Professional Documents
Culture Documents
By A Aruldoss Vithakan
04/06/11 1
Strategic Management
• Traditional Management accounting is based on
comparing actual results against pre set
standard (Typically budget), identifying and
analysing variances and taking remedial
action to ensure that future outcomes confirm
with budgeted outcomes.
• Existing activities are not reviewed.
• They are based on cost containment rather than
cost reduction.
• But strategic management is focuses on cost
reduction and continuous improvement.
•
04/06/11 2
Cost Management And Strategy-
• Wall Mart- TheAn Overview
world’s largest retail Chain- has
grown to that stage by scrupulously following
their mission-”We exist to provide value to the
customer”
• They achieved such a growth by following a
stringy of using extensively the technology
and opportunity oriented management style
that values change and experimentation
• It focus on friendly customer service and
aggressive efforts to grow the business
globally.
04/06/11 3
Strategic Cost Management:
Basic Concepts
Strategic decision making is choosing among
alternative strategies with the goal of selecting
a strategy, or strategies, that provides a
company with reasonable assurance of long-
term growth and survival.
The key to achieving this goal is to gain a
competitive advantage.
Strategic cost management is the use of cost
04/06/11 5
General Strategies
• A cost leadership strategy happens when
the same or better value is provided to
customers at a lower cost than a
company’s competitors.
• Example: A company might redesign a
product so that fewer parts are needed,
lowering production costs and the costs
of maintaining the product after
purchase
04/06/11 6
General Strategies
• A differentiation strategy strives to
increase customer value by increasing
what the customer receives (customer
realization).
– Example: A retailer of computers
might offer on-site repair service, a
feature not offered by other rivals in
the local market.
04/06/11 7
General Strategies
A focusing strategy happens when a firm
04/06/11 8
COST MANAGEMENT SYSTEM
04/06/11 9
CONTEMPORARY MANAGEMENT
TECHNIQUES
• Bench marking.
• Total quality management (TQM).
• Activity based costing and management.
• Reengineering.
• The theory of constraints (TOC)- eliminate
obstacles/constraints to effectively improve the cycle
time.
• Mass customization-a larger number of smaller
production units in manufacturing and specially
deigned marketing and service functions.
• Just-in Time system
•
•
04/06/11 10
• Computer aided design and manufacturing.
• Automation
• Target costing.
• Life cycle costing.
• The value chain.
• Balanced score card
\Financial performance
-customer satisfaction.
-internal business processes.
-Innovation and training
04/06/11 11
COSTING FOR DECISION
MAKING
• Managerial decision making is the process of making
choices.
• Relevant information has to be used for evaluating
alternatives and making decisions.
• Relevant information implies relevant costs( refers to
increase or decrease in cost expected from a
particular decision or course of action) and relevant
revenue (refers to increase or decrease in revenue
expected from a particular decision or course of
action)
04/06/11 12
COST ANALYSIS FOR DECISION
MAKING
• Fixed and variable cost analysis
• Differential cost and incremental revenue analysis
• Cost benefit analysis
• Opportunity costing technique
• Cost effectiveness analysis
• Sunk cost
• Relevant cost analysis
• Engineered cost, committed cost and managed
cost
• Learning curve effect
04/06/11 13
COST ANALYSIS FOR DECISION
MAKING
• Order getting & order filling costs.
• Target costing.
• Life cycle costing.
• Cost estimating
• Bench marking
• Quality cost analysis.
04/06/11 14
COSTS FOR DECISION MAKING<
PLANNING ANF CONTROL
• Opportunity cost- it is the cost of opportunity lost.It is
the benefit given uo or sacrificed when one alternative
is chosen over another
• Sunk costs- cost already incurred.
• Relevant costs are costs which is a s result of a
decision /course of action ot the difference between
various alternatives.
• Differential cost: It is the total costs between any two
alternatives and it is equal to: Additional variable
expenses incurred in respect of additional output
+increase in fixed cost, if any.
04/06/11 15
Example : A printer is planning to replace an old
04/06/11 16
• Solution:
Option A Option B DifferntialCost
Purchase Price 250000 2800000 30000
Operating Cost 50000 450000 5000
Depreciation of old Equipment 15000 15000
Differential cost = 30000-5000 =25000
Rs.15000 is sunk cost since it is already incurred and the equipment is only 3
04/06/11 17
• Out –of-Pocket cost : If a company
accepts a special order, it may
necessitate consideration of out-of-
pocket costs that need not be incurred in
case the order is not accepted. For
example if a restaurant takes special
order involving additional transport cost,
such cost is considered as out of pocket
cost.
04/06/11 18
RELEVANT COSTING-DECISION MAKING
PROBLEMS
• Relevant information.
• Relevant revenues
• Relevant cost
Some Decision making Types:
1. Make or buy
2. Drop or add a product
3. Sell or process further
4. Operate or shut down
5. Special orders
6. Replace or retain
7. Buy or lease
04/06/11 19
Make or Buy Decision
• When a company has unused capacities the following
alternatives are considered:
-To maximize production e capacity utilisation and
finaancialresources available to them they may consider
producing required raw materials or sub assemblies OR
- to buy them from outside suppliers
• Such decision also depends on other than financial gain
such as – strategic importance/quality/reliability of
supplies etc.
04/06/11 20
Drop or Add A product
• The decision to eliminate non profitable product is
tob primarily based on its impact on future
income if the firm.
• therefore one has to develop appropriate cost and
profit measures either to drop or add a product.
• It is also necessary to evaluate how the sales of
other products will get adversely affected if one
product is removed.
• A customer may buy a highly profitable product
since the unprofitable product is also available
from the same company.
04/06/11 21
SELL OR PROCESS FURTHER
04/06/11 22
• There are generally two conditions prevail :
a)Additional process may call for additional
equipment and/or fixed costs.
b) Company already processes beyond spin-
off point and invested in equipments and
required personnel.
•
04/06/11 23
OPERATE OR SHUTDOWN
04/06/11 24
SPECIAL ORDERS
04/06/11 25
Replace or Retain
04/06/11 26
Assignment-1 (due on 12nd jul2009)
1.A firm needs an assembly component. If it needs to produce an
equipment costing 4 lakhsis needed which will lost for 4 years with
no salvage value. Manufacturing costs are in each year is 6 L , 7L,
8L and 10 L. IN case of buying it cost 9L, 10L, 11L and 14 L in each
of the four years. The new machine would occupy space of an
existing machine used for production which would be hired to
produce an item generates cash flow of Rs. 2 L per year in each of
the 4 years. I t is impossible to find room for both machines and
there are no external effects. The cost of capital is 10% and the
present value for each of the 4 years are;00-1; 1-0.909; 2-0.826;
3.0.751; 4- 0.683
• Should the firm make the component or buy. (10 Marks)
04/06/11 27
2.Based on the following data you are required to advice the
management the area of cultivation which would maximize the
profits of the company:
Particulars Apple Lemons Oranges Peaches
Selling Price/unit1 15 15 30 45
Yield/acre(Boxes) 500 150 100 200
Cost/acre(Materials) 270 105 50 150
Labour-Cultivation 300 225 150 195
Pick-up & Packing 1.50 1.50 3 4.50
Transport cost 3.00 3.00 1.50 4.50
04/06/11 28
Additional Information:
1. Total fixed cost per season is210000
2. Following limitations are indicated:
-out of available 450 acres300 acres are suitable only for
cultivation of oranges and lemons. And the balance 150 acres is
suitable for all fruits.
-As the produce is hypothecated to bank acres are to be
ademarcatedonly in acres and not in fractions.
-Marketing strategy calls for production of minimum of 18000
boxes of all fruits.
• You are required to advice cultivation plan and estimate the profit for
your plan.
04/06/11 29
Value Chain Analysis
(concerned with the focus of Cost Management efforts)
• Strategic View– a linked set of value-creating activities
from basic raw material sources to the final consumer.
External focus identifies places in activity chain to
enhance customer value or reduce costs in order to
achieve sustainable competitive advantage.
•
• Conventional View– a linked set of value-creating
activities taking place within the boundaries of an
organization. Objective is to maximize value added,
i.e., the difference between sales and purchases.
•
04/06/11 30
Value Chain Analysis
Margins 5 20 10 15
(revenue-
Cost)
04/06/11 31
STEPS INVOLVED IN VALUE
ANALYSIS
• Identify the value chain activities
• Develop a competitive advantage by reducing cost or
adding value.
• Identify competitive advantage (cost leadership or
differentiation.
• Identify opportunities for added value.
• Identify opportunities for reduced cost.
• Exp[lain linkges among activities in the value chain
04/06/11 32
Value Chain for a Computer Manufacturing Industry
Step-1 Design Research & Product design
Development
Step-2 Raw Materials Mining,, developing Silicon, plastics &
acquisition
Step-3 Materials & refining process
Conversion various materials
Desired components
assembled into parts Conversion process
Step-4 Intermediate and parts
Boards and
assembly
Step-5 Computer Final assembly components
Completed computer
Manufacturing
Step-^ Wholesaling, Moving products Truck, rail & air
Warehousing &
Step-7 Retail sales Making sale Cash Received
Distribution
Step-8 Customer Provide service Serviced units &
Service customer Satisfaction
04/06/11 33
BALANCED SCORECARD
04/06/11 34
STRATEGY MAP CONNECTING THE
FOUR PERSPECTIVES
Financial Perspective
Return on Investment
On the Delivery
04/06/11 35
ILLUSTRATIVE EXAMPLE OF LOW COST
AIRLINE
Financial
Profits, Return
On Assets
04/06/11 37
BALANCED SCORE CARD- AN EXAMPLE
04/06/11 38
BALANCED SCORE CARD- AN EXAMPLE
OBJECTIVE INITIATIVE PERMANENT TARGET
MEASURE
INTERNAL BUSINESS PERSPECTIVE
Reduce through put time
Reduce non-value Average through 4 Hrs
added activities put time
Reduce defects Develop employee Percentage defects0.01%
quality.
Provide timely delivery
Streamliner Delivery Percentage
Process 30%
increase in timely
LEARNING & GROWTH PERSPECTIVE delivery
Develop multi-skilledProvide
workforce
Employee Effective increase 80%
Training in productivity
Provide good information
Hire system
new Effective and 20%
employees in smooth flow of IS
Reduce
04/06/11
computing
employees turnover
Better & higher Percentage 10% 39
compensation decrease in
Silvaculture and Timber Farming
Competitor B
Pulp Manufacturing
Competitor D
Paper Manufacturing
Competitor G
Competitor A
Converting Operations
Competitor E
Competitor F
Distribution
Cost Cost reduction approached Cost containment is a function of the cost driver(s)
containment via responsibility centers regulating each value activity
philosophy or product cost issues Exploit linkages with suppliers
Exploit linkages with customers
Exploit linkages within the firm
04/06/11 41
Conventional Management Value Chain Analysis
Accounting in the SCM Framework
Insights for None are readily apparent. Identify cost drivers at the individual activity
strategic This is a major reason level; develop cost/differentiation advantage
decisions why strategy consulting either by controlling those drivers better than
firms typically throw away competitors or by reconfiguring the value chain
conventional reports as they
begin their cost analysis
For each value activity, ask strategic questions
pertaining to make versus buy and forward
versus backward integration
04/06/11 42
Differences in Cost Management Caused by Differences in Strategy
Primary Strategic Emphasis
Product Differentiation Cost Leadership
Role of engineered product costs in Not very important Very important
assessing performance
Resources (or)
Factors of Production Activities Products
Step: 1. Identify main activities
Cost/Price
Survival Zone
Quality
Attributes
04/06/11 48
COST DRIVERS
04/06/11 50
Cost Drivers
04/06/11 51
Examples of Transaction based cost drivers
04/06/11 52
CLASSIFICATION OF ACTIVITIES IN A
MANUFACTURING ORGANISATION
1. Unit level activities- activities performed when
each unit is produced.
2. Batch level activities-. activities performed when
each batch is produced.
3. Product level activities- activities to support
production of each different types of products ;
maintenance and operation of equipments and
testing / engineering charges.
4. Facility level cost-general manufacturing process.
These activities are common to variety of
products
04/06/11 53
Cost Driver Analysis
(concerned with analyzing cost behavior in a manner supportive to strategic
choices)
04/06/11 54
Cost Driver Categories
04/06/11 55
Structural Cost Drivers
(Related to organizational choices)
04/06/11 56
Executional Cost Drivers
(Related to organizational skills)
04/06/11 58
Linkages Among Value Chain Analysis, Strategic Positioning
Analysis and Cost Driver Analysis
04/06/11 59
Advantages of ABC
04/06/11 60
De-merits of ABC
• More complex in nature.
• Difficult to implement.
• ABC has different level of activity for different organisation.
ABC in Service Organisation:
04/06/11 61
Activity Levels
Activit level Reason for activity Examples of activity
Unit level Performed for each -Raw material cost
Batch Level unit of product
Performed for each -Cost
Cost ofofprocessing
inserting a
Product Level produced
Performed ortosold
unit of product support component
sales of
Cost order
product
Facility Level produced
each ortosold
different
Performed Utilities
product -cost cost of
of maintenance.
inspection
development
Cost of
that can be
maintain general mfg. operations
produced Special M/C
Cost of non
facilities specialisecd equiment
04/06/11 62
Product Differentiation
• In form-size, colour, shape, physical structure, design, coating, action
time.
• Features.
• Performance quality
• Conformance quality.
• Durability.
• Reliability.
• Style.
• Service differentiation.
• Ordering ease
• Installation.
• Customer training.
• Maintenance &repair
• Customer consulting
•
04/06/11 63
Positioning Analysis
• Organizational analysis
• Organizational structure design / structure
alignment
• Staffing studies
• Job analysis / job description projects
• Long-range organization planning
04/06/11 64
Positioning Analysis
• Strategic positioning analysis (SPA) is developed as a
specific analytical approach consisting of a product
portfolio analysis,
• Shift-share analysis and a Diversification analysis.
• The SPA describes the performance of ports and
traffic categories within ports in terms of market
share, growth rate, diversification and value added.
• The SPA needs to be used taking into account the
port's position with regard to value-added created
by the different traffic categories.
• By using this integrative instrument, indications on the
overall strategic position of ports are provided and
will benefit strategy formulation and decision-making
on port development.
•
04/06/11 65
Positioning Analysis
04/06/11 67
The Strategic Management Process
Internal
Analysis
Cost Leadership:
• generate economic value by having lower costs
than competitors
Example: Wal-Mart
Product Differentiation:
• generate economic value by offering a product
that customers prefer over competitors’ product
Example: Harley-Davidson
04/06/11 69
Understanding Cost Advantage
• it could be a competitor
Economies of Scale
• average cost per unit falls as quantity increases
-until the minimum efficient scale is reached
04/06/11 72
Learning Curve Economies
04/06/11 77
Cost Leadership & Competitive
Advantage
• Valuable
• Rare
• Costly to Imitate
04/06/11 78
Value of a Cost Advantage
Entry Buyers
• increases capital • lowers incentives
requirements for buyers to
for entrants vertically
integrate
Rivalry
• limits • increases
attractiveness importance of the
of substitutes focal firm to the
supplier
04/06/11 79
Rareness of a
Cost Advantage The rareness of a source of cost advantage
depends heavily on the industry life cycle:
Generally…
Emerging Mature
Economies of Scale Not Rare Rare
Diseconomies of Scale Rare Rare
04/06/11
Rare Rare
80
Imitability of Sources of Cost Advantage
Non-Proprietary Technology
Transactional Exchange
Protected Technology
Functional
Multi-Divisional
04/06/11 84
Simple Structure
Owner / Manager
Human
Finance Accounting Marketing Resources
Production R&D
04/06/11 87
Multi-Divisional Structure (M-Form)
Corporate
Corporate Corporate Strategic Corporate
Human
R&D Finance Planning Marketing
Resources
Marketing Human
Resources
04/06/11 89
The Functional Structure and Cost
Leadership
Management Controls
Formal Informal
• budgeting policies • culture
• credit policies • attitudes
• spending policies • leadership styles
• travel policies
• purchasing policies
04/06/11 91
Compensation Policies
Diseconomies of Scale
Emphasis on
Learning Curve Economies Organization
(Implementation)
Differential Input Access
Technology
Structure &
Policy Choices Control
04/06/11 94
Advantages and Disadvantages of
Cost-leadership Strategy
• Advantages
- charge a lower price yet make the same
level of profit.
- win in the price war.
- low-cost as an entry barrier.
- protected from rivals.
- less affected by powerful buyers and
suppliers.
- room to reduce its price to compete with
substitute products.
•
04/06/11 95
• Disadvantages
- technological advancement makes the low
cost advantage outdated.
- imitation ability of competitors.
- lose sight of changes in customers’ tastes
•
04/06/11 96
Differentiation Strategy
• Do everything to achieve a CA through producing
products or services that are unique to customers
charge a premium price.
•
• Achieved in 3 principal ways – quality, innovation, &
responsiveness to customers
•
• Try to differentiate along as many dimensions as
possible – the bases of differentiation are endless
(prestige, status,…)
•
• R&D, Sales, & Marketing functions are center of
attention.
•
04/06/11 97
• Serve many market segments (i.e., a broad
Advantages and Disadvantages of
Differentiation Strategy
• Advantages
- Premium price.
04/06/11 99
Focus Strategy
• Try to achieve a CA by serving the needs of a specific
market segment or niche (i.e. geographically, product
line, customer type,..).
•
• Pursue a focus strategy through either a low-cost
approach or a differentiation
- focused cost-leadership
- focused differentiation (i.e., a specialized
differentiator)
•
• Try to build market share in one or a few market
segments and, if successful, then begin to serve more
segments.
•
•04/06/11
Pursue any distinctive competency 100
Advantages and Disadvantages of
Focused Strategy
• Advantages
- Exploration of a gap in the market
customer loyalty.
04/06/11 115
• (3) Then, the' production Kanban '
attached to the container is removed
and becomes a dispatching information
for the process. They produce the part to
replenish it withdrawn as early as
possible
• (4) Thus, the production activities of the
final assembly line are connected in a
manner like a chain to the preceding
processes or to the subcontractors and
04/06/11 116
materialize the just-in-time production of
• In the past, economic assessment of
alternative
designs, constructions, or other
investments has been
based on initial (first) cost which ignores
the total cost
incurred for the investment throughout its
lifetime.
• The concept of life cycle costing provides
04/06/11an 117
LIFE CYCLE COSTING
same impact.
04/06/11 118
Product life Cycle
04/06/11 119
• The life cycle costing can be defined as
follows:
an economic assessment of alternatives
designs,
construction, or other investment
considering all
significant costs of initial costs and
ownership costs
over economic life of each alternative,
expressed in
04/06/11 120
Introduction Growth Maturity Saturation Decline
Small number Imitators/cust Increase in Pressure for Technology
of innovative
Prefer security omers
Market competitive
Market new
Profitproduct
fall Change in
customers
of tried brands
Difficulties unwilling
Product to leadership
in broadened products
Cost Intensified fashion/
Reduced
effective
Technical change
improvement under
Distributors economies
Prices soften marketing tastes
profitability
distribution
problems
Limited sincrease. pressure
used up effort
Capacity prolong
04/06/11 121
Product Life Cycle and Cost control
- Owner costs
- design costs
-and costs
-finance costs
04/06/11 122
Product Life Cycle and Cost control
Design. Make,,
Commission & Install
Visible
Wages, Electricity,
Invisible Cosumables
Maintenance, spares,
wages.
04/06/11 124
•
•
• Life cycle cost: sum of money expended in terms
of labor, materials, use of equipment, etc to
produce a product or service during the life
cycle
• Management related costs: research and
development
• Design related costs
04/06/11 125
• Design related costs (Cost Breakdown Structure)
• Production and construction cost
• Manufacturing management, manufacturing, quality control,
initial logistic support …
04/06/11 126
PRICING STRATEGIES
04/06/11 127
• Elasticity of Demand: The price, Income and cross elasticity of demand are
discussed below:
• Price elasticity of demand=% change in rate of purchases/ % change
in price.
• This depends on various factors such as:
-diminishing marginal utility.
-essential/ non-essential commodities.
-Availability of complementariness.
-availability of substitutes.
-Income group of customers.
-Habits and preferences of customers.
Cross elasticity of demand=% change in quantity of X demanded -/
%change in price of Y
Income elasticity of demand=% change in quantity demanded/ % change
in income
04/06/11 128
• Types of market:
• Pure competition.
• Monopoly-single seller or product
• Monopolistic– Many firms sell differentiated product of the same basic
product.
• Oligopoly- where price by one firm has an influence on other competitors.
• Price determination in imperfect market conditions: The macro-economic
theory suggests that the firm should seek the price which maximises the
profit thereby obtain most efficient use of economic resources held by
them.
PRICING POLICY refer to the framework of rules and constraints within which
pricing decisions are made. Aims and objectives of pricing policy are:
• Maximisation of profit
• Promotion of long range welfare of the firm.
• Adoption of price to the diverse strategies and competitive environment.
04/06/11 129
• Flexibility to vary price to changes .
• Stabilisation of prices and margin.
• Pricing the goods based on average cost.
• Internal and external factors influencing product price policy.
•
Internal Factors External factors
Corporate objectives and goals Competition pricing strategy
Cost structures-Direct & Role and importance of
Existing
Indirect price Pressure from suppliers price
distributor
Historical practice and Price sensitivity to demand
Degree of market knowledge
precedent Motivation of customers
pressure from within- Salesman Government policies
Levels of R&D different market conditions like
domestic and export market
04/06/11 130
Role of Cost in Pricing
04/06/11 132
Target Costing
04/06/11 135
Cross Functional Team
• Marketing • Distribution
• Design/engineering • Service/support
• Manufacturing • Cost accounting
• Purchasing • Finance
– Including suppliers • Legal
04/06/11 136
Target Costing Process
04/06/11 138
• Determine the selling price
– Must be acceptable to the customer
– Must be able to withstand competition
– Techniques
• Existing price +/- value of features added or
deleted
• Consensus of focus group
• Price predicted to achieve a desired market
share
04/06/11 139
• Determine the required profit
– Return on sales
• Desired return
• Historical return for similar products
• Industry average for similar products
– Return on sales will fluctuate over the life
of the product
• Price and costs fluctuate
• Unit price, cost and profit are almost
meaningless because they fluctuate
04/06/11 – Life cycle totals are more meaningful 140
• Total expected revenue throughout product life
- -Total desired profit throughout product life
Total target cost
Achieving the Target Cost
Total 27 100%
Us
Competitor
Both
04/06/11 142
• Rank customer requirements (exhibit 1)
– What does the customer want?
• How important is each function to the
customer?
– What do we and our competitors currently
offer?
• Competitive evaluation (exhibit 1)
– Do our current product features meet the
customer needs?
» Are the customers’ needs met,
unmet or exceeded?
04/06/11
– What can we learn from our competitors’
143
products?
• Determine the cost gap between current
cost and allowable cost
– Current cost is based on
• Currently used components
• Current suppliers
• Current manufacturing processes
• Current distribution network
• Etc.
04/06/11 144
• Decompose the cost gap(Exibit 2)
– Life cycle decomposition
• Cost reduction goals are divided among the
functions in the product’s life cycle
– Design/engineering
– Manufacturing
– Sales/distribution
– Service/support
– General administration
– Etc.
04/06/11 145
– Value chain decomposition
• Cost reduction targets are divided among
internal and external activities
– Internal costs
» Labor, overhead, selling and
administrative costs, etc.
– External costs
» Components and services
acquired from suppliers, etc.
» Often represent a large
proportion of total cos
04/06/11 146
EXHIBIT 2
COST GAP BREAKDOWN BY LIFE CYCLE AND VALUE CHAIN
Value Chain
Life Cycle Internal Costs External Costs Total Costs
Target Current Gap Target Current Gap Target Current Gap
Research and development $ 0.30 $ 0.50 $ 0.20 $ 0.30 $ 0.50 $ 0.20
Manufacturing 4.00 5.00 1.00 $ 13.00 $ 15.00 $ 2.00 17.00 20.00 3.00
Marketing and distribution 1.50 2.00 0.50 4.50 5.00 0.50 6.00 7.00 1.00
Service and support 0.25 0.50 0.25 0.25 0.50 0.25
General administration 0.75 1.00 0.25 0.75 1.00 0.25
Total $ 6.80 $ 9.00 $ 2.20 $ 17.50 $ 20.00 $ 2.50 $ 24.30 $ 29.00 $ 4.70
04/06/11 147
• Perform value engineering to design out
costs without sacrificing needed features
– Perform a cost analysis of major
components and activities
• List components or activities and their
functions
• Calculate a cost breakdown (exhibit 3)
– Determine the current cost of each
component or activity and convert to
percentage of total cost
» Costs include materials, labor,
overhead, etc.
04/06/11 148
EXHIBIT 3
COMPONENT COST BREAKDOWN
Percent of
Component Function Cost total cost
Motor Turns blade $ 8 40%
Transmission Provides oscillation capabilities 4 20%
Speed control/switch Controls blade speed 3 15%
Body Houses motor, transmission, speed control 2 10%
Blade Moves air 1 5%
Blade guard Protects blade from contacting objects 2 10%
Total $ 20 100%
04/06/11 149
– Relate the components to customer
requirements (exhibit 4)
• Develop Quality-Function-Deployment
matrix
– Indicates which components have the
greatest impact on customer
requirements
– Develop a functional ranking (exhibit 5)
• Indicates the importance of each
component to the customer
– Based on the component’s contribution
to providing the desired functions
04/06/11 150
EXHIBIT 4
QUALITY-FUNCTION-DEPLOYMENT (QFD) MATRIX
Components
Customer Requirements Speed Blade
Motor Transmission control Body Blade guard
Multiple speeds
Horizontal oscillation
Vertical oscillation
Light weight
Adjustable height
Airflow capacity
Quietness
Compact size
Looks nice
Strong correlation
Moderate correlation
Weak correlation
04/06/11 151
E X H IB IT 5
C O M P O N E N T C O N T R IB U T IO N T O C U S T O M E R R E Q U IR E M E N T S
C o m p o n e n ts
C u s t o m e r R e q u ir e m e n ts S peed B la d e
M o to r T r a n s m is s io n c o n tr o l Body B la d e g u a rd
M u ltip le s p e e d s 4 0 X 1 4 .8 = 5 . 9 2 6 0 X 1 4 . 8 = 8 .8 8
H o r iz o n t a l o s c illa tio n 8 0 X 1 1 .1 = 8 .8 8 2 0 X 1 1 .1 = 2 .2 2
V e r t ic a l o s c illa tio n 8 0 X 3 .7 = 2 .9 6 2 0 X 3 .7 = 0 .7 4
L ig h t w e ig h t 7 0 X 1 4 .8 = 1 0 .1306 X 1 4 .8 = 1 .4 8 2 0 X 1 4 .8 = 2 .9 6
A d ju s t a b le h e ig h t 1 0 0 X 3 .7 = 3 .7 0
A ir f lo w c a p a c ity 5 0 X 1 4 .8 = 7 . 4 0 5 0 X 1 4 .8 = 7 .4 0
Q u ie tn e s s 4 0 X 1 8 .5 = 7 . 4 0 6 0 X 1 8 .5 = 1 1 .1 0
C o m p a c t s iz e 5 X 1 1 .1 = 0 . 5 65 X 1 1 .1 = 0 .5 6 3 0 X 1 1 . 1 = 3 .3330 X 1 1 .1 = 3 .3330 X 1 1 .1 = 3 . 3 3
L o o k s n ic e 5 0 X 7 .4 = 3 .7 0 5 0 X 7 . 4 = 3 .7 0
T o ta l c o n tr ib u t io n p e r c e n t a g e 3 1 .6 4 % 1 3 .8 8 % 8 .8 8 % 1 6 .6 5 % 2 1 .8 3 % 7 .0 3 %
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• Contribution weight assigned to the
component * importance to the customer
(exhibit 1)
– Identify components for cost reduction
• Calculate a value index for each major
component (exhibit 6)
– Component cost as a percentage of total
cost divided by the component’s relative
importance to the customer
– Index greater than 1
» Disproportionately high cost in
relation to its importance
» Implies cost reduction should be
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EXHIBIT 6
CALCULATION OF VALUE INDICES FOR COMPONENTS
Percent of Contribution
Component Total Cost Percentage Value Action
(Exhibit 3) (Exhibit 5) Index Implied
Motor 40% 31.64% 1.26 Reduce cost
Transmission 20% 13.88% 1.44 Reduce cost
Speed control 15% 8.88% 1.69 Reduce cost
Body 10% 16.65% 0.60 Improve
Blade 5% 21.83% 0.23 Improve
blade guard 10% 7.03% 1.42 Reduce cost
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– Generate cost reduction ideas
• Eliminate over-engineering
• Eliminate, replace, combine, rearrange
– Seek ways to accomplish the goal at
less cost
• Consider the process as well as the product
– More efficient manufacturing processes
– Better logistics
– Etc.
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– Test the ideas
• Will they be effective?
• Are they technologically feasible?
• Is there a domino effect?
– Construct a component interaction
matrix (exhibit 7)
– Do activities interact?
– Estimate the achievable costs
• Use activity-based costing, cost tables, etc
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E X H IB IT 7
C O M P O N E N T IN T E R A C T IO N M A T R IX
Speed B la d e
C o m p o n e n t M o t o r T r a n s m is s iocno n t r o l Body B la d e g u a rd
M o to r X X
T r a n s m is s io n X X
S p e e d c o n tro l X
Body X X X X
B la d e X
B la d e g u a r d X X
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Organizational Impact
• Positives • Negatives
– Customer focus – Too much customer
– Cross-functional focus
integration – Potential
– Open sharing of organizational
information conflict
– Better process – Too much pressure
understanding to attain targets
– Longer development
times
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Divisional Performance Management
Advantages of divisionalisation:
• Top management gets free time to concentrate on strategic
planning and management.
• Improves decision making process.
• Specific decisions can be made on the spot.
• Managers will have quick response to changesin the environment.
• Managers gain experience in decision making.
• Helps in good labour management.
Disadvantages:
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Responsibility Centre
04/06/11 160
3. Managers are actively participating in establishing goals and
budgets. ,
1. Goals defined should be attainable with efficient and effective
participation of all.
2. Good MIS and control mechanism.
3. Competent managers
Responsibility performance reporting’ report should be:
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RESPONSIBILITY CENTRE BASIS
BUDGET ACTUAL VARIANCE
CONTROLLABLE
Direct material 500000 510000 1000 (a)
Direct labour 312500 325000 12500 (a)
Repairs & Maintenance 225000 220000 5000 (f)
Consumable stores 93750 95000 1250 (a)
Tolls 31250 30000 1250 (a)
Power & fuel 187500 180000 7500 (f)
Supervision 100000 110000 10000 (a)
1450000 1470000 20000 (a)
NON-CONTROLLABLE
Factory rent 50000 50000
Depreciation 100000 100000
Administration
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400000 415000 15000 (a)
Residual income
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ECONOMIC VALUE ADDED
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• Evolution of EVA:
• It was Stern Stewart & Co. who devised an accounting method
called Economic Value Added (EVA), which measures whether
the company is generating adequate profits to reward, its
shareholders. EVA is the registered trademark of Stern Stewart &
Co. It is the financial performance measure that captures the true
economic profit of an enterprise. It is also one of the measures
most directly linked to the creation of shareholder wealth over
time.
•
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• Concept of EVA:
• The company creates shareholders value only if it generates returns in
excess of its cost of capital. The excess of returns over cost of capital is
simply termed as Economic Value Added. To put in a simple terms EVA
is the profits generated by any economic entity over its cost of capital
employed. The entity can be a company, country or the entire human
civilization. If the difference between the above two parameters is
positive than the entity is said to be creating wealth for its stakeholders.
A negative EVA on the other hand indicates the company is a destroyer
of value.
• EVA is just a way of measuring an operation's real profitability. EVA holds a
company accountable for the cost of capital it uses to expand and
operate its business and attempts to show whether a company is
creating a real value for its shareholders.
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• Calculation of EVA:
• EVA is essentially the surplus left after
making an appropriate charge for the
capital employed in the business. It can
be calculated in the following way.
• EVA = NOPAT – (TCE x WACC)
Where,
NOPAT = Net operating profit after tax
TCE = Total capital employed
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WACC= Weighted average cost of 170
capital
• In determining the WACC, cost of debt is taken as after tax cost and
cost of equity is measured on the basis of capital asset pricing
method. Under Capital asset pricing model, cost of equity Ke is given
by the following:
• Ke = Rf + bi (Rm- Rf)
Where
Rf = Risk free return
Rm = Expected market rate of return
bi = Risk coefficient of particular investment
• For example an investment of Rs 1,000 in a soaps and detergent shop
produces 7% return, while the similar amount invested elsewhere
earns returns of 15%. EVA can be defined as a spread between a
company's return on capital employed and cost of capital (similar to
the opportunity cost of investing elsewhere) multiplied by the
invested capital. The EVA from this case would be
• EVA = (7%-15%) * Rs 1,000 = (Rs 80)
•
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• An accountant measures the profit earned while an economist looks
at what could have been earned. Although the accounting profit
in this example is Rs 70 (7% * Rs 1,000), there was an
opportunity to earn Rs 150 (15% * Rs 1,000). So in this case the
company can be called as a destroyer of wealth.
• Thus, the litmus test behind any decision to raise, invest, or
retain a Rupee must be to create more value than the
investor might have achieved with an otherwise alternative
investment opportunity of similar risk.
• EVA Example:
• Now consider this example based on the formula explained above.
You can put different balance sheet and profit figures to know
your own EVA.
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Particulars (Rs m)
Equity Capital 500
Reserves 7,500
Net worth 8,000
12.5% debentures 2,000
Capital employed 10,000
Weight of equity 0.8
Weight of debt 0.2
NOPAT (as per definition) 1,500.0
Return on tax free government 11.0%
bonds
Beta * * 1.1
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Market premium * 15.0%
Corporate tax rate * 33.0%
Cost of borrowings * 12.5%
Cost of equity 15.4%
Cost of debt 8.4%
WACC 14.0%
NOPAT as a % of capital 15.0%
employed
Cost of Capital 1,400
EVA 100
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TRANSFER PRICING
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• Transfer pricing systems are designed to accomplish the following
objectives:
• to provide each division with relevant information required to make
optimal decisions for the organisation as a whole;
• to promote goal congruence – that is, actions by divisional
managers to optimise divisional performance should
automatically optimise the firm's performance; and
• to facilitate measuring divisional performances.
• The fundamental principle is that the transfer price should be similar
to the price that would be charged if the product were sold to
outside customers or purchased from outside vendors.
•
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Methods of pricing
• Cost based-
-Actual cost
-Marginal cost
-Standard cost
-Cost Plus ( cost +profit)
• Market-based transfer pricing system provides optimal results when the
market for the intermediate product is perfectly competitive and the
selling division can sell its output either to insiders or outsiders and
as long as the buying division can obtain all its requirements from
either outsiders or insiders.
• In such a situation the company as a whole has no additional cost of
providing autonomy to divisions. For example, if division A decides to
sell its product at the market price of Rs. 100 per unit and division B
decides to buy the same product from market at the market price,
net cash flow to the firm will be zero.
•
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• If competitive prices are not available or it is too costly to obtain
market prices, transfer prices may be determined based on the
cost plus a profit. Cost-based transfer prices should be used only
as a second option to market-based transfer prices because it
involves complex calculations and results are less than
satisfactory.
• For multinational corporations, it may be advantageous to
arbitrarily select prices such that most of the profit is made in a
country with low taxes, thus shifting the profits to reduce overall
taxes paid by a multinational group.
• However, most countries enforce tax laws based on the arm's length
principle as defined in the OECD (Organisation for Economic Co-
operation and Development) Transfer Pricing Guidelines for
Multinational Enterprises and Tax Administrations, limiting how
transfer prices can be set and ensuring that that country gets to
tax its "fair" share. In India, the OECD principle was adopted in
2001.
•
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•
• Applying transfer pricing rules based on
the arm's length principle is not easy,
even with the help of the OECD's
guidelines. It is not always possible –
and certainly takes valuable time – to
find comparable market transactions to
set an acceptable transfer price.
• The revenue authority and the MNCs
should work together in good faith to
implement regulations effectively. The
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question of ethics cannot be ignored
Role of Costing in Budgeting
• Objectives
• To inculcate cost consciousness and accountability among the t
leaders/scientific community.
• To enable the optimal utilization of resources at various stages of
implementation .
• To obtain cost data on each PRODUCT
• For facilitating course corrections in the total cost estimates of the
products as well as decisions concerning reallocation of
resources.
• To provide information to the management to monitor the flow of
financial inputs in relation to physical outputs.
• To realistically project the future requirements of the organsation
in the budgetary process.
• To serve as an aid for better management in planning, monitoring
and reviewing of the programmes, projects and activities of the
laboratories.
•
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• Methodology
• The system of budgeting and cost accounting has to be an integral
part of the planning process, resources allocation, monitoring
and evaluation within the laboratory organisation. This will
require the following steps to be undertaken.
• Role and functions of the PME Cell in the costing context..
• Role and functions of the PME Cell would inter-alia be as follows :-
• PME Cell shall constitute a focal point for implementation of the
process of t budgeting and cost accounting.
• They will maintain project folder for each of the products
containing the initial product proposal, authorisation, its code
number, recommendations of internal Committee, , periodical
progress reports both physical as well as financial and
completion reports of the projects etc.
•
•
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• To provide assistance to the project team/project, leader in calculating the
cost of inputs - manpower material, capital and other items.
• To assist the management in preparing annual plan, five-year plan, duly
correlated With traditional budget and compilation of other relevant
information for decision making to different projects/activities and to
notify approved allocation to the concerned project leaders
/coordinators accordingly.
• To Assist the management in the allocation of resources.
• To coordinate with different Divisions namely Accounts, Stores, Purchase,
Administration, Technical Services Division and R&D Divisions for the
compilation of project-wise budget, cost accounting review and
monitoring.
• To prepare monthly summary reports of cost data of all the projects and
its reconciliation with the expenditure shown in the conventional
accounts and furnish it to the concerned authorities.
• To attend to such other functions as and when assigned by the Director.
•
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• Financial aspects of a project would include the following
elements: -
• Direct Cost:
• Cost of manpower ( % time involved per (Profonna -1) person
proposed to be deployed
• Additional manpower required, if any (Proforma-II)
• Cost of Materials - Consumables and non- consumables -
(Proforma-III)
• Special capital equipment (Proforma-IV)
• Works and services specifically needed (proforma -V)
• Others (Misc./Contingencies etc.)
•
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• Indirect Cost:
• Estimated cost of other allowances not covered under direct
charges.
• General & divisional overheads-expenses covering infrastructural
facilities costs, contingencies, maintenance etc.
• Role of Finance & Accounts Section
• 1. Finance and Accounts Division will be required to
ensure that all the bills passed by them contain classification
both conventional as well as project wise/cost centre wise with
Code Number.
• 2. Similarly while making posting of bills in the classified
abstract, expenditure relating to specific projects will be
signified by (p) under the Conventional Budget head. This will
facilitate the apportioning of expenditure to the projects and
general O.H. by PME Cell. F&A.0 will personally ensure that
information/records needed by PME Cell for compilation of cost
accounts are made available to them within the prescribed time
schedule. He would be extended all facilities and cooperation
in this regard
•
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• Cost Accounting
• As already mentioned, PME Cell will act as a focal point for
project cost accounting. Total expenditure of the project will be
accounted under the following heads : (Profonna-XIV).
• Salary - research personnel cost
• Other allowances
• Consumables - General Stores
• Consumables - Project Stores
• Capital equipment
• Works& Services
• Service charges like computer charges, Workshop charges etc.
• Facility utilization charges (Depreciation)
• Overhead charges
• Any other
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COST FLOWS USING A GENERAL LEDGER
(ON STD.COST BASIS)
04/06/11 198
COST FLOWS USING A GENERAL
LEDGER (ON ACTIVITY BASED COST
BASIS)
04/06/11 199
BUDGET FORMULATION PROCESS
Strategic
Goals
Financial Budget
04/06/11 201
• Continuous comparison of actual results with the budget
• Investigating into the deviations to establish the causes;
• information to management relating the variances
• Corrective action of the management to prevent
recurrence of variances.
• Nature of Budgets and Budgetary Control
• A business budget is a plan covering all phases of
operations for a definite period in future. It is a formal
expression of policies, plans, objectives and goals laid
down in advance by top management for the
undertaking as a whole and for every subdivision
thereof.
• Budgetary control is achieved through the carrying out of
the operational plan which is the budget.
•
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• Objectives of Budgetary Control
• Planning: A budget is a plan of the policy to be pursued during the
defined period
• Coordination "is the orderly arrangement of group effort to provide
unity of action in the pursuit of a common purpose".
• Control: Planning generates the need for control
– Budgeting system integrates key managerial functions
as it links top management's planning function with the
control function performed at all levels in the
managerial hierarchy. Budgetary control makes every
manager becomes cost conscious
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Budgetary Control as a Management
Tool
• Its advantages to management can be summarised as
follows:
• establishment of divisional and departmental
responsibilities.
• coordinates the various divisions of a business facilitatating
smoother operation
• forces management to give timely and adequate attention to
the effect of expected trend of general business conditions
• helps in carrying out a uniform policy.
• facilitates management by exception and the timely correction
of significant deviations from the targets set.
• is looked upon with favour by credit agencies as indicative of
sound management.
• guards against undue optimism leading to over expansion
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• . Plant
• Insufficiency due to a)Shortage of supply(b)
Lack of capital. (c) Lack of space,
(d)Bottlenecks in certain key processes
• iv. Sales
• Consumer demand.
• Insufficient advertising.
• Shortage of good salesmen.
04/06/11 205
» Organisation for Budgetary Control
• Installation of budget centres
• Preparation of Organisation Chart
• Establishment of budget committees
• Budget Period
• Determination of the Key Factor
• The sequence of preparation of budgets is determined by the Key Factor or the
Principal Budget Factor
• Following are the key factors which can possibly affect budgeting:
– i. Materials -Shortage due to non availability.
(b)Shortage due to restrictions imposed by
licenses, quotas etc
• Labour
• General shortage. (b)Shortage of certain grades of labour
•
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• Management
• Overall paucity of capital.
• Limited availability of expertise - technical and managerial.
• Flogging research effort in respect of methods of production, production
design, etc.
• The Key factors should be correctly defined
• Budget Manual
• As the budgetary system gets into stride, it becomes essential to
systematize the procedure for the preparation of various budgets.
Generally the practice is to arrange this by means of a budget manual
• Preparation of Budgets
• The top management should define the objectives and policies in clear
terms. The goals set should be realistic and attainable. Then the budget
estimates are prepared by the executives in charge of different functions.
The budget programme should be comprehensive, covering all activities
of the undertaking.
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