After viewing this Powerpoint presentation please advise if you are interested in a free CD with the supporting reference files. Your comments would be greatly appreciated. JRH
This document provides an overview of the various master data required for product costing in SAP. It discusses maintaining material masters for raw materials, finished goods, and packaging materials. This includes views for accounting, costing, MRP, and procurement. It also covers bill of materials, activity prices for cost centers, resources/work centers, master recipes/routings, production versions, and overhead rates. Maintaining consistent and accurate master data across these areas is important for product costing in SAP.
This document provides an overview of product cost planning in SAP. It describes how product cost planning can be used to calculate the cost of goods manufactured and cost of goods sold for products. It also explains how cost estimates can be analyzed using reports that break down costs into components like material costs, production costs, and overhead costs. Configuration in SAP is required to set up cost component structures before costs can be assigned and reported.
The Controlling module in SAP provides management with supporting information for planning, reporting, and monitoring business operations. It includes components like cost element accounting, cost center accounting, internal orders, activity-based costing, product cost controlling, profitability analysis, and profit center accounting. Maintaining controlling areas and number ranges are important setup steps in the Controlling module configuration. A controlling area can include one or multiple company codes that use the same chart of accounts. Number ranges need to be defined for controlling documents like cost centers, internal orders, and product cost estimates.
SAP HANA Product Costing / Cost center accountingDhaval Gala
1) The document describes the steps to perform a mass costing run in SAP to calculate standard costs for multiple products.
2) Key steps include creating a costing run, selecting materials based on parameters, exploding bills of materials, calculating cost estimates, analyzing results, marking standard prices, and releasing the new standard prices.
3) Performing a costing run allows companies to regularly update standard costs for products.
The document provides instructions for using transaction code CKM3 in SAP to perform a material price analysis. This transaction allows users to analyze material movements and costs by entering a material, plant, and period. It then displays the valuated transactions and price/exchange rate differences for that material. Users can view details of specific documents, including purchase orders and cost center consumption documents, and drill down to associated source documents. The material ledger must be activated to use this transaction for analyzing actual costs versus standard costs.
This document provides information on setting up and maintaining key components for product costing in SAP, including:
1. Maintaining material masters for raw materials, packaging materials, and finished goods with accounting and costing views.
2. Defining bills of materials which list the components and quantities that make up finished products.
3. Setting activity prices for cost centers that absorb costs into products based on activities like machine time or labor hours.
4. Identifying resources and work centers that define where operations are performed and their available capacities.
SAP Product costing Calculation With Components - SkillstekSkillstek
SAP Product Cost Calculation is done in the 6 key components of Product Costing, which is part of SAP CO.
Read it at Skillstek's Blog:- https://skillstek.com/product-costing-in-sap/
For more informative content, visit:-
https://skillstek.com/blog
Contact Details:-
Website:- https://skillstek.com
Phone:- +91-9556432150
Email:- info@skillstek.com
Social Accounts:-
LinkedIn:- https://www.linkedin.com/company/skillstek
Facebook:- https://www.facebook.com/SkillstekEdu
YouTube Channel:- https://www.youtube.com/c/skillstek
Instagram:- https://www.instagram.com/skillsteksap/
This document provides an overview of the various master data required for product costing in SAP. It discusses maintaining material masters for raw materials, finished goods, and packaging materials. This includes views for accounting, costing, MRP, and procurement. It also covers bill of materials, activity prices for cost centers, resources/work centers, master recipes/routings, production versions, and overhead rates. Maintaining consistent and accurate master data across these areas is important for product costing in SAP.
This document provides an overview of product cost planning in SAP. It describes how product cost planning can be used to calculate the cost of goods manufactured and cost of goods sold for products. It also explains how cost estimates can be analyzed using reports that break down costs into components like material costs, production costs, and overhead costs. Configuration in SAP is required to set up cost component structures before costs can be assigned and reported.
The Controlling module in SAP provides management with supporting information for planning, reporting, and monitoring business operations. It includes components like cost element accounting, cost center accounting, internal orders, activity-based costing, product cost controlling, profitability analysis, and profit center accounting. Maintaining controlling areas and number ranges are important setup steps in the Controlling module configuration. A controlling area can include one or multiple company codes that use the same chart of accounts. Number ranges need to be defined for controlling documents like cost centers, internal orders, and product cost estimates.
SAP HANA Product Costing / Cost center accountingDhaval Gala
1) The document describes the steps to perform a mass costing run in SAP to calculate standard costs for multiple products.
2) Key steps include creating a costing run, selecting materials based on parameters, exploding bills of materials, calculating cost estimates, analyzing results, marking standard prices, and releasing the new standard prices.
3) Performing a costing run allows companies to regularly update standard costs for products.
The document provides instructions for using transaction code CKM3 in SAP to perform a material price analysis. This transaction allows users to analyze material movements and costs by entering a material, plant, and period. It then displays the valuated transactions and price/exchange rate differences for that material. Users can view details of specific documents, including purchase orders and cost center consumption documents, and drill down to associated source documents. The material ledger must be activated to use this transaction for analyzing actual costs versus standard costs.
This document provides information on setting up and maintaining key components for product costing in SAP, including:
1. Maintaining material masters for raw materials, packaging materials, and finished goods with accounting and costing views.
2. Defining bills of materials which list the components and quantities that make up finished products.
3. Setting activity prices for cost centers that absorb costs into products based on activities like machine time or labor hours.
4. Identifying resources and work centers that define where operations are performed and their available capacities.
SAP Product costing Calculation With Components - SkillstekSkillstek
SAP Product Cost Calculation is done in the 6 key components of Product Costing, which is part of SAP CO.
Read it at Skillstek's Blog:- https://skillstek.com/product-costing-in-sap/
For more informative content, visit:-
https://skillstek.com/blog
Contact Details:-
Website:- https://skillstek.com
Phone:- +91-9556432150
Email:- info@skillstek.com
Social Accounts:-
LinkedIn:- https://www.linkedin.com/company/skillstek
Facebook:- https://www.facebook.com/SkillstekEdu
YouTube Channel:- https://www.youtube.com/c/skillstek
Instagram:- https://www.instagram.com/skillsteksap/
The document discusses production operations and management. It covers topics like production planning and control, scheduling, line balancing, work study techniques like method study, time study and motion study. It provides historical context of production management concepts and examples to illustrate scheduling techniques like Johnson's rule and line balancing calculations.
This document is a project report submitted by Kavitake Chhaya Laxman for their M.Com program. The report focuses on process costing and includes the following sections:
1. An introduction to process costing, including its meaning, applicability, advantages, and differences from job costing.
2. The accounting procedure for a simple process costing system including a sample process account worksheet.
3. A discussion of waste and losses in process costing, how they are accounted for, and includes sample calculations and journal entries.
4. Methods for valuing work-in-process inventory including equivalent units and illustrative examples.
5. A case study of process
This document provides instructions for performing a mass costing run in SAP. It describes running a costing for finished and semi-finished products valued at standard price. The process involves setting selection parameters to choose materials by type and plant, executing a BOM explosion, performing cost estimation, analyzing results, and marking and releasing standard prices. The full procedure takes the user through 63 steps to complete a costing run for multiple materials and plants at once.
The document discusses product costing and cost estimation in SAP. It describes how standard costs are estimated based on input materials, activities, and overhead costs. It then outlines the tools used for cost estimation like costing variants, cost component splits, and cost estimates with or without quantity structures. Cost estimates are used to calculate the cost of goods manufactured and update standard prices in the material master record.
The document discusses key concepts related to production theory and cost analysis. It defines production as transforming inputs into outputs. Inputs can be fixed or variable, and production functions are classified as short-run or long-run depending on whether inputs are fixed or variable. The law of diminishing returns and returns to scale are explained. Cost concepts like total, average, fixed and variable costs are introduced. Break-even analysis is defined as a technique to understand the relationship between sales, costs and profits. Key assumptions and applications of break-even analysis are also outlined.
Understanding SAP production order varianceDhaval Gala
This document discusses production order variance and standard costs as a way to evaluate performance and increase efficiency. It explains that setting standards and measuring variances from those standards allows companies to identify areas for improvement. The document then provides details on calculating different types of variances, including direct material, direct labor, and manufacturing overhead variances. It describes separating the total variance for each into a price and quantity component to help analyze the sources of unfavorable or favorable variances.
This document describes how to automate the standard cost estimate process (CK40N) in SAP. It involves setting up a costing run with parameters for each step - selection, structure explosion, costing, analysis, marking, and release. These steps are configured to run in the background by activating background processing for each. Finally, the background jobs are scheduled and monitored to completion to automate the full CK40N process.
Firms transform factors of production like labor, capital, and land into goods. The production process can be analyzed in the short-run and long-run. In the short-run, some inputs are fixed while others are variable. A production function shows the relationship between inputs used and the quantity of output. Costs include fixed costs, variable costs, and total costs. Graphing costs shows U-shaped average cost curves and a marginal cost curve that intersects at the minimum points of the average cost curves.
Cost accounting project on AMUL ice creamAnjali Modi
Marginal costing is a technique that differentiates between fixed and variable costs. It involves charging only variable costs to cost units and treating fixed costs as period costs. This allows marginal costing to provide useful information for management decision making like cost control, profit planning, and performance evaluation. Some key advantages of marginal costing include simplicity, improved cost control by avoiding arbitrary allocation of fixed costs, and better analysis of alternative production/sales policies. However, marginal costing also has limitations like difficulty separating fixed and variable costs precisely and not representing profits fully by excluding fixed costs from inventory valuation.
Throughput Accounting (Management Accounting and Finance)Kiran Hanjar
Throughput accounting is an alternative management accounting approach that focuses on identifying organizational constraints and increasing throughput. It measures three key factors - throughput, investment, and operating expenses. Throughput is revenue minus variable costs, investment refers to money tied up in inventory and assets, and operating expenses are all non-variable costs. Managers use these three measures to evaluate how decisions impact profits and determine if options will increase throughput, decrease investment, or lower expenses. The approach was developed as part of the Theory of Constraints and differs from traditional cost accounting by not allocating all costs and instead prioritizing throughput generation.
The document discusses production functions and cost estimation. It defines key concepts like production functions, laws of diminishing returns, marginal revenue and expenditure products, isoquants, isocost curves, returns to scale, and average and marginal costs. It also outlines the analysis of costs, including opportunity, historical, explicit, and implicit costs as well as short-run and long-run cost functions.
THE MAIN DIFFERENCE BETWEEN JOB COSTING AND PROCESS COSTING IS THAT IN JOB CO...Hardik Shah
THE MAIN DIFFERENCE BETWEEN JOB COSTING AND PROCESS COSTING IS THAT IN JOB COSTING AN AVERAGING PROCESS IS USED TO COMPUTE THE UNIT COSTS OF PRODUCTS OR SERVICES. - JUSTIFICATION
Basic Concepts of Cost Accounting-B.V.RaghunandanSVS College
This document provides definitions and classifications related to management accounting and cost accounting. It defines management accounting as identifying, measuring, and communicating financial information to help managers achieve organizational objectives. It also defines cost accounting and notes the close relationship between management and cost accounting. It then classifies costs by elements, traceability, functions, and behavior. It defines cost centers and cost units, and provides an example cost sheet. It concludes by defining various direct and indirect costs in more detail.
This document discusses various methods, techniques, and systems of costing. It describes job costing, contract costing, batch costing, process costing, operation costing, and others. It also covers techniques like marginal costing, direct costing, and absorption costing. For systems of costing, it explains historical costing using post-costing and continuous costing, as well as standard costing.
The presentation describes Elements of cost and classification, cost estimation approaches and method, break even analysis, steps and limitation with examples
The document discusses job costing and batch costing. It defines job costing as a method where cost is compiled for specific jobs or work orders, rather than for stock. Cost is charged directly to jobs for materials, labor, and expenses. Overhead is apportioned to jobs based on department rates. Batch costing determines cost per unit by dividing total batch costs by the number of units in a batch. The document also discusses determining economic batch quantity to minimize setup and carrying costs, and provides examples of job and batch costing applications.
The document discusses the features and benefits of implementing SAP's Material Ledger module. Material Ledger allows companies to value inventories in multiple currencies and valuation methods in real-time. It provides a hybrid approach of valuing inventories at standard cost during a period and calculating a periodic moving average price. Material Ledger also enables the amortization of price variances over the life of inventories. Implementing Material Ledger provides enhanced inventory visibility and management.
The document discusses material requirements planning (MRP). It describes the key outputs of MRP as calculating demand for component items, determining requirements for subassemblies and raw materials, determining when they are needed, and generating work orders and purchase orders while considering lead time. The document then provides details on when to use MRP, the major inputs to the MRP process including bills of material and master production schedules, the basic steps of MRP including exploding bills of material and netting inventory, lot sizing rules, and time-phasing requirements. Examples are also provided to illustrate how to use an MRP matrix to determine planned order releases and receipts.
This document outlines methods for allocating, apportioning, and absorbing overheads. It defines overheads as indirect costs that cannot be directly traced to a cost object. Overheads should be classified by function and behavior. The standard describes collecting overheads from accounts, allocating direct costs, apportioning indirect costs across cost centers, and absorbing overheads into products using absorption rates. Primary distribution apportions overheads to cost centers, while secondary distribution moves costs between service centers, using reciprocal or non-reciprocal methods like repeated distribution. The goal is to distribute all overhead costs in a consistent and uniform manner.
Strategic Development of the Industrial Powerhouse Product - Rebanks Consultingindustrialpowerhouse
The document discusses the strategic development of an "Industrial Powerhouse" tourism product. It provides an overview of key industries in different regions like manufacturing, agriculture, and services. It also includes an timeline of industrial heritage attractions and events. The document advocates taking a "M.A.R.R.I.A.G.E." approach to connect attractions across regions into a coherent marketing product. It outlines conditions for sites to grow, and notes logistics will dictate how areas can impact local, regional, and international markets. Specific actions are proposed for Pennine Lancashire to identify sites and projects to develop attractions into future "gems".
Transforming Your Business Into a Content PowerhouseC.C. Chapman
An updated presentation I used for a SalesForce MarketingCloud webinar on how any small business can use content marketing. I focused on the values and strategies that they need to put in place in order to be successful. Lots of points taken from my book Content Rules.
The document discusses production operations and management. It covers topics like production planning and control, scheduling, line balancing, work study techniques like method study, time study and motion study. It provides historical context of production management concepts and examples to illustrate scheduling techniques like Johnson's rule and line balancing calculations.
This document is a project report submitted by Kavitake Chhaya Laxman for their M.Com program. The report focuses on process costing and includes the following sections:
1. An introduction to process costing, including its meaning, applicability, advantages, and differences from job costing.
2. The accounting procedure for a simple process costing system including a sample process account worksheet.
3. A discussion of waste and losses in process costing, how they are accounted for, and includes sample calculations and journal entries.
4. Methods for valuing work-in-process inventory including equivalent units and illustrative examples.
5. A case study of process
This document provides instructions for performing a mass costing run in SAP. It describes running a costing for finished and semi-finished products valued at standard price. The process involves setting selection parameters to choose materials by type and plant, executing a BOM explosion, performing cost estimation, analyzing results, and marking and releasing standard prices. The full procedure takes the user through 63 steps to complete a costing run for multiple materials and plants at once.
The document discusses product costing and cost estimation in SAP. It describes how standard costs are estimated based on input materials, activities, and overhead costs. It then outlines the tools used for cost estimation like costing variants, cost component splits, and cost estimates with or without quantity structures. Cost estimates are used to calculate the cost of goods manufactured and update standard prices in the material master record.
The document discusses key concepts related to production theory and cost analysis. It defines production as transforming inputs into outputs. Inputs can be fixed or variable, and production functions are classified as short-run or long-run depending on whether inputs are fixed or variable. The law of diminishing returns and returns to scale are explained. Cost concepts like total, average, fixed and variable costs are introduced. Break-even analysis is defined as a technique to understand the relationship between sales, costs and profits. Key assumptions and applications of break-even analysis are also outlined.
Understanding SAP production order varianceDhaval Gala
This document discusses production order variance and standard costs as a way to evaluate performance and increase efficiency. It explains that setting standards and measuring variances from those standards allows companies to identify areas for improvement. The document then provides details on calculating different types of variances, including direct material, direct labor, and manufacturing overhead variances. It describes separating the total variance for each into a price and quantity component to help analyze the sources of unfavorable or favorable variances.
This document describes how to automate the standard cost estimate process (CK40N) in SAP. It involves setting up a costing run with parameters for each step - selection, structure explosion, costing, analysis, marking, and release. These steps are configured to run in the background by activating background processing for each. Finally, the background jobs are scheduled and monitored to completion to automate the full CK40N process.
Firms transform factors of production like labor, capital, and land into goods. The production process can be analyzed in the short-run and long-run. In the short-run, some inputs are fixed while others are variable. A production function shows the relationship between inputs used and the quantity of output. Costs include fixed costs, variable costs, and total costs. Graphing costs shows U-shaped average cost curves and a marginal cost curve that intersects at the minimum points of the average cost curves.
Cost accounting project on AMUL ice creamAnjali Modi
Marginal costing is a technique that differentiates between fixed and variable costs. It involves charging only variable costs to cost units and treating fixed costs as period costs. This allows marginal costing to provide useful information for management decision making like cost control, profit planning, and performance evaluation. Some key advantages of marginal costing include simplicity, improved cost control by avoiding arbitrary allocation of fixed costs, and better analysis of alternative production/sales policies. However, marginal costing also has limitations like difficulty separating fixed and variable costs precisely and not representing profits fully by excluding fixed costs from inventory valuation.
Throughput Accounting (Management Accounting and Finance)Kiran Hanjar
Throughput accounting is an alternative management accounting approach that focuses on identifying organizational constraints and increasing throughput. It measures three key factors - throughput, investment, and operating expenses. Throughput is revenue minus variable costs, investment refers to money tied up in inventory and assets, and operating expenses are all non-variable costs. Managers use these three measures to evaluate how decisions impact profits and determine if options will increase throughput, decrease investment, or lower expenses. The approach was developed as part of the Theory of Constraints and differs from traditional cost accounting by not allocating all costs and instead prioritizing throughput generation.
The document discusses production functions and cost estimation. It defines key concepts like production functions, laws of diminishing returns, marginal revenue and expenditure products, isoquants, isocost curves, returns to scale, and average and marginal costs. It also outlines the analysis of costs, including opportunity, historical, explicit, and implicit costs as well as short-run and long-run cost functions.
THE MAIN DIFFERENCE BETWEEN JOB COSTING AND PROCESS COSTING IS THAT IN JOB CO...Hardik Shah
THE MAIN DIFFERENCE BETWEEN JOB COSTING AND PROCESS COSTING IS THAT IN JOB COSTING AN AVERAGING PROCESS IS USED TO COMPUTE THE UNIT COSTS OF PRODUCTS OR SERVICES. - JUSTIFICATION
Basic Concepts of Cost Accounting-B.V.RaghunandanSVS College
This document provides definitions and classifications related to management accounting and cost accounting. It defines management accounting as identifying, measuring, and communicating financial information to help managers achieve organizational objectives. It also defines cost accounting and notes the close relationship between management and cost accounting. It then classifies costs by elements, traceability, functions, and behavior. It defines cost centers and cost units, and provides an example cost sheet. It concludes by defining various direct and indirect costs in more detail.
This document discusses various methods, techniques, and systems of costing. It describes job costing, contract costing, batch costing, process costing, operation costing, and others. It also covers techniques like marginal costing, direct costing, and absorption costing. For systems of costing, it explains historical costing using post-costing and continuous costing, as well as standard costing.
The presentation describes Elements of cost and classification, cost estimation approaches and method, break even analysis, steps and limitation with examples
The document discusses job costing and batch costing. It defines job costing as a method where cost is compiled for specific jobs or work orders, rather than for stock. Cost is charged directly to jobs for materials, labor, and expenses. Overhead is apportioned to jobs based on department rates. Batch costing determines cost per unit by dividing total batch costs by the number of units in a batch. The document also discusses determining economic batch quantity to minimize setup and carrying costs, and provides examples of job and batch costing applications.
The document discusses the features and benefits of implementing SAP's Material Ledger module. Material Ledger allows companies to value inventories in multiple currencies and valuation methods in real-time. It provides a hybrid approach of valuing inventories at standard cost during a period and calculating a periodic moving average price. Material Ledger also enables the amortization of price variances over the life of inventories. Implementing Material Ledger provides enhanced inventory visibility and management.
The document discusses material requirements planning (MRP). It describes the key outputs of MRP as calculating demand for component items, determining requirements for subassemblies and raw materials, determining when they are needed, and generating work orders and purchase orders while considering lead time. The document then provides details on when to use MRP, the major inputs to the MRP process including bills of material and master production schedules, the basic steps of MRP including exploding bills of material and netting inventory, lot sizing rules, and time-phasing requirements. Examples are also provided to illustrate how to use an MRP matrix to determine planned order releases and receipts.
This document outlines methods for allocating, apportioning, and absorbing overheads. It defines overheads as indirect costs that cannot be directly traced to a cost object. Overheads should be classified by function and behavior. The standard describes collecting overheads from accounts, allocating direct costs, apportioning indirect costs across cost centers, and absorbing overheads into products using absorption rates. Primary distribution apportions overheads to cost centers, while secondary distribution moves costs between service centers, using reciprocal or non-reciprocal methods like repeated distribution. The goal is to distribute all overhead costs in a consistent and uniform manner.
Strategic Development of the Industrial Powerhouse Product - Rebanks Consultingindustrialpowerhouse
The document discusses the strategic development of an "Industrial Powerhouse" tourism product. It provides an overview of key industries in different regions like manufacturing, agriculture, and services. It also includes an timeline of industrial heritage attractions and events. The document advocates taking a "M.A.R.R.I.A.G.E." approach to connect attractions across regions into a coherent marketing product. It outlines conditions for sites to grow, and notes logistics will dictate how areas can impact local, regional, and international markets. Specific actions are proposed for Pennine Lancashire to identify sites and projects to develop attractions into future "gems".
Transforming Your Business Into a Content PowerhouseC.C. Chapman
An updated presentation I used for a SalesForce MarketingCloud webinar on how any small business can use content marketing. I focused on the values and strategies that they need to put in place in order to be successful. Lots of points taken from my book Content Rules.
Industrial Powerhouse Presentation re industrial powerhouse march 2010industrialpowerhouse
ERIH is a network of industrial heritage sites across Europe that aims to raise the profile of industrial heritage attractions, increase tourism, and achieve a pan-European presence. It began in 1999 and now includes over 850 sites across 32 countries. ERIH has regional routes in the UK, including the North West England route, which features over 20 sites in the region such as museums, mines, and mills. The benefits of the regional routes include stimulating local interest in industrial heritage, providing opportunities for collaboration between sites, supporting economic development, and boosting international recognition of the region's industrial history.
Designed in Asia: Intel's Manufacturing Powerhouse in AsiaIntelAPAC
Intel has manufacturing powerhouses in Asia that enable its integrated device manufacturer (IDM) advantage. Its supply chain operations in Asia have improved throughput and agility, helping Intel achieve a top 5 ranking in Gartner's supply chain rankings. Intel's facilities in Asia, including sites in China, Malaysia, and Vietnam, leverage over 10 years of experience in global shared services and over 40 years of assembly and test experience to address the increasing complexities of manufacturing as the computing evolution progresses at a rapid pace. Collaboration with governments has been key to Intel's success in Asia.
Transforming Your Firm into a Content Marketing Powerhouse - SMPS Build Busin...Josh Miles
The document summarizes a presentation given by Josh Miles and Holly Bolton on transforming a firm into a content marketing powerhouse. They discussed defining content marketing, why firms should do it, how to create great content, and examples of firms that do it well. The presentation included developing personas, creating a content calendar and hub, and distributing content across blogs, social media and other channels. The goal was to help firms think like publishers and leverage the content they already produce.
The document provides information on Cisco, Xerox, Ford, and John Deere. It discusses their histories, products, customers, and competitors. It also analyzes their strengths, weaknesses, opportunities, and threats. Cisco was founded in 1984 and is a global networking company. Xerox was founded in 1906 and provides document technology. Ford was founded in 1903 and markets vehicles worldwide. John Deere was founded in 1835 and sells equipment for agriculture and construction.
Transforming your B2B website into a lead generation powerhouseDon't be Shy
Your website can be one of two things: a glorified online brochure, or a lead generation powerhouse and crucial member of your sales team. Which is yours? This guide explores how to start generating more (and better) leads from your B2B website.
If you find this deck useful, check out the rest of our ‘better B2B website' series on our SlideShare profile, or at: http://knowledge.dontbeshy.com/better-b2b-website
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
This document provides an agenda and overview for a two-day workshop on value stream mapping and value stream design for Central Electronic Plants within Continental Business System. Day one will include an introduction to lean concepts, value stream mapping exercises to map the current state, and discussion. Day two will focus on developing solutions for improving processes, including additional mapping and drawing the future state map. The goal is to highlight how these tools can support the principles of flow, pull and simplicity within CBS.
The document discusses eliminating production bottlenecks by analyzing and improving processes. It describes identifying bottlenecks, analyzing process flows, improving processes using value stream mapping, and measuring key process metrics. Value stream mapping involves documenting the current process, identifying non-value added activities, and creating a future state map to eliminate waste.
Value stream mapping (VSM) is a tool that uses symbols to depict and improve the flow of inventory and information through a process. It makes waste visible and allows organizations to plan its elimination. VSM involves mapping the current state, identifying areas for improvement, and designing a future state with minimum waste. Key steps include selecting a process to map, collecting data on times and flows, critiquing the current state, and creating an action plan to implement the future state design.
Value stream mapping (VSM) is a Lean tool used to analyze and improve the flow of materials and information needed to bring a product or service to a customer. The document discusses VSM techniques such as mapping the current and future states of processes, identifying value and waste, calculating takt time, and using various symbols to depict inventory levels, information flows, production controls and other elements. It provides step-by-step instructions for conducting a VSM including selecting a team and sponsor, choosing a process to map, collecting current state data, and developing a future state map to optimize process flow and eliminate waste.
This document provides an overview of value stream mapping (VSM), including its purpose, key sections, symbols, and process. VSM is a tool used to visualize and improve the flow of materials and information in a production process. The document outlines how to create a current state map by gathering data on cycle times and inventory levels. It then explains how to develop a future state map to eliminate waste. The goal is to synchronize production with customer demand and achieve continuous flow.
Value-stream mapping, is known as "material- and information-flow mapping", is a lean method for studying the actual state and design a future state for the series of cases that take a product or service from the beginning of the specific process until it reaches the customer.
Activity based costing is considered to be useful only for Manufacturing Organizations whereas reality is that it is equally usefull to Service providers
The document discusses traditional costing systems and activity-based costing (ABC) systems. It provides examples of activities in a manufacturing company and how overhead costs are allocated using ABC. Under ABC, costs are traced to activities and then to products using cost drivers. This provides a more accurate allocation of overhead costs compared to traditional systems that allocate overhead based only on direct labor or machine hours. The document includes an example of calculating activity cost driver rates and allocating overhead costs to different pen products using ABC for a manufacturing company.
This document discusses connecting data between SharePoint, Tableau, and IBM BPM. It provides concepts and examples for extracting data from SharePoint into Tableau using a data extract utility. It also discusses capturing production data like story points and weighted hours to calculate costs. Finally, it addresses treating certain digital assets like portals and applications as capital expenditures to be depreciated over multiple years for accounting purposes.
This document discusses value stream mapping (VSM), which is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a consumer. The document provides information on the history and purpose of VSM, how and when to conduct VSM, and the steps to create a current state map and future state map. It explains the various symbols used in VSMs and includes examples of VSM icons. Key points covered include identifying bottlenecks, reducing lot sizes and setup times, establishing work cells and scheduling methods, and including areas for future kaizen improvements.
The document provides an introduction to value stream mapping (VSM) for small and medium enterprises in the chemical industry. It explains that VSM is a tool that maps the entire business process to identify sources of waste and their root causes. The goal is to reduce waste, decrease costs and increase productivity. The document outlines the key components of a VSM, including material flow, information flow and timeline. It also explains how a VSM is generated and some best practices. The reader will learn how to use VSM to improve operations in the chemical industry.
The document discusses various tools and techniques for analyzing and designing business processes, including flowcharts, time-function mapping, process charts, value stream mapping, and service blueprinting. It provides examples and explanations of how each technique can be used to identify inefficiencies, eliminate non-value added activities, and improve processes to increase customer value, reduce costs, and boost profits. Process mapping and analysis are important for achieving competitive advantages like differentiation, fast response times, and low costs.
1) The study used value stream mapping to analyze the production process of PLC controllers at PALCO in Jordan. The current state map revealed long cycle times for preparing and wiring controllers.
2) Implementing lean principles and techniques, including purchasing an automated crimping machine and adding staff, reduced the wiring preparation time by 50 minutes. This decreased the production cycle time by 30% and increased output from 2 to 4 units per day.
3) The future state map proposed merging some processes, standardizing roles, and using a supermarket pull system to further improve flow and double production rates.
Cost-Estimation-Techniques unit 2.pptxSudipBalLama
The document discusses various cost estimation techniques that can be used for engineering economic analyses and capital investments. It describes top-down and bottom-up approaches, with top-down using historical data and bottom-up breaking projects into smaller work elements. An integrated approach uses a work breakdown structure, cost/revenue structure, and estimating models. Specific techniques discussed include indexes, unit costs, factors, parametric models, and learning curves. Cost estimation is important for setting prices, determining profits, and justifying investments.
Building Value - Understanding the TCO and ROI of Apache Kafka & Confluentconfluent
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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Introduction
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Mass2 Lean2 Six Sigma
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2. Mass to Lean to Six Sigma Improvement Path to Unlocking Improvements to Your of Production Leanmetrics Ann Arbor, Mi The Total Cost
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5. Customer Value Added Definition and Example Def: Value Added is anything done to a product or service that entices purchase by a typical customer. It can include activities that improve quality, cost or delivery. Examples of Value Added would be: using rust resistant paint, in-process reduction in handling/transporting resulting in lower cost to customer or beating the competition in comparable-product delivery time. Trying to measure “ Value Added ” or answering the question, “ How do we measure: quality improvements, the reduction in product cost or impact of faster delivery?” are difficult tasks.
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7. Correlation Between VSM and Improvements to Cost, Quality or Delivery Since there are no cost inputs to the VSM no direct relationship can be formed between map and product cost. Additionally, internal/external quality data have no input into the mapping process. Tracking the lead time from the start of the production flow to the end is the most important aspect of the mapping process because it can impact the customer satisfaction level. 6 How the workforce can impact the lead time (and what time elements are important-- conform to lean objectives ) are not discernable .
9. To get us on the Cost Tracking Path let’s pose the question... “ Have YOU ever tried to corral your spending habits by establishing a monthly household budget?” 8
10. The 2 key elements to constructing a household budget are: * gross income * expenses over the income period 9
11. Increasing Gross Income… Of course, increasing your gross income can be helpful in balancing your monthly budget. Keeping your expenses in check; therefore, is the key to achieving positive financial success! Too many times, though, a rise in gross income alters the mindset of the recipients (personal or business) and they increase their spending habits in proportion (or in excess) to the rise in income. 10
12. Some of the items we might focus on to reduce our personal spending include: *heating/cooling costs *telephone *reading materials *transportation costs *entertainment *sporting events *trash pick-up *laundry *food & water *computer expenses *restaurant meals *personal luxuries *cable *medical expenses *taxes *clothing *late fees *interest rates *travel *vacation destinations 11
13. The Following Slides Will Present a Similar Approach to Attaining Financial Success in Your Business…
14. If you consider the sales of the product you are making times the quantity produced over a pre-determined time frame as “your gross income”... … and the expenses you incur to build your products over the same time frame as your opportunity to lower your Total Cost , you are ready to take the first step towards leaning your way to improved profitability... 13
18. Process Cell Efficiency, Lead Time and Cost at This Station The actual cycle time of the process is compared to the sell rate (Takt time) resulting in a percentage of the operator(s) cost per unit of production (input into data base). The “lead time” of built units to get to this point of the process is logged and the labor mentioned above is combined with the labor to deliver each part to the assembly point (resulting in optimal cost per unit @ every process station). 17
19. Line-side Material Flow Levels and Takt Time (Sell Rate) Visual Indication of Control Part Meeting Stock Level Takt Time (seconds) = Sell Rate of Product Visual Indication of Meeting Line-side Stock Level Visual Indication of Meeting Line-side Stock Level Visual Indication of Meeting Line-side Stock Level Visual Indication of Meeting Line-side Stock Level 18
20. Keeping low levels of stock at line side: improves quality, provides better access to parts (improved ergonomics) and reduces cycle time (thus getting operation closer to takt time). Importance of Line-side Material Flow Levels and Takt Time (Sell Rate) speeds the Order to Revenue money stream . . . More importantly it 19
21. Cost of Work-In-Process and Visual Lean Indication (Sample) Note: There is a W.I.P. bank after each process station. Quantity & Cost Of Units Between Process Steps Visual Lean Level of WIP TYPICAL W.I.P. INVENTORY INV. INVENTORY ADDRESS SURGE UNITS+TRANSITS COST OF SURGE+TRANSITS POOR FAIR GOOD INVENTORY LEAD TIME
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23. Building the Cost Flow Map Using Process and Inventory Cells Visual Depiction of Your Main Process Flow . . . . . . Sub-Assembly Feeding Main Line . . . . . . . Second Sub-Assembly to Main Line . . . . . . Main Line Sub # 1 Sub # 2 Note: Completed data base will automatically show your entire manufacturing flow in this v i s u a l format…… 22
24. Process and Inventory Cost Tracking Map Sample CopyofProcess_Inventory_and_SMF_Cost_Flow_Map(213).pdf 23 Note: Click mouse to advance to next slide
25. Some of the Advantages of Having a Completed Cost Flow Map: It’s a relevant communication tool that can be used by management and the workforce to make decisions impacting total cost. Process cell efficiency when combined with WIP levels prior to and after the cell can be indications of a restriction to production flow. Material logistics impact: travel distance for each part, # of parts per container and return dunnage distances are evaluated from a minimal cost per unit standpoint. It gives a visual depiction of each process station’s conformance to plant objectives for line-side material levels. It shows work-in-process levels and their measurement on a leanness scale. (Including actual surge and units in-transit) 24 The mapping process can be cascaded to 2 nd & 3 rd tier suppliers.
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27. The Completed Cost Flow Map Allows You to the Minimal Material and Labor Cost for Each Unit of Production… 26 Taking the cost per unit (mentioned above) times your production volume over a given time frame can now be subtracted from your total expenditures incurred during that time period. What’s left is a myriad of opportunities to lower your total cost of production. Engage/empower your workforce in addressing each opportunity and reward their efforts with a portion of the improvements obtained. SEE
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29. Getting Started… 28 Mass to Lean to Six Sigma via “hands-on” simulations…Car Wash Assembly Process. See it, feel it, hear it by actually experiencing the transformation. Learning points from simulations: Note: Click Mouse to advance to next slide