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© 2014 Flexpacknology LLC
Understanding Cost Accounting for Better ResultsTom Dunn Flexpacknology LLC
Designing Products and Processes for Profit:
Today’s agenda
Framework DimensionsConverting
ContextConverting Translations
Converting Tools
Organization Impact
Why go here?
1. When you’re up to your neck in alligators1. Remember why you’re in the swamp
2. “Cost accounting”1. Managerial accounting
1. Purpose: input to support decision making1. Where did the money go?
2. Where did the time go?
3. Did we execute as we planned?
2.What should we change? Keep the same?1. For improving financial results
2. For improving quality levels
3. For increasing throughput/productivity/yield
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 1
Why do we want to go into this swamp?
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 2
How big are the alligators?
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 3
Will the alligators hurt me ?
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 4
How do we deal with alligators?
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 5
What do we use to catch alligators?
Framework DimensionsConverting
ContextConverting
TranslationsConverting
ToolsOrganization
Impact
In other words: 6
Who watches my back for alligators?
Learning Outcomes?Maybe wrestle alligators during Tuesday’s networking time?!http://alligatoradventure.com/
Learning Outcomes?Maybe wrestle alligators during Tuesday’s networking time?!http://alligatoradventure.com/
Learning Outcomes!
1. After this Short Course you will:1. Understand various types of costs
1. Direct and Indirect 2. Cash and Non-cash3. Variable and Fixed
2. Recognize examples of these in converting operations
1. Raw materials2. Labor3. Overhead4. Equipment purchases
3. Appreciate how such distinctions can estimate job costs
1. Distributed costs2. Machine hour rates
4. Apply Operational Equipment Efficiency metrics for managing cost
1. Availability2. Performance3. Quality
5. Appreciate which organizational groups can control costs
1. On the Floor2. In the Office
Cost Financial Accounting
ACCOUNTING
Financial Accounting
Lenders, Boards,
Stockholders
Cost Accounting
Supervision &
Management
Short Course October, 2014
Definition: cost accounting
A detailed managerial accounting system containing detailed plans and reports intended to support a company’s decision making*
1. Nature: accounting system
2. Purpose: decision support
3. Users: internal tactical and strategic decision makers*
Short Course October, 201416
* e.g. decide how to improve quality & financial results, if/when to buy new equipment or rebuild old, schedule maintenance, staff machines, etc.
Financial Accounting:Cost of goods sold (COGS)
Category example
Revenue $1,000
Cost of Goods Sold ($600)
Depreciation ($200)
Income $200
Short Course October, 201417
Cost of goods manufactured
+ Begin RM inventory
+ RM purchased
- End RM inventory
equals Direct Material Cost
+ Mfg labor
+ Mfg Indirect OH
equals Manufacturing Cost
+Begin WIP inventory
- End WIP inventory
equals COGM
Short Course October, 201418
Cost of goods sold
+ Begin FG inventory
+ COGM
- End FG inventory
equals COGS
Short Course October, 201419
Framework Recap
1. Financial Accounting
2. Cost Accounting
3. Decision support
4. Cost of Goods Manufactured
5. Cost of Goods Sold
Short Course October, 201420
Cost accounting vs. financial accounting
1. Focus in financial accounting:1. The firm2. (or profit centers in the firm)
2. And comparing its costs to its revenues3. Focus now:
1. the product2. (or product type)3. (or product lot )
4. And assigning costs to product/type/lot
Short Course October, 201422
What does it cost?
Divided by common language
What did it cost?“What does the price tag say?”
Not what it cost to buy!
but what did it cost to make
Short Course October, 2014
value
What did it cost to make?
MaterialsStraw
Flowers
ribbon
LaborWeaver
Assembler
24 Short Course October, 2014
What did it cost to make? plus
MaterialsStraw
Flowers
ribbon
LaborWeaver
Assembler
25 Short Course October, 2014
MachineryLoom
PlantRent/Mortgage
Utilities
Taxes
Insurance
Supervision
Maintenance
Quality
What did it cost to make? plus, plus
MaterialsStraw
Flowers
ribbon
LaborWeaver
Assembler
26 Short Course October, 2014
MachineryLoom
Mold
PlantUtilities
Taxes
Insurance
Supervision
Maintenance
Quality
•Overhead (SG&A)ExecutivesSales AdvertisingDevelopmentAccounting
To each cost item its due
1. Direct manufacturing costs (attributable to the item)1. Making one hat requires:
ITEM UNITS AMT
Straw pound 0.75
Flowers each 6
Ribbon Feet 1.5
Weaver hours 0.5
Assembler hours 1.0
Loom hours 0.75
2. Indirect manufacturing costs (“allocated” to the item)1. Making the hat also involves:
Supervision Maintenance Quality Building
Short Course October, 201427
Typology of costs
1. Direct and indirect2. Variable, semi-variable and fixed3. Unit costs
1. Variable unit cost (~ constant with volume)2. Fixed unit cost (decreases with volume)3. Total unit cost
4. Cash and non cash1. Depreciation2. Labor
5. Inventoriable costs1. Direct material costs2. Direct manufacturing costs3. Indirect manufacturing costs
6. Period costs1. Spent but not in inventoriable costs
Short Course October, 201428
Dimensions Recap
1. Fixed Variable
2. Direct Indirect
3. Period Inventoriable
4. Cash Noncash
5. Manufacturing overhead
6. SG&A overhead
Short Course October, 201429
Financial accounting
Manufacturing company: 2 accounting systems
Cost accounting
31 Short Course October, 2014
Document transactions
– Some cash
• Payroll
• Supplier payments
– Others
• Inventory movement
• depreciation
Document activity
– Involves resources
• Time-based
• Tangible
– “Time is money”
• 1hour = ? USD
– Support decision makers
Financial accounting
Manufacturing company: Ideal accounting
Category example
Revenue $1,000
Cost of Goods Sold ($600)
Financial costs1 ($200)
Income $200
Cost accounting
example
Revenue $1,000
Job Costs ($600)
Financial costs1 ($200)
Income $200
32 Short Course October, 2014
1. e.g. Depreciation, interest
Job costs typology
1. Direct/Indirect with respect to the job• Data acquisition becoming automated
• ERP: shop floor control-materials management
• Traceability requirements
2. Variable/Fixed with respect to the job length• Semi-variable (step changes)
• Volume related
• Width related
Short Course October, 201434
Job Costs assignment
Short Course October, 201436
MaterialsRollstockResinPrint cylinders/plates
Run durationLabor/TimeWaste
FacilitySuppliesPackaging“Wets”
Set upTimeWaste
FacilitySupervisionSupportUtilities/tax/insuranceRent/mortgage
SG&AManagementSalesR&DFinance/HR/IT
VA
RIA
BLE
FIX
ED
DIRECT INDIRECT
Five “M”s of converting
Methods– printing– Laminating– slitting– Bag/pouch fabricating
Materials– Rollstock– Resin– wets
Manpower– Operators– Maintenance– Warehouse
Measures
– Print quality
– Bonds
– GCs
– Width/length
Machines
– Presses
– Laminators
– slitters
– Bag/pouch makers
Short Course October, 2014
Classify the 5Ms for job costing
Element Direct/indirect Variable/fixed
Materials direct variable
Manpowerdirect-operatorsindirect-support
variablefixed
Machinesdirect- utilized
indirect-idlevariable
fixed
Measures direct- assigned variable
Methods (the basis for adding value!)
Short Course October, 201439
Quantify the 5Ms for job costing
Element Unit of cost Unit of use Cost
Materials $/pound pound $
Manpower $/hour hour $
Machines $/machine hour ?
Measures Time+money/each each Time +money
Methods ? ? ?
TOTAL ?
Short Course October, 201440
Apportion real financial costs in a way that helps to make decisions!
Converting Context Recap
1. Converting costs: direct/indirect (a job)
2. Converting costs: variable/fixed (a job’s length)
3. Allocated costs
4. 5 Ms of manufacturing
5. 5 Ms of converting
6. Unit of cost/unit of use
Short Course October, 201441
For 1 pound of product: buy 1.1 lb of raw material
effectively a10% tax on cost of raw material!
Material costs ($/lb)
Short Course October, 201443
0.1 lb of waste
Product produced/(material wasted + product produced)
Material Yield
Material Yield(%) =product(lb)
[Setup waste(lb)+run waste(lb)] +product(lb)
Short Course October, 201444
Waste: set up and run
• Set up waste: fixed amount per job set up• Unit cost =(RM cost + value added)
• Run waste: Fixed % per unit length• Unit cost =(RM cost + value added)
• Run length: (total impressions)
(cut off*no. across)
• Run waste %: (Σ trims @ each process) * 100
(web width)
Short Course October, 201445
Calculating waste
Assume:
Job size: n impressions
Web width: 12 inches (1 foot)
Cut off: 12 inches (1 foot)
No. across: 1
Set up waste: m feet
Run waste: 0.6 in each side
Waste generated/ job
Run length: n ft (n imps* 1foot/imp)
Run waste: 1.1*n (0.6+0.6)/12)
Job waste: m + 1.1*n ftShort Course October, 201446
Short job
Managing waste
Long job
run waste drives total waste
47 Short Course October, 2014
0%
20%
40%
60%
80%
100%
120%
140%
160%
0 10 20 30 40 50 60 70R
un
Was
te %
Run length:ft '000
100 1000 1500 set up waste: ft
0%
20%
40%
60%
80%
100%
120%
140%
160%
0 2 4 6 8
Ru
n w
aste
%
Run length:ft '000
100 1000 set up waste: ft
Set up waste drives total waste
Converting Translations (Materials) Recap
1. Waste “tax’
2. Material yield
3. Set-up waste
4. Run waste
5. Job size effect on waste
Short Course October, 201448
Productivity
Short Course October, 201450
1. measure of output per unit of input1. Manpower Inputs ($/hr/person * persons)
2. Machine output ($/machine)
• Financial accounting: “depreciates” capital expense over “useful life”
• Depreciation (as current year’s expense): “depends:”
Straight line charge ($/Yr)
(capital cost)–(salvage value)
Service life (years)
Replacement cost charge ($/Yr)
(replacement cost)–(salvage value)
Service life (years)
Machine hour rate from $/machine
Consider cost to actually operate the machine:• rent
• utilities
• supervision
• maintenance
• inspection
! labor
Calculate effective hourly cost given the annual budget of the facility and scheduled production time
Short Course October, 201451
Charge ($/yr)Schedule (hr/yr)
= hourly rate ($/hr)
Machine hour rate
Converting as a business
1. Buy raw materials from suppliers
2. Add value with resources rented from owner • Machines
• Manpower
• Methods
• Measures
3. Sell value-added product to customers
Short Course October, 201452
Normalized to $/hr rates
Constant production rate = X fpm
Production:m*X (ft) =
[m minutes x (X fpm) + [b minutes x (0 fpm)
Calculation: production
Short Course October, 201453
Duration:m*X + b(min) =
[m minutes x (X fpm) + [b minutes x (0 fpm)
=m*X + b
Calculation: duration
Short Course October, 201454
Linear feet produced/time required to produce them
Calculation: effective production rate
Effective Rate (efm) =production
duration
Short Course October, 201455
Increase run speed
Production graphs
Decrease set-up time
56 Short Course October, 2014
Linear feet produced/time required to produce them
0
100
200
300
400
500
600
-20 80 180 280 380 480
line
ar f
ee
tTh
ou
san
ds
Minutes into job
speed1 speed2 Speed3
0
100
200
300
400
500
600
0 100 200 300 400lin
ear
fe
et
Tho
usa
nd
s
Minutes into job
set up 1 set up 2 set up 3
Increase run speed
Production graphs-observations
Decrease set-up time
57 Short Course October, 2014
Linear feet produced/time required to produce them
Production advantage for longer run times
Down time (speed = 0 fpm) has greater impact with higher speed
Production advantage for shorter run times
Down time (speed = 0 fpm) has no impact
Converting Translations (Time) Recap
1. Productivity
2. Machine hour rate
3. Job production
4. Job duration
5. Effective production rate
Short Course October, 201458
Allocation of flexible packaging sales
Short Course October, 201460
Material Other Mfg Costs
Direct Labor Sales/Adm/R&D
Profit before tax
US Flexible Packaging Industry 2012 (FPA)
Output
Time
cost
Machine
Weighting
Material
cost$/(1-w)
Productivity: $output/$input
Short Course October, 201461
Time
Productivity: calculation
Allocate all facility costs to all staffed time
Job time:
(set up time + run time)
Set up time:
(set up time x # set ups)
Run time:
(imps x imps/min)
Time cost:
(job time x machine hr rate)
Material
Effective cost:
RM cost per lb / (1-w)
Effective cost rate:
Effective cost x lb /min
Material cost:
Effective cost rate x run time
62 Short Course October, 2014
Unit value x units sold
Job time
X MHR
Run time
X ECR
Productivity: Dollars to Dollars
Short Course October, 201463
Unit value x units sold
Job time x MHR + Run time x ECR
Output
Improving Productivity
Unit value x units sold
Input
1.
2.
1. Job time x MHR
Plus
2. Run time x ECR
64 Short Course October, 2014
Productivity Increase output
Decreaseinputs
Decreasing inputs
1. Job time x MHR1. Lower set up time
2. Increase speed to lower run time
3. Add shifts to “spread out fixed costs”
4. Reduce indirect costs (plant & SGA)
2. Run time x ECR1. Lower RM cost
2. Lower waste
Short Course October, 201466
Be careful what you ask for!
Unintended consequences
1. Reduce indirect plant costs: e.g. Cut back maintenance efforts
more frequent and longer equipment outages
Reduce frequency of quality checks
Increase in customer complaints
2. Reduce waste: e.g. No slab policy
Increase labor cost at slitting
Reduce trims
Increase in unusable material
Short Course October, 201467
Multi-machine product costing
1. Cost of time• job time x machine hr rate
• Each machine has its own capital charge
• Plant and SG&A “allocated”
2. Cost of materials• Effective cost rate x run time
• Values:
• $WIP > $RM : $waste increases with each step
3. Cost estimation• Understand value of material at each step
• Standards for set ups and run speeds
• Total cost = sum of costs at each machine
Short Course October, 201468
Operational Equipment Efficiency (OEE)
• Theoretical output • equipment operating continuously
• maximum output rate (i.e. product per hour)
• 365 days per year
• 24 hours per day (8760 hours per year)
• Obstacles to realizing theoretical output:• time during which the equipment does not operate
• Not staffed to run
• Not able to run when staffed
• product fails to meet commercial acceptability requirements
• Actual output / theoretical output =OEE
Short Course October, 201469
OEE Availability
Short Course October, 201470
AvailabilityA Total Production Time
B Actual Production Time BreakdownsWait/changeover
OEE Performance
Short Course October, 201471
AvailabilityA Total Production Time
B Actual Production Time BreakdownsWait/changeover
PerformanceC Theoretical Output
B Actual Output Minor stopsSlow speeds
OEE Quality
Short Course October, 201472
AvailabilityA Total Production Time
B Actual Production Time BreakdownsWait/changeover
PerformanceC Theoretical Output
B Actual Output Minor stopsSlow speeds
Quality EGood product
scrapRework
OEE Computation
Short Course October, 201473
Timeunits
ProductionProductionunits
AvailabilityA Total Production Time
B Actual Production Time BreakdownsWait/changeover
PerformanceC Theoretical Output
B Actual Output Minor stopsSlow speeds
Quality EGood Product
scrapRework
OEE = Availability x Performance x Quality
OEE numerically
Short Course October, 201475
MEASURE CALCULATION
OEEGood product
Loaded time
Operational effectiveness
Good product------
Total Operations time
Net utilizationGood product
Total time
Asset utilizationTheoretical output
Total time
Capital utilizationLoaded time
Total time
Divide and conquer
1. Availability: Is the machine running?↑ Less time spent on set ups
↑ Perform checks at work station
↑ Fewer unplanned outages (preventative maintenance)
2. Performance: How fast is the machine running?↑ Overall machine maintenance
↑ Process capability
3. Quality: Does product meet requirements?↑ Process consistency
↑ Raw material quality
Short Course October, 201476
Minimum order sizeEconomic order quantity (EOQ)
1. Both time and material costs have1. Fixed (per job) components
2. Variable (per unit produced) components
2. Job has:1. Market value
2. Job cost
3. Job time
3. Production margin: (Market value-job cost)
4. Production margin rate: (Production margin/job time)
5. Minimum acceptable target production margin rate=?
Short Course October, 201477
EOQ example
Production margin =$375
Set up time=.25-1 hr
Run time=0.25 hr
Total time=0.5-1.25 hr
Production margin rate= $300-$750
Target margin rate 0.5 hr set up time
78 Short Course October, 2014
$0
$100
$200
$300
$400
$500
$600
$700
$800
00.250.50.751
Rat
e
Set up time-hr
$500 target margin rate
Increasing minimum order size Lower EOQ
1. Lower fixed costs: Critical1. Set up time
2. Set up waste
3. Direct fixed costs (e.g. print plates/cylinders)
2. Market premium for small job quantities1. Mass customization
2. “Market-size of one”
3. Digital printing
Short Course October, 201479
Converting Tools Recap
Short Course October, 201480
1. Productivity calculation
2. Unintended consequences
3. Multi-machine product costing
4. Economic order quantity
5. Operational Equipment efficiency1. Availability
2. Performance
3. Quality
Decision making: Facility
1. Operator behavior• 5S methods (a place for everything/everything in its place)
• Cross training
2. Line supervisor choices• Staffing levels on equipment
• Staffing levels for support functions
3. Facility management choices• Maintenance practices
• Incentive systems
• Continuous improvement
• Corrective actions
Short Course October, 2014
Decision making: Management
1. Costing estimates• Current set up times and run speeds
• Raw material quantity estimates
2. Product line proliferation• Manufacturing complexity
• Change over impacts
3. Technology/best practices adoption• Cross-industry benchmarking (e.g. NASCAR)
• Anticipated benefits vs. realized benefits
4. Capital expansion decisions• Increase capacity of in-place capital: work practices
• Technology to change fixed & variable cost patternsShort Course October, 2014
Job costing
Decision making: Support
Short Course October, 2014
Time
Set up
min-max-Avg
Material
Set up waste
Run waste
Continuously improve
Continuously improve
Adjust prediction factors
Adjust prediction factors
Decision making: Support
Job costing
• Actual results compared to anticipated results• Material-set up waste
• Material-run waste
• Time: set up
• Time: minimum/maximum/average run speeds
• Consolidate gains and change factors that calculate anticipated results
Short Course October, 2014
Organizational Impact Recap
In-class Exercises
Facility-centered effort to add incremental capacity
Management-level consideration of OEE metrics to increase productivity
86 Short Course October, 2014