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Value-Based Systems: ABM and Lean 5
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Value-Based Systems: ABM and Lean5
Value-Based Systems and Management
OBJECTIVE 1: Explain why managers use value-based systems and discuss their relationship to the supply chain and the value chain.
Figure 1: The Supply Chain and Value Chain in a Furniture Company
Value-Based Systems and Management
• Managers create value and satisfy customers five ways.– Work with suppliers and customers– View the organization as a collection of value-
adding activities– Use resources for value-adding activities– Reduce or eliminate non-value-adding activities– Know the total cost of creating value for a
customer
Value-Based Systems and Management
• Value chains and supply chains give managers a better understanding of their company’s internal and external operations.– A value chain is a sequence of activities that add
value to a company’s product or service.– A supply chain is the path that leads from the
suppliers of the materials from which a product is made to the final customer; it includes both suppliers and suppliers’ suppliers, and customers and customers’ customers.
Value-Based Systems and Management
• Process value analysis helps managers reduce costs by identifying and eliminating non-value-adding activities.
Value-Based Systems and Management
• Compare value-adding and non-value-adding activities.– A value-adding activity adds market value to a
product or service.– A non-value-adding activity adds cost to a
product or service but does not increase its market value.
Value-Based Systems and Management
• Value-based systems– Create opportunities to improve nonfinancial
performance measures and cost information supplied to managers
– Help managers view their organization as a collection of activities
Value-Based Systems and Management
• Activity-based management (ABM)– Provides financial and performance
information at key operational activity levels.– Eliminates waste and inefficiencies.
Value-Based Systems and Management
• A lean operation eliminates waste three ways– Good planning and design– Smart production scheduling and standardized
product and processing plans– Analysis of worker and machine actions
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Activity-Based Costing
OBJECTIVE 2: Define activity-based costing and explain how a cost hierarchy and a bill of activities are used.
Table 1: Sample Activities in Cost Hierarchies
Activity-Based Costing
• Activity-based costing (ABC) calculates a more accurate product cost than traditional methods.
Activity-Based Costing
• A cost hierarchy is a framework for classifying activities according to the level at which their costs are incurred; in a manufacturing organization, the cost hierarchy typically has four levels:– Unit level– Batch level– Product level– Facility level
Activity-Based Costing
• A bill of activities is used to compute the following:– Costs assigned to activities– Product unit cost
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The New Operating Environment and Lean Operations
OBJECTIVE 3: Define the elements of a lean operation and identify the changes in inventory management that result when a firm adopts its just-in-time operating philosophy.
Table 2: Direct and Indirect Costs in Traditional and JIT Environments
The New Operating Environment and Lean Operations
• Lean operations philosophy– Simple is better– Quality of product or service critical– Work environment emphasizes continuous
improvement
The New Operating Environment and Lean Operations
• Lean operations philosophy (cont.)– Large inventories was resources and might
hide poor work– Reduce or eliminate activities or functions that
do not add value– Goods should be produced only when needed
The New Operating Environment and Lean Operations
• Lean operations philosophy (cont.)– Workers must be multiskilled and help
eliminate waste– Long-term relationships with suppliers is
important
The New Operating Environment and Lean Operations
• Just-in-time (JIT) operating environment eliminates waste through 6 principles.– Minimum inventory levels– Pull-through production– Quick setup and flexible work cells
The New Operating Environment and Lean Operations
• Just-in-time (JIT) operating environment eliminates waste through 6 principles. (cont.)– A multiskilled work force– High levels of product quality– Effective preventive maintenance
The New Operating Environment and Lean Operations
• Continuous improvement of the work environment
The New Operating Environment and Lean Operations
• Accounting for product costs in a JIT Operating Environment– Classifying costs
• Processing time
• Inspection time
• Moving time
• Queue time
• Storage time
The New Operating Environment and Lean Operations
• Accounting for product costs in a JIT Operating Environment (cont.)– Assigning costs
• Managers focus on throughput time.
• Several costs that are treated as indirect costs in a traditional environment are treated as direct costs of a JIT work cell.
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Backflush Costing
OBJECTIVE 4: Define and apply backflush costing, and compare the cost flows in traditional and backflush costing.
Figure 2: Comparison of Cost Flows in Traditional and Backflush Costing
Figure 3: Cost Flows Through T Accounts in Traditional and Backflush Costing
Backflush Costing
• A JIT operating environment simplifies cost flows through the accounting system.– Conversion costs– Elimination of Materials Inventory account
Backflush Costing
• Backflush costing saves time and cuts costs.
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Comparison of ABM and Lean
OBJECTIVE 5: Compare ABM and lean operations as value-based systems.
Table 3: Comparison of ABM and Lean Value-Based Systems
Comparison of ABM and Lean
• Both ABM and lean seek to eliminate waste, reduce non-value-adding activities, and improve allocation of resources.
Comparison of ABM and Lean
• The two systems differ in their methods of costing and cost assignment:– ABM uses cost drivers to assign indirect costs.– The overhead costs incurred in a JIT work cell
become direct costs of the products made in that cell.
Comparison of ABM and Lean
• The two systems differ in their methods of costing and cost assignment: (cont.)– ABM uses job order or process costing to
calculate product costs.– Lean may use backflush costing.
©2011 Cengage Learning All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
