3. 3
1. Describe the basic features of lean
manufacturing.
2. Describe lean accounting.
3. Explain the basics of life-cycle cost
management & target costing.
4. Discuss the basic features of the Balanced
Scorecard & its role in lean manufacturing.
LEARNING OBJECTIVESLEARNING OBJECTIVES
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Questions to Think About
4. 4
QUESTIONS TO THINK ABOUT:
Allen Autoparts, Inc.
How does lean manufacturing
change cost accounting &
management?
5. 5
QUESTIONS TO THINK ABOUT:
Allen Autoparts, Inc.
What are the similarities
between JIT & lean
manufacturing?
6. 6
QUESTIONS TO THINK ABOUT:
Allen Autoparts, Inc.
How are products assigned
costs in a lean manufacturing
environment?
7. 7
QUESTIONS TO THINK ABOUT:
Allen Autoparts, Inc.
Why are processes so important
to performance management?
8. 8
QUESTIONS TO THINK ABOUT:
Allen Autoparts, Inc.
Are lean manufacturing and the
Balanced Scorecard compatible
approaches?
10. 10
ALLEN AUTOPARTS: BackgroundALLEN AUTOPARTS: Background
Allen Autoparts is concerned about
competition in an environment that
changes rapidly. They need to exercise
better control, reduce costs, become more
efficient, and gain operating efficiencies.
Can lean manufacturing help?
Allen Autoparts is concerned about
competition in an environment that
changes rapidly. They need to exercise
better control, reduce costs, become more
efficient, and gain operating efficiencies.
Can lean manufacturing help?
LO 1
12. 12
DIMENSIONS OF LEAN
MANUFACTURING
Delivering the right product
Right quantity
Right quality (zero defect)
At time needed
At lowest possible cost
A cost reduction strategy that redefines
activities performed
LO 1
13. 13
5 PRINCIPLES OF LEAN
THINKING
1. Precisely specify value by each particular
product
2. Identify the “value stream” for each
3. Make value flow without interruption
4. Let customer pull value from producer
5. Pursue perfection
LO 1
14. 14
VALUE BY PRODUCT: DefinitionVALUE BY PRODUCT: Definition
Is when only value-added
features should be produced;
non-value-added activities
should be eliminated.
LO 1
15. 15
VALUE STREAM: DefinitionVALUE STREAM: Definition
Is all activities, both value-added
& non-value-added, required to
bring product group or service from
starting point to finished product in
hands of customer.
LO 1
16. 16
VALUE STREAM
Types of value streams
Order fulfillment
New product
Value stream activities
Non-value-added
Activities avoidable in the short run
Unavoidable activities due to current technology or
production method
Value added
LO 1
18. 18
VALUE FLOW
Changes the traditional manufacturing setup
for batches to a cellular approach in
order to:
Reduce setup time
Reduce changeover time
LO 1
22. 22
PULL VALUE
Lean manufacturing uses a demand pull
system to reduce waste.
JIT inventory
Reduces inventory levels
Requires close relations with suppliers
Suppliers benefit from
Long term relations
Better competitive position
LO 1
24. 24
LEAN ACCOUNTING: A ComparisonLEAN ACCOUNTING: A Comparison
LO 2
Traditional cost management systems may
not be compatible with Lean
Accounting. Lean Accounting makes
product costs more simple & direct.
More labor and overhead costs are
assigned to products through direct
tracing rather than allocation.
Traditional cost management systems may
not be compatible with Lean
Accounting. Lean Accounting makes
product costs more simple & direct.
More labor and overhead costs are
assigned to products through direct
tracing rather than allocation.
26. 26
FOCUSED VALUE STREAMS
Are more simple & accurate in product costing
Have limitations
Initially, labor costs may be difficult to assign if
people are employed in several value streams
Labor costs should assigned proportionately
Are organized around a family of products
LO 2
27. 27
FORMULA: Multiple Products
Costs are assigned proportionately when
multiple products are produced.
LO 2
Value stream product cost:
= Total value stream cost of period
÷ Units shipped of period
= $600,000 / 5,000 = $120 per unit
28. 28
VALUE STREAM REPORTING
LO 2
EXHIBITEXHIBIT 16-616-6
Costs are
collected,
reported by
value stream;
outside costs
reported
separately.
30. 30
PERFORMANCE
MEASUREMENT: A Comparison
PERFORMANCE
MEASUREMENT: A Comparison
LO 2
Lean accounting replaces standard cost
system measurements with a Box
Scorecard that compares a) operational,
b) capacity, & c) financial metrics with
prior week performances. A mixture of
financial & nonfinancial measures are
used.
Lean accounting replaces standard cost
system measurements with a Box
Scorecard that compares a) operational,
b) capacity, & c) financial metrics with
prior week performances. A mixture of
financial & nonfinancial measures are
used.
32. 32
3
Explain the basics
of life-cycle cost
management &
target costing.
LEARNING OBJECTIVELEARNING OBJECTIVE
33. 33
What are product life cycle
& life cycle costs?
Product life cycle is the time a
product exists from conception
to abandonment. Life cycle
costs are all costs associated
with a product for its life cycle.
LO 3
34. 34
VALUE CHAIN: DefinitionVALUE CHAIN: Definition
Is the set of activities required
to design, develop, produce,
market, and service a product.
LO 3
35. 35
When are most costs
incurred?
During the development stage.
This is also the time costs
should best be managed.
LO 3
37. 37
TARGET COST: DefinitionTARGET COST: Definition
Is the difference between sales
price needed to capture a
predetermined market share &
desired per-unit profit.
LO 3
38. 38
TARGET COSTING
Uses 1 of 3 methods
Reverse engineering
Tearing down a competitors product to discover
design features that create cost reductions
Value analysis
Attempting to assess the value placed on product
functions by customers
Process improvement
LO 3
39. 39
TARGET COSTING MODEL
LO 3
EXHIBITEXHIBIT 16-916-9
When desired profit
not met, target product
costing to redesign
product, process.
40. 40
OTHER ISSUES
Short life cycles
Life cycle cost management even more important
when life cycle is short
LO 3
41. 41
LIFE CYCLE COSTING: A
Comparison
LIFE CYCLE COSTING: A
Comparison
LO 3
Life cycle costing includes development
costs unlike conventional cost systems.
Inclusion of more cost information can
be useful for assessing effects on costs
and benefit future design.
Life cycle costing includes development
costs unlike conventional cost systems.
Inclusion of more cost information can
be useful for assessing effects on costs
and benefit future design.
45. 45
BALANCED SCORECARD
PERSPECTIVES
Financial perspective
Economic consequences of actions taken in other 3
perspectives
Customer perspective
Defines customer & market segments where the business
unit will compete
Internal business process perspective
Describes internal processes needed to provide value for
customers, owners
Learning & growth (infrastructure) perspective
Defines capabilities that an organization must have to
create long term growth & improvement
LO 4
46. 46
STRATEGY + TRANSLATION
Is the ways in which a company
implements it strategy for profit &
growth within the balanced scorecard
framework. It includes choices of type of
customer, product, market, internal &
business processes, etc. Strategy
translation means specifying objectives,
measures, targets & initiatives.
Is the ways in which a company
implements it strategy for profit &
growth within the balanced scorecard
framework. It includes choices of type of
customer, product, market, internal &
business processes, etc. Strategy
translation means specifying objectives,
measures, targets & initiatives.
LO 4
49. 49
LINKING PERFORMANCE
MEASURES & STRATEGY
Testable strategy
Using cause & effect
Link objectives to overall goal
Double loop feedback
Managers receive information on effectiveness of
strategy & its underlying assumptions
Single loop feedback
Emphasizes only effectiveness of strategy
LO 4
52. 52
CUSTOMER PERSPECTIVE
Source of revenue component within the
financial perspective
Core objectives & measures
Customer value
Difference between what customers receive and what
they have given up
Delivery reliability
LO 4
53. 53
PROCESS PERSPECTIVE
Process value chain made up of 3 processes
Innovation process
Operations process
Cycle time & velocity
Manufacturing cycle efficiency
Day-by-hour report
Post sales service process
LO 4
54. 54
LEARNING & GROWTH
PERSPECTIVE
Source of capabilities that enable the
accomplishment of other 3 perspectives
Employee capabilities
Motivation, empowerment, alignment
Information systems capabilities
LO 4