Objective – how to use strategy to set objects Measures – what will be measured and how Target - Stated Target (goal) Initiatives - Action needed to achieve the goal

52. The Balanced Scorecard Framework Consists of: 3. Internal Processes Objective – how to use strategy to set objects Measures – what will be measured and how Target - Stated Target (goal) Initiatives - Action needed to achieve the goal

53. The Balanced Scorecard Framework Consists of: 4. Learning and Growth Objective – how to use strategy to set objects Measures – what will be measured and how Target - Stated Target (goal) Initiatives - Action needed to achieve the goal