In an effort to minimize waste and more strategically spend every dollar, more and more companies are exploring Zero-Based Budgeting (ZBB). As opposed to incremental budgeting, where last year’s budget serves as the primary driver for budget allocations for the coming year, ZBB allocates funds based on the merits of each department’s policies, goals and spending justifications. However, transitioning to a ZBB process within
manufacturing can be challenging and labor-intensive for organizations and their teams.
Built on three core pillars of People, Process and Performance, Myrtle’s ZBB Excellence Approach is designed to enhance the effectiveness of the ZBB work process and achieve all of the advantages and insights of ZBB while minimizing workload, confusion and frustration. Myrtle’s ZBB Excellence Approach gives companies a standard but flexible methodology to optimize and monitor the critical corporate process of capital allocation to ensure operational success.
Zero-based budgeting (ZBB) requires managers to justify all expenditures as if the budget is being created for the first time. The process involves identifying organizational decision units, constructing decision packages that analyze activities and funding alternatives, and ranking packages to allocate resources. ZBB aims to eliminate unnecessary costs by questioning existing resource allocations and requiring justification of all spending. While time-intensive, ZBB can help organizations set priorities and ensure costs align with objectives, particularly in uncertain economic environments. Successful implementation requires training managers, clear procedures, management commitment, and adequate time for the rigorous analysis involved.
Zero-base budgeting requires managers to justify their entire budgets from scratch each year rather than relying on previous year's funding levels. It involves identifying decision units within an organization, creating decision packages that outline alternative funding levels and their expected impacts, and then ranking the decision packages in order of priority. While ZBB provides more transparency and accountability around funding decisions, it also requires significant effort and resources to implement effectively.
This document provides an overview of zero-based budgeting (ZBB). It describes ZBB as a technique that sets all budgets to zero at the beginning of each period, requiring departments to justify all expenditures. The key milestones in implementing ZBB are developing decision packages to analyze each activity, ranking the packages by importance, and allocating resources according to the ranking. The document contrasts ZBB with incremental budgeting, which uses the previous period's budget as a base and adds incremental amounts without reconsidering needs.
Zero-base budgeting requires justifying all expenditures and programs from scratch each year without relying on previous funding levels. It involves identifying decision units, developing decision packages that outline alternative funding levels, and then ranking packages to determine priorities. While it promotes efficiency and flexibility, zero-base budgeting also increases paperwork and costs due to preparing numerous decision packages and ranking them subjectively.
This document provides an overview of zero-based budgeting (ZBB), outlining its key principles and steps in the process. ZBB requires managers to justify their entire budget requests from scratch each year, rather than relying on the previous year's budget. It involves analyzing all activities and ranking them based on cost-benefit analysis. Decision packages are prepared for each component of expenditure and ranked using an inverse pyramid system. The document defines important terms and components in ZBB, and emphasizes regularly scrutinizing "must" activities to avoid resource creep. It also stresses developing quality alternatives to the status quo that address key values and trade-offs.
Zero base budgeting is a managerial tool developed in 1962 by Jimmy Carter that considers each year as a new year for budget preparation without reference to previous years. It focuses on forecasting future activities and cost-benefit analysis of decision packages to prioritize allocation of resources according to organizational objectives. Some key benefits include more accurate resource allocation based on priority, enhanced managerial capability, and optimum utilization of resources. The application of zero base budgeting involves identifying decision units, developing decision packages around objectives, and reviewing/ranking packages.
Zero-based budgeting (ZBB) requires managers to justify all expenditures as if the budget is being created for the first time. The process involves identifying organizational decision units, constructing decision packages that analyze activities and funding alternatives, and ranking packages to allocate resources. ZBB aims to eliminate unnecessary costs by questioning existing resource allocations and requiring justification of all spending. While time-intensive, ZBB can help organizations set priorities and ensure costs align with objectives, particularly in uncertain economic environments. Successful implementation requires training managers, clear procedures, management commitment, and adequate time for the rigorous analysis involved.
Zero-base budgeting requires managers to justify their entire budgets from scratch each year rather than relying on previous year's funding levels. It involves identifying decision units within an organization, creating decision packages that outline alternative funding levels and their expected impacts, and then ranking the decision packages in order of priority. While ZBB provides more transparency and accountability around funding decisions, it also requires significant effort and resources to implement effectively.
This document provides an overview of zero-based budgeting (ZBB). It describes ZBB as a technique that sets all budgets to zero at the beginning of each period, requiring departments to justify all expenditures. The key milestones in implementing ZBB are developing decision packages to analyze each activity, ranking the packages by importance, and allocating resources according to the ranking. The document contrasts ZBB with incremental budgeting, which uses the previous period's budget as a base and adds incremental amounts without reconsidering needs.
Zero-base budgeting requires justifying all expenditures and programs from scratch each year without relying on previous funding levels. It involves identifying decision units, developing decision packages that outline alternative funding levels, and then ranking packages to determine priorities. While it promotes efficiency and flexibility, zero-base budgeting also increases paperwork and costs due to preparing numerous decision packages and ranking them subjectively.
This document provides an overview of zero-based budgeting (ZBB), outlining its key principles and steps in the process. ZBB requires managers to justify their entire budget requests from scratch each year, rather than relying on the previous year's budget. It involves analyzing all activities and ranking them based on cost-benefit analysis. Decision packages are prepared for each component of expenditure and ranked using an inverse pyramid system. The document defines important terms and components in ZBB, and emphasizes regularly scrutinizing "must" activities to avoid resource creep. It also stresses developing quality alternatives to the status quo that address key values and trade-offs.
Zero base budgeting is a managerial tool developed in 1962 by Jimmy Carter that considers each year as a new year for budget preparation without reference to previous years. It focuses on forecasting future activities and cost-benefit analysis of decision packages to prioritize allocation of resources according to organizational objectives. Some key benefits include more accurate resource allocation based on priority, enhanced managerial capability, and optimum utilization of resources. The application of zero base budgeting involves identifying decision units, developing decision packages around objectives, and reviewing/ranking packages.
Zero base budgeting (ZBB) is an alternative budgeting method introduced in the 1960s that requires justification of all expenses, rather than relying on previous year's budget. The document outlines ZBB, including that it starts budgets at zero, requires managers to justify expenses through decision packages that are reviewed and ranked, and aims to efficiently allocate resources according to importance. Traditional budgeting focuses on changes to the previous budget, while ZBB examines costs and benefits of all activities.
Zero-based budgeting is a method of budgeting where all expenses must be justified for each new period, starting from zero. It identifies the most efficient use of resources to achieve objectives. The marketing department budget for Company XYZ would be determined through zero-based budgeting by justifying each person and expense rather than simply increasing last year's budget. This approach identified that a construction equipment company could make certain parts in-house more cheaply than outsourcing, saving costs over traditional budgeting.
The document discusses zero-based budgeting (ZBB) and performance budgeting. [1] ZBB requires managers to justify their entire budgets annually instead of relying on previous year spending. [2] Performance budgeting relates inputs and costs to outputs and results. It emphasizes outcomes over expenditures. [3] Both techniques aim to improve efficiency and allocate resources according to priorities, but implementing them can be time-consuming and difficult to apply to all programs.
What does Zero Based Budgeting mean for agencies?Ged Carroll
This document discusses zero-based budgeting and its implications. Zero-based budgeting requires all expenses to be justified each period, starting from zero, rather than using previous budgets as a baseline. Clients are adopting it for strategic budgeting due to economic uncertainties. It means marketing teams must thoroughly research and justify budgets based on key performance indicators. The process impacts agencies, holding groups, and the creative process by requiring tighter briefs, shorter timelines, and focus on measurable ROI.
Zero base budgeting (ZBB) is an alternative budgeting method where all activities and expenses are reevaluated each year, starting from a "zero base". The document provides an introduction to ZBB, including its history, definition, purpose, application process involving decision packages, main features, advantages like more effective resource allocation, and disadvantages like increased paperwork.
Zero based and performance BY VINEET AGGARWALVineet Aggarwal
Zero-based budgeting is a method of budgeting where all expenses must be justified for each new period, starting from zero, rather than using the previous budget as a baseline. It was developed in the 1960s and grew in popularity in the 1970s when adopted by the US government. The goal is to evaluate all expenditures and justify their inclusion in the budget, rather than assuming existing programs will continue to receive funding. While it aims to improve budgeting efficiency, zero-based budgeting can be time-intensive and its use has declined since the 1980s.
Zero-based Budgeting for You
Zero-based Budgeting concept is applicable in all industries and personal finance. It lets every business management to develop their budget, which includes all their operations and essential expenses to run the business. It is said to replace the traditional approach of budgeting. It enables the efficient allocation of resources based on the needs and benefits of the company by the managers.
Performance based budgeting by sumayya naseem optometrist, mmsph student abas...Sumayya Naseem
This document discusses performance-based budgeting. It defines key terms like budgets, budgeting, and types of budgeting including line-item, incremental, zero-based, and performance-based budgeting. Performance-based budgeting links funding to results by using performance measures and evaluation to improve effectiveness and efficiency of public spending. It emphasizes clear objectives, performance measures to assess progress on objectives, and linking funding to performance.
The document discusses effective prioritization and zero-based budgeting (ZBB). It begins by outlining the course objectives of better understanding how to apply ZBB concepts and create an action plan. It then defines ZBB as a process where all expenditures must be justified each period rather than just increases from the previous period. At Intel, ZBB is viewed more broadly as a resource management tool and prioritized list of projects and activities. The document stresses the importance of prioritization and challenges the status quo. It provides steps for developing key deliverables, prioritizing them using various methods, and taking actions based on the prioritization.
Zero Based Budgeting (ZBB) requires justification of all expenses for each new budget period, regardless of past budgets. It involves identifying decision units, developing alternative decision packages for each unit, and ranking packages based on cost-benefit analysis. Key steps include defining minimum and incremental effort levels for activities, and prioritizing funding based on package rankings. ZBB aims to improve efficiency by re-evaluating all expenditures, but requires significant effort. Alternatives like priority budgeting and target-based budgeting are less intensive but still focus on value and priorities over incremental increases.
The document summarizes performance budgeting approaches used by several US states and municipalities. It discusses how states like Arizona, Maryland, Texas, Virginia, and Washington incorporate performance measures and information into their budget processes. It also provides examples of performance budgeting efforts in the cities of Long Beach, California and Maricopa County, Arizona, describing the key components of their managing for results initiatives.
Performance-based budgeting aims to improve the effectiveness and efficiency of public expenditure by linking funding to results. It uses performance information like indicators, evaluations, and program costings to make this link. The impact may be felt through improved prioritization of spending and better service effectiveness or efficiency. Some key aspects include defining measurable objectives and impacts for programs, developing alternatives to achieve objectives, and evaluating programs based on cost-benefit analysis to determine priority for funding. While it promotes efficient resource allocation, limitations include increased paperwork and subjective ranking of programs.
Zero base budgeting is a managerial tool developed by Jimmy Carter in 1962 that begins the budgeting process from scratch each year without relying on previous year's budget. It focuses on evaluating the costs and benefits of individual programs, prioritizing activities, and allocating resources to activities based on their importance to organizational goals. The process involves listing objectives, deciding the scope, prioritizing activities, conducting cost-benefit analyses of decision packages, and selecting and approving the final budget. Zero base budgeting aims to optimize resource utilization and justify all expenditures, but it can be difficult and time-consuming to implement.
Budgets are management's forecasts of revenues, expenses, and profits used for both decision making and control. They communicate planning assumptions, set resource guidelines, and are used to evaluate performance against targets. The budget process separates decision rights between managers who initiate budgets and directors who ratify and monitor them.
This document provides an overview of different approaches to budgeting in the public sector, including incremental budgeting, zero-based budgeting, and alternative techniques such as priority-based budgeting, performance-based budgeting, and participatory budgeting. It summarizes the key advantages and disadvantages of each approach and includes examples of their application internationally. The document concludes by noting the challenges of budgeting under uncertain conditions and adjusting budgets over time.
This presentation was made by Wojciech ZIELINSKI, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
Budgeting. at District level and Managementa01071979
The document discusses budgeting, including definitions, significance, approaches, types of budgets, and the budgetary process. It outlines three common budgeting approaches - top-down, bottom-up, and iterative budgeting - and compares their merits and demerits. The document also discusses features of an effective budget, linking budgets to project activities through earned value analysis, and measures for budgetary control.
This webinar will provide a basic introduction to budgeting in a nonprofit setting. Attendees will learn how to prepare and strategically use budgets for their organization.
The document discusses new techniques in budgeting, focusing on zero-based budgeting, kaizen budgeting, activity-based budgeting, and web-enabled budgeting. Zero-based budgeting requires managers to justify their entire budgets from scratch each year based on objectives. Kaizen budgeting incorporates continuous cost reductions into budgets. Activity-based budgeting focuses on the costs of activities needed to produce and sell products. Web-enabled budgeting allows for an automated, secure budgeting process across departments.
Rajesh Yadav is seeking a challenging position where he can contribute his skills and ideas. He has a Bachelor's degree in Electronics Engineering and certifications in Core Java, HTML/CSS/JavaScript, JDBC, Servlet, JSP, Hibernate, and Spring Framework. His technical skills include MySQL, Eclipse, Tomcat, and the Hibernate framework. As part of a team, he worked on an online shopping cart application using Spring, Hibernate, Servlet, JSP, and Maven. His responsibilities included creating Maven dependencies, coding DAO classes, implementing business logic, and functional testing.
Zero base budgeting (ZBB) is an alternative budgeting method introduced in the 1960s that requires justification of all expenses, rather than relying on previous year's budget. The document outlines ZBB, including that it starts budgets at zero, requires managers to justify expenses through decision packages that are reviewed and ranked, and aims to efficiently allocate resources according to importance. Traditional budgeting focuses on changes to the previous budget, while ZBB examines costs and benefits of all activities.
Zero-based budgeting is a method of budgeting where all expenses must be justified for each new period, starting from zero. It identifies the most efficient use of resources to achieve objectives. The marketing department budget for Company XYZ would be determined through zero-based budgeting by justifying each person and expense rather than simply increasing last year's budget. This approach identified that a construction equipment company could make certain parts in-house more cheaply than outsourcing, saving costs over traditional budgeting.
The document discusses zero-based budgeting (ZBB) and performance budgeting. [1] ZBB requires managers to justify their entire budgets annually instead of relying on previous year spending. [2] Performance budgeting relates inputs and costs to outputs and results. It emphasizes outcomes over expenditures. [3] Both techniques aim to improve efficiency and allocate resources according to priorities, but implementing them can be time-consuming and difficult to apply to all programs.
What does Zero Based Budgeting mean for agencies?Ged Carroll
This document discusses zero-based budgeting and its implications. Zero-based budgeting requires all expenses to be justified each period, starting from zero, rather than using previous budgets as a baseline. Clients are adopting it for strategic budgeting due to economic uncertainties. It means marketing teams must thoroughly research and justify budgets based on key performance indicators. The process impacts agencies, holding groups, and the creative process by requiring tighter briefs, shorter timelines, and focus on measurable ROI.
Zero base budgeting (ZBB) is an alternative budgeting method where all activities and expenses are reevaluated each year, starting from a "zero base". The document provides an introduction to ZBB, including its history, definition, purpose, application process involving decision packages, main features, advantages like more effective resource allocation, and disadvantages like increased paperwork.
Zero based and performance BY VINEET AGGARWALVineet Aggarwal
Zero-based budgeting is a method of budgeting where all expenses must be justified for each new period, starting from zero, rather than using the previous budget as a baseline. It was developed in the 1960s and grew in popularity in the 1970s when adopted by the US government. The goal is to evaluate all expenditures and justify their inclusion in the budget, rather than assuming existing programs will continue to receive funding. While it aims to improve budgeting efficiency, zero-based budgeting can be time-intensive and its use has declined since the 1980s.
Zero-based Budgeting for You
Zero-based Budgeting concept is applicable in all industries and personal finance. It lets every business management to develop their budget, which includes all their operations and essential expenses to run the business. It is said to replace the traditional approach of budgeting. It enables the efficient allocation of resources based on the needs and benefits of the company by the managers.
Performance based budgeting by sumayya naseem optometrist, mmsph student abas...Sumayya Naseem
This document discusses performance-based budgeting. It defines key terms like budgets, budgeting, and types of budgeting including line-item, incremental, zero-based, and performance-based budgeting. Performance-based budgeting links funding to results by using performance measures and evaluation to improve effectiveness and efficiency of public spending. It emphasizes clear objectives, performance measures to assess progress on objectives, and linking funding to performance.
The document discusses effective prioritization and zero-based budgeting (ZBB). It begins by outlining the course objectives of better understanding how to apply ZBB concepts and create an action plan. It then defines ZBB as a process where all expenditures must be justified each period rather than just increases from the previous period. At Intel, ZBB is viewed more broadly as a resource management tool and prioritized list of projects and activities. The document stresses the importance of prioritization and challenges the status quo. It provides steps for developing key deliverables, prioritizing them using various methods, and taking actions based on the prioritization.
Zero Based Budgeting (ZBB) requires justification of all expenses for each new budget period, regardless of past budgets. It involves identifying decision units, developing alternative decision packages for each unit, and ranking packages based on cost-benefit analysis. Key steps include defining minimum and incremental effort levels for activities, and prioritizing funding based on package rankings. ZBB aims to improve efficiency by re-evaluating all expenditures, but requires significant effort. Alternatives like priority budgeting and target-based budgeting are less intensive but still focus on value and priorities over incremental increases.
The document summarizes performance budgeting approaches used by several US states and municipalities. It discusses how states like Arizona, Maryland, Texas, Virginia, and Washington incorporate performance measures and information into their budget processes. It also provides examples of performance budgeting efforts in the cities of Long Beach, California and Maricopa County, Arizona, describing the key components of their managing for results initiatives.
Performance-based budgeting aims to improve the effectiveness and efficiency of public expenditure by linking funding to results. It uses performance information like indicators, evaluations, and program costings to make this link. The impact may be felt through improved prioritization of spending and better service effectiveness or efficiency. Some key aspects include defining measurable objectives and impacts for programs, developing alternatives to achieve objectives, and evaluating programs based on cost-benefit analysis to determine priority for funding. While it promotes efficient resource allocation, limitations include increased paperwork and subjective ranking of programs.
Zero base budgeting is a managerial tool developed by Jimmy Carter in 1962 that begins the budgeting process from scratch each year without relying on previous year's budget. It focuses on evaluating the costs and benefits of individual programs, prioritizing activities, and allocating resources to activities based on their importance to organizational goals. The process involves listing objectives, deciding the scope, prioritizing activities, conducting cost-benefit analyses of decision packages, and selecting and approving the final budget. Zero base budgeting aims to optimize resource utilization and justify all expenditures, but it can be difficult and time-consuming to implement.
Budgets are management's forecasts of revenues, expenses, and profits used for both decision making and control. They communicate planning assumptions, set resource guidelines, and are used to evaluate performance against targets. The budget process separates decision rights between managers who initiate budgets and directors who ratify and monitor them.
This document provides an overview of different approaches to budgeting in the public sector, including incremental budgeting, zero-based budgeting, and alternative techniques such as priority-based budgeting, performance-based budgeting, and participatory budgeting. It summarizes the key advantages and disadvantages of each approach and includes examples of their application internationally. The document concludes by noting the challenges of budgeting under uncertain conditions and adjusting budgets over time.
This presentation was made by Wojciech ZIELINSKI, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
Budgeting. at District level and Managementa01071979
The document discusses budgeting, including definitions, significance, approaches, types of budgets, and the budgetary process. It outlines three common budgeting approaches - top-down, bottom-up, and iterative budgeting - and compares their merits and demerits. The document also discusses features of an effective budget, linking budgets to project activities through earned value analysis, and measures for budgetary control.
This webinar will provide a basic introduction to budgeting in a nonprofit setting. Attendees will learn how to prepare and strategically use budgets for their organization.
The document discusses new techniques in budgeting, focusing on zero-based budgeting, kaizen budgeting, activity-based budgeting, and web-enabled budgeting. Zero-based budgeting requires managers to justify their entire budgets from scratch each year based on objectives. Kaizen budgeting incorporates continuous cost reductions into budgets. Activity-based budgeting focuses on the costs of activities needed to produce and sell products. Web-enabled budgeting allows for an automated, secure budgeting process across departments.
Rajesh Yadav is seeking a challenging position where he can contribute his skills and ideas. He has a Bachelor's degree in Electronics Engineering and certifications in Core Java, HTML/CSS/JavaScript, JDBC, Servlet, JSP, Hibernate, and Spring Framework. His technical skills include MySQL, Eclipse, Tomcat, and the Hibernate framework. As part of a team, he worked on an online shopping cart application using Spring, Hibernate, Servlet, JSP, and Maven. His responsibilities included creating Maven dependencies, coding DAO classes, implementing business logic, and functional testing.
Este documento resume la experiencia de un grupo de gallegos que visitaron Israel. Resaltan que se sintieron seguros y emocionados de estar en la cuna del mundo. Visitaron lugares sagrados como el Muro de los Lamentos y el Mar Muerto. Contrastan la cobertura mediática negativa sobre Israel con la realidad que encontraron de calma y actividad. Resaltan el orgullo de los jóvenes israelíes de servir en el ejército para proteger al país.
Este documento describe 10 indicadores de la implementación de la teoría psicogenética en el aula, como indagar en la construcción del conocimiento de los alumnos, utilizar material concreto, hacer preguntas, analizar el pensamiento colectivo e interactuar con los estudiantes. También describe los principios básicos del método Montessori de permitir que los niños se auto-dirijan en un ambiente estructurado y ordenado para desarrollar su potencial a través de la manipulación de material didáctico diseñado específicamente.
Important causes and Effect of climate Change A Presentation By Mr Allah Da...Mr.Allah Dad Khan
Important causes and Effect of climate Change A Presentation By Mr Allah Dad Khan Former Director General Agriculture Extension KPK Province and Visiting Professor the University of Agriculture Pesha
Using Mobility to Expand Planning and Performance Management Best PracticesSAP Analytics
http://spr.ly/Finance_PM - Explore how finance organizations can use mobile solutions to help expand planning and performance management best practices in order to transform business (Beyond Budgeting, 2013).
zero based budgeting & kaizen budgetingANMOL GULATI
Zero-based budgeting is a budgeting process where all expenses must be justified for the new period starting from zero rather than using the previous budget as a baseline. It was developed in the 1960s by Jimmy Carter and requires evaluating all budget items and activities from scratch each period to determine what should be funded. While it provides benefits like improving cost-effectiveness and strategic alignment, it is also very time-intensive and complex compared to traditional incremental budgeting.
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
This document discusses ways that organizations can shorten their budget cycle times. It notes that traditional annual budgeting processes often take months and produce outdated results. Some key points made include:
- Many companies' budgeting processes take 4-6 months but world-class organizations complete it in just 60-90 days.
- Traditional processes are bottom-up and iterative, while best practices use top-down targets to guide shorter, fewer iterations.
- Technologies can help by automating data sharing and consolidation to reduce manual work and errors.
- Budgeting should align resources to business processes and strategic goals, not just track variances against accounts.
- Continuous planning is preferable to annual budgeting which is outdated as soon as
Running head BUDGET PROCESS 1BUDGET PROCESS 8.docxsusanschei
Running head: BUDGET PROCESS
1
BUDGET PROCESS
8
KJZZ Employee Training Program Budget Process
KJZZ Employee Training Program Budget Process
This week Learning Team B will address KJZZ’s budget process for its employee-training program. The budget will involve the following: Develop an allocated budget, analyze the return on investment (ROI) with the allocated budget, examine the ROI challenges, discuss the forces driving the ROI and explain the elements of ROI methodology. These areas will help management understand the importance of the project and how it will benefit the organization on the quality of work and return on its investment.
Develop an Allocated Budget
Budget allocations are critical additives to an annual monetary plan, or price range, of all agencies. They indicate the level of sources a corporation is committing to a branch or application without allocation limits rates can exceed sales and bring about financial shortfalls. Each person overseeing budgets should apprehend its utilization and the restrictions it delivers.
Life pulls money in all directions. Allocation is a fancy word for “when you spend your money.” We are going to build KJZZ’s Yearly Cash Flow Plan here and get a little more in depth by breaking the company’s income down on a monthly basis. The four bullets below represent the main expenditures in a given month. For instance the station has a monthly budget of $30,000.
KJZZ Radio Station’s Utility Payment
The radio station will set aside $7500 each month to cover its utilities which include but not limited to electricity, water, television payments to appropriate parties.
KJZZ Employee Payments
The radio station will set aside $10,000 to cover employer’s salaries respectively. All employees on the payroll will receive pay on a bi-weekly basis.
KJZZ Community Events
The radio station will set aside $5.000 monthly for various community events for their listeners and fans.
KJZZ Miscellaneous
The radio station will set aside another $7,500 for miscellaneous spending. Emergencies and any other unplanned occurrence are paid directly from this expenditure.
It is important to understand that this is just an example of how an “Allocated Budget” for a company works. As with everything in life, there are times when adjustments or changes are necessary.
Analyze the ROI within the Allocated Budget
The ROI approach to budgeting looks at many components for the investments instead of the costs. Therefore, KJZZ expects good financial returns on all of the investments within a timely manner. For the business to make those investments within the world of advertising, KJZZ expects to see an abundance of profits from all of their investments. The ideas behind the ROI approach in regards to every dollar spent on advertising, allows the business to gain some valuable profits from all of the returns. Even though there are challenges with an ROI for interpreting and analyzing some of the contributions, the business ...
The document provides background information on WidgetsRUs, a retail company experiencing declining performance and increasing competitive pressures. A strategic review identified issues including weak online sales, brand image, rising costs, and lack of cross-organizational coordination. The company appointed a Portfolio Director to implement portfolio management and address these issues through prioritizing initiatives, efficient delivery, and optimized benefits realization. A portfolio prioritization and delivery planning exercise was undertaken for the next 12 months.
Alison Cornell is an accomplished senior financial executive with over 30 years of experience leading finance teams and driving business transformation. She has held CFO and other senior finance roles at International Flavors & Fragrances, Covance, and AT&T. Her experience spans the telecommunications, pharmaceutical, and consumer products industries. She has a proven track record of improving operating margins, increasing efficiency, and identifying over $3 billion in cost savings through strategic initiatives.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
- Budgeting is a process whereby future income and expenditure are decided in order to streamline the expenditure process. It serves as a monitoring and controlling method in order to manage the finances of a business.
- The basic steps to follow when preparing a budget include: updating budget assumptions, reviewing bottlenecks and available funding, stepping costing points, creating and issuing budget packages, obtaining revenue and department budgets, reviewing the budget, and processing budget iterations before issuing the final budget.
- Creating a budget is not just busy work but rather a comprehensive financial plan for achieving an organization's financial and operational goals. A budget becomes a valuable benchmark for determining how well management is ensuring objectives are attained.
ACTIVITY BASED BUDGETING & BUDGETING CYCLEANMOL GULATI
The budgeting cycle has four main phases: preparation, approval, execution, and evaluation. In the preparation phase, a budget is created by estimating expenses. The approval phase involves getting sign-off on the budget from stakeholders. During the execution phase, the approved budget is implemented by tracking spending. In the evaluation phase, the budget is reviewed and assessed to see if targets were met and inform the next budget cycle. Activity-based budgeting takes a more rigorous approach than traditional budgeting by analyzing the activities that drive costs and allocating resources based on activity levels.
The slides were commissioned in 2016 for an in-house development program at a large Australian public company.
They have been slightly edited. In 2019, they still seem quite relevant.
Budgeting and forecasting: The differences.
Why has budgeting and forecasting failed? What are the traditional responses?
Contemporary responses.
What can we learn from the agility of the great tech disruptors?
What is the influence of agile development and machine learning? What does the the future finance team look like?
This document discusses key concepts related to budgeting including:
1. Budgets translate organizational goals and strategies into operational terms and are used for planning and control by setting standards and comparing actual performance.
2. Master budgets combine all individual area and activity budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures.
3. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
S&A Knowledge Series - Budget & budgetary controlsDhruv Seth
In continuation of our knowledge series please find attached an update on "Budgets and Budgetary Controls".
In light of the current humanitarian and possible economic turmoil, it becomes imperative for us to have an effective budget and controls for the same. This would ensure we stick to our expenses envisaged at the start of the year and exercise great control over our costs.
Financial Budgeting That Matters - 8 Tips for a Better BudgetStephen G. Lynch
The document discusses the problems with traditional budgeting processes and provides 8 tips for creating a better budget. Traditional budgets take too long to create, involve too much manual work, include unnecessary detail, require too many iterations, focus internally rather than on market factors, lock in costs, and become obsolete quickly. Leading companies streamline their budgets to be less detailed but still communicate key planning ideas. The 8 tips include linking budgets to strategic plans, focusing on key metrics, updating quarterly, decentralizing budgets, and making budgets flexible rather than locking in costs for the year.
The document discusses the unwritten rules of budgeting that commonly guide organizational behavior, such as inflating costs and suppressing revenues in initial budgets. It argues these rules undermine effective budgeting and strategy execution. The document then outlines approaches to overcoming these rules by focusing budgets on strategic outcomes, using collaborative budget processes, and rewarding employees based on strategic goals rather than just budget attainment. It similarly discusses common unwritten rules around budgeting systems, and how new budgeting technologies are helping to rewrite these rules by facilitating driver-based planning, initiative-based budgets, and continuous strategic planning.
Budgets translate organizational goals into operational terms and provide standards for control and evaluation. Control involves setting standards, monitoring actual performance, and taking corrective action. Budgeting benefits all organizations by facilitating planning and control. A master budget combines all individual budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
CORPORATE Strategy MBCG743D-Unit-23.pptxVasudha DR
There are several types of strategic gaps that can occur between an organization's current performance and its strategic goals and objectives. These include management-induced gaps from failing to secure support for the strategic plan, communicate the strategy, adhere to the plan, or adapt to significant changes. Process-induced gaps can also occur from improperly coordinated or untimely processes like resource allocation and monitoring. Technology systems can induce gaps if strategic planning, budgeting, and monitoring are done in a fragmented way rather than integrated.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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1. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
Myrtle’s ZBB Excellence
Approach gives companies a standard
but flexible methodology to optimize
and monitor the critical corporate
process of capital allocation
Abstract
Implementing Zero-Based Budgeting
Successfully Within Manufacturing to
Make Your Investment in Time and
Resources Count
By Melvin Bosso
In an effort to minimize waste and more strategically spend every dollar, more and
more companies are exploring Zero-Based Budgeting (ZBB). As opposed to incremental
budgeting, where last year’s budget serves as the primary driver for budget allocations
for the coming year, ZBB allocates funds based on the merits of each department’s
policies, goals and spending justifications. However, transitioning to a ZBB process within
manufacturing can be challenging and labor-intensive for organizations and their teams.
Built on three core pillars of People, Process and Performance, Myrtle’s ZBB Excellence
Approach is designed to enhance the effectiveness of the ZBB work process and achieve
all of the advantages and insights of ZBB while minimizing workload, confusion and
frustration. Myrtle’s ZBB Excellence Approach gives companies a standard but flexible
methodology to optimize and monitor the critical corporate process of capital allocation
to ensure operational success.
2. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
Introduction
In a time characterized by global economic volatility, price fluctuations, and intense competition, businesses are forced to work
harder than ever to maintain profitability. A method designed to allocate capital based on very specific, clear plans and objectives,
ZBB is experiencing a resurgence among companies.
Consider an example. In a company using an incremental budgeting process, the maintenance team reaches fourth quarter and
sees that they have $250,000 unspent in their budget. Understanding that they must “use it or lose it” based on the incremental
budgeting process, they invest in an assortment of tools and parts. However, the purpose and results of this maintenance
investment are not measured or tracked and the money would have likely been better spent elsewhere. At the company using
ZBB, the maintenance team must justify each program in the overall budgeting plan at the beginning of the year, and once again
when it comes time to use the funding. Short on staff, the maintenance department failed to execute an equipment refurbishment
campaign over the summer. As a result, they simply skip that campaign with no concerns of losing budget the following year and
instead, save the company $250,000 in expenses.
Companies using ZBB benefit from clear and consistent insight into the details of departmental activities and how those activities
contribute to the business’ objectives. Out of fashion for a long time, ZBB is now gaining momentum among companies that
champion accountability, metrics-driven decision-making and performance/results.
This white paper will help companies consider the ZBB approach to budgeting, understand the challenges and benefits, and
explore best practices associated with successful implementation.
The Foundations of Zero-Based Budgeting
With Zero-Based Budgeting, all budgetary allocations for the financial year are set at zero. Every department seeking financial
allocations for the coming year must then present complete data justifying their projected expenditures. The result is a careful
review and analysis of each and every item on which money is spent, something that fails to occur in most businesses.
Zero-based budgeting has had a long and somewhat controversial history in the public sector. Zero-based budgeting first rose
to prominence in government in the 1970s when U.S. President Jimmy Carter promised to balance the federal budget in his first
term and reform the federal budgeting system using zero-based budgeting, a system he had used while governor of Georgia. In
1973, President Carter, while still governor of Georgia, implemented the system for the entire executive budget for the state.i
After a difficult beginning, zero-based budgeting was largely hailed as a success when introduced to Congress in 1977, but was
discontinued by President Reagan when he took office in 1981.
Interest in ZBB had been on the decline for many years. The large amount of paperwork and data ZBB generates, along with
doubts about the method’s ability to fully meet its theoretical promises, were at least partially responsible. Also, the improving
economic conditions from the low points of the late ‘70s and early ‘80s in the U.S., and the early ‘90s in Canada, reduced the
perceived need for what was largely regarded as a “cutback budgeting” strategy.
However, in recent years ZBB is experiencing resurgence. According to a report from McKinsey and Company, there was a dramatic
increase in the use of ZBB among the largest corporations in the United States: from 14 to 90 between 2011 and 2015.ii Whether
driven by new leadership, a turnaround effort to improve a company’s poor financial performance, or a way to drive positive
cash flow and profitability, ZBB is driving lower expenses, better knowledge and results-oriented management in companies
around the globe.
3. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
The Myrtle ZBB Excellence Approach
Organizations, large and small, are assessing what ZBB could mean for them. Once they better understand the process of ZBB,
many companies abandon the initiative, fearful of the amount of work and preparation required. For this reason, Myrtle has
developed its ZBB Excellence Approach, designed to streamline the process, put critical infrastructure in place, and establish
complete results tracking to ensure success. Successfully implemented in large, complex environments, Myrtle’s ZBB Excellence
Approach leads companies through the challenges of implementing ZBB, helping them successfully transition it from
concept to reality.
Myrtle’s ZBB Excellence Approach is built on three pillars, each designed to reduce the effects of a set of common bottlenecks,
obstacles and hindrances that can arise before, during and after ZBB implementation.
PILLAR #1
PEOPLE: Organize and train
Unfortunately, in the short-term, ZBB not only exposes existing skill
gaps, but can even create new skill gaps. Few companies are aware of
it, but the single largest hindrance to improved performance may be
the tendency for employees to default to intuitive decision-making rather
than consistently pursuing rational, fact-based courses of action. Planning
programs, projecting expenses and forecasting results are time- and labor-
intensive processes that require effort and training. Planning and projecting
for departments such as production, engineering and maintenance can
be particularly difficult. Budget allocation must be made according to
detailed, well-built and thoroughly justified plans that are, in turn,
connected to results metrics. This is an intensive process but one that
ensures that each and every program and activity is designed to support
the larger goals of the business.
For all of these reasons, the ZBB Excellence Approach requires training
of ALL managers and staff on the concepts and implementation of
zero-based budgeting. A general familiarity with the process and the
rationale behind it helps set expectations. Myrtle’s ZBB Excellence
Approach provides tactical-level training of skills including but not
limited to:
• Navigating the ZBB hierarchy. How each team rolls up to others
and with whom to collaborate.
• How to select a driver. Depending on the nature of the activity,
the driver could be dictated by strategy, volume of throughput,
companyv policy or regulations.
• How to navigate the matrix decisions structure with ZBB. It is
critical to clearly define the roles and responsibilities of the
stakeholders. The key will be to decouple the responsible
(doer) and the accountable (owner of the final decision).
Training empowers managers to prepare and justify budgets and how to
get the help they need, minimizing frustration.
Pillar 1: People are trained , empowered, & supported
Pillar 2: Templates and best practices for developing
and justifying budgets are put in place, streamlining
budgeting process
Pillar 3: Systems for providing structure and discipline
validate the process and ensure a 360 feedback loop
4. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
PILLAR #2
PROCESS: Prepare, plan and provide visibility to successes
Common complaints about implementing ZBB include the drastic increase in preparation time, expense and labor required
to prepare budgets. Creating a zero-based budget from the ground up on a continuing basis calls for an enormous amount of
analysis, meetings, and reports, all of which require additional management staff. Many companies believe that the investment
of time, cost and resources associated with justifying every expense is simply not feasible.
These frustrations are symptomatic of the lack of root cause analysis culture in organizations. It is virtually impossible to build a
budget from the ground up when a company does not routinely investigate performance gaps.
The operational review mandated by zero-based budgeting requires a significant amount of management’s time. Initially,
managers may see this time investment as overwhelming and/or unproductive. However, in order to accurately track
the effectiveness of programs on which money was spent, ZBB requires a diligent feedback loop that demands ongoing
performance evaluation, complete with metrics.
The Process Pillar is designed to provide insight and best practices that reduce the burden of the budgeting process by breaking
it into manageable pieces and offering a clear and proven methodology for putting together budget justifications and plans.
The preparation process is organized into two work streams: direct costs and indirect costs.
Direct costs – A Key Performance Indicator (KPI) analysis is used to define a baseline for performance. An analysis
of historical performance will help model best, most likely and worst case performance scenarios. These three
scenarios are used to define the range of process and cost performances. The calculated correlation between cost and
performance provides an indication of the predictability of the costs. For example, historical performance may indicate
that, on average, one needs 3 ounces of water to produce 11 ounces of juice. The best performance could be 2.5 ounces
of water and the worst might be 4 ounces. In the budget for the following year, the numbers cited above will be used as
a baseline but will be corrected for expected impact of potential investments, dilution due to potential increased volume
of production, and/or major planned shut-down of production.
Indirect costs – Examples of indirect costs include travel and expenses (T&E), G&A, taxes, insurance, and benefits.
A full review of company policies and their indirect costs will determine the scope of the drivers. Then each driver will
be quantified together with its seasonality, if applicable. Indirect expenses constitute the first area of opportunity for a
company that is building a cost reduction initiative. Those accountable for the budget will be trained to challenge the status
quo and review company policies accordingly. For example, a G&A budget that is significantly higher than industry average
may present an opportunity for a company to reduce administrative staff. Other companies may tighten their travel policy
to save money by asking travellers to share hotel rooms or to purchase only from approved vendors that offer best pricing.
The process of creating these budgets is one that requires planning and consideration around stated business objectives.
Managers are asked to evaluate programs carefully based on analytics. The effort lends itself, not only to the success of the ZBB
process, but also to an overarching awareness of how much the company is spending, on what, and with what results.
5. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
PILLAR #3
PERFORMANCE: Provide structure and discipline
In order for ZBB to be successful, it must become part of the culture of the company. Some managers still deride culture as a
“soft” concept. However, Lou Gerstner, famed for his achievements as chief executive at IBM and, before that, RJR Nabisco,
said: “I came to see that culture isn’t just one aspect of the game – it is the game.”i When it comes to failure to implement ZBB
successfully, typically one or more of the following reasons is to blame:
1) Insufficient commitment and professional attitude to ensure proper implementation.
2) Insufficient preparation of the justification for expenses, leaving critical items out of the budgeting process.
3) Inconsistent revision of the budget and actuals on a continual basis to ensure the success of the effort.
Myrtle’s ZBB Excellence Approach requires the installation of a management system
that ensures that all ZBB-related plans, templates, actions and reviews are synced
with the agreed objectives at all levels, at regular intervals throughout the
year. This management system serves the purpose of consolidating valuable
information and delivering sustained behavior change that supports ZBB
and offers a source for continual improvement, year over year. Myrtle’s
ZBB excellence management system drives discipline, accountability,
and performance, ensuring that stakeholders are actively involved and
following processes, further solidifying the success of the program.
The diagram below shows Myrtle’s ZBB Excellence Management
Process, which includes the following components:
• KPI’s and KPI trees: Key Performance Indicators (KPIs)
will range from lagging indicators to leading indicators.
Most organizations make the mistake of decoupling
the activity drivers from the performance analysis.
This often results in delayed response, incomplete
root cause analysis and, ultimately, failure to
succeed. The people held accountable for
managing operational performance typically
review the leading indicators on a daily
and/or weekly basis. A KPI tree integrates
leading and lagging KPIs in a way that
makes it easy to spot financial gaps
and trace them back to operational
opportunities.
KPI trees have a profound effect
on people’s everyday attitudes
and actions. Figure 2 shows
the ZBB pyramid: the frame of
the ZBB KPI tree. While the movement of the metrics in isolated KPIs shows employees how their choices impact their
own operations, KPI trees show how they impact the performance of the business as a whole. KPI trees also help to
counter the organizational tendency to pursue “initiatives du jour” – that is, focusing on one element of the company’s
performance while losing sight of the big picture.
The ZBB Pyramid
ZBB orchestrates multiple interactions of stakeholders across the company for
both the budget construction process and the validation process.
6. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
• Reports and information flow: Another key to rationalizing decision making and synchronizing improvement actions is
establishing “one source of the truth.” Metrics and the reports in which the data reside must be consistent. While the
bottom-line numbers are generally accurate, tracking day-to-day costs can be a struggle. Identifying a single source of
communication will make the organization considerably more efficient and the work environment more conducive to
excellence. Issuing reports at the right intervals is also important. Many operations teams review reports less frequently
than is needed to optimize performance. A KPI tree an appropriate decision-making flow will help regulate the moment of
availability of the report.
• Decision making and tracking platforms: Consistently structured reports then become the backbone of a cross-functional
review process. Regularly scheduled meetings subject important decisions to the rigor of peer and management scrutiny.
The ownership of the decision cycle is as follows: The Packages and Sub-packages owner will lead the review meetings and
the entity owner will lead the forecasting, planning and execution meetings. They will work together to define the need and
execute gap analysis both when they are ahead of or behind the target. The idea is that all learnings are kept to manage the
next budgeting cycle and all sustained savings are “banked.” This ensures a short interval control on all major GL.
Is ZBB Right for Your Organization?
While ZBB offers extensive benefits and enormous potential savings, not every company is well positioned for pursuit of this major
initiative. Here are some key questions companies can ask to assess if ZBB may be right for you:
• How is your current budgeting process performing?
For companies that are dissatisfied with their current budgeting procedures because they feel they are inadequately allocating
funds, or for companies who feel that programs funded are not aligned with company goals, ZBB may be a great solution that
ultimately provides more visibility and control and puts more discipline around departmental budgeting and spending.
For companies that have implemented ZBB with frustration and/or without much success, Myrtle’s ZBB Excellence Approach may
be all that is needed to jumpstart the success of the program.
• Is data used to evaluate performance and to help justify funding?
If the organization cannot claim significant experience with performance measures or understanding of the relationship between
costs and service levels or between service levels and impact, ZBB may be a good solution. If management’s experience in using
data to drive decisions is limited or simply ineffective, ZBB could help instill that discipline company-wide.
• Does my company have the resources required to implement or revitalize ZBB?
ZBB involves the entire organization. Budget staff will be focused on the technical aspects of the processes. Other operations will
have to be mobilized around defining metrics and baselines tied to the financials for their respective operations. Management will
provide targets, checks and balances. Start this process if you want to build an organization that is willing and able to challenge
itself every day to find new ways to achieve improved profitability.
7. A White Paper from
Myrtle Consulting
Delivering Operational Improvement
About Melvin Bosso - With more than 15 years experience in manufacturing, Melvin Bosso is an accomplished, versatile
leader in operations and supply chain management. An expert in supply chain and operations, Melvin has a proven track record
of leading companies’ operations to superior performance by creating fact-based, data-driven management routines.
Serving as the Director of Transformation at Myrtle Consulting, Melvin assists clients with a range of operational excellence
initiatives including ZBB, manufacturing performance improvement, supply chain planning, six sigma network optimization and
SKU optimization, to name a few. Previously, Melvin led CHEP’s Canadian operations. Prior to that, Melvin spent nearly 8 years
with Labatt Breweries where he played a key role in the transformation to ABIs’ new operating model, implementing zero-based
budgeting, overseeing new plant acquisitions, and managing post-SAP deployment ramp-up.
Conclusion
Budgeting is one of the most critical processes in any organization. All companies wrestle with the best possible allocation of
resources. Gaining access to reliable and pertinent information, achieving profitability, sharing the burden of cost challenges, defining
the appropriate timing of major expenses, choosing between investing and consolidating are only a few of the challenges that
come with a new budgeting cycle.
Zero-based budgeting is simply an allocation method. In itself, it won’t solve a problem. It will, however, get the company to focus on
how it wants to spend money. Because it is a budget built from the ground up, it relies on managers and leaders to carefully plan for
all activities within the organization. Many market leaders are now adopting this new way of managing resources, partly because of
the success that others have been able to achieve. It is our experience that the companies that approach ZBB not just as a budgeting
philosophy - but use it in conjunction with essential management tools - will be the most successful. Myrtle’s approach is designed
to prepare and support your teams, provide you with the tools to make the process accessible to all, and create the management
routines to enable you to get the maximum out of ZBB.