Chapter 26 Cost Management for Just inTime Environments

Chapter 26 Cost Management for Just -in-Time Environments Financial and Managerial Accounting 8 th Edition Warren Reeve Fess Power. Point Presentation by Douglas Cloud Professor Emeritus of Accounting Pepperdine University © Copyright 2004 South-Western, a division of Thomson Learning. All rights reserved. Task Force Image Gallery clip art included in this electroni presentation is used with the permission of NVTech Inc.

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Objectives 1. Compare and contrast just-in-time (JIT) Afterpractices studying this manufacturing with traditional chapter, you should manufacturing practices. be able to: 2. Apply just-in-time manufacturing practices to a traditional manufacturing illustration. 3. Describe the implications of a just-intime manufacturing philosophy on cost accounting and performance measurement systems.

Objectives 4. Apply just-in-time practices to a nonmanufacturing setting. 5. Describe and illustrate activity analysis for improving operations.

What is Just-in-Time? ü JIT is a business philosophy that focuses on reducing time and cost and eliminating poor quality within manufacturing and nonmanufacturing processes. ü Sometimes called short-cycle or lean manufacturing.

Just-in-Time Principles Just-in-Time Manufacturing Reduces inventory. Reduces lead time. Reduces setup time. Emphasizes productoriented layout Emphasizes team-oriented employee involvement. Traditional Manufacturing Increases inventory to protect against process problems. Increases lead time as a buffer against uncertainty. Disregards setup time as an improvement priority. Emphasizes process-oriented layout. Emphasizes work of individuals following manager instructions. Continued

Just-in-Time Principles Just-in-Time Manufacturing Traditional Manufacturing Emphasizes pull manufacturing. Emphasizes zero defects. Emphasizes push manufacturing. Tolerates defects. Emphasizes supplier partners. Treats suppliers as “arm’slength, ” independent entities.

8 Reducing Inventory Assume the river is inventory. As long as the river (the inventory) covers the rocks, the (production) problems are hidden.

9 Reducing Inventory If the river (inventory) is reduced, the problems are exposed. Poor quality Unreliable suppliers Machine breakdowns Untrained employees

Reducing Lead Time Lead time, sometimes called throughput time, is a measure of the time that elapses between starting a unit of product…

Reducing Lead Time …into the beginning of a process and completing the unit of product.

Reducing Lead Time Value-added lead time is the time required to actually manufacture a unit of a product.

Reducing Lead Time Nonvalue-added lead time is the time that a unit of product sits in inventories or moves unnecessarily.

Components of Lead Time Start of production for a single item Conversion Time Value-added Wait Time End of production for a single item Move Time Down Time Nonvalue-added Total Lead Time

Reducing Setup Time A setup is the effort required to prepare an operation for a new production run.

Relationship Between Setup Times and Lead Times Long Setup Times Large Batch Sizes Longer Lead Times Large Inventory

Automotive Components Inc. manufactures a batch of 40 engine starters through three processing. Each unit in the batch requires the following processing time: Machining Assembly Testing Total 6 minutes 10 8 24 minutes

After machining, it takes 10 minutes to move the machined batch to assembly. It then takes 15 minutes to move the assembled batch to testing. Approximately 97. 5 percent of the lead time is consumed by nonvalueadded waiting and moving.

How can we improve our lead time performance?

Solutions 1. Reduce setups so that the batch size could be reduced to one piece (onepiece flow). 2. Move the processes closer to each other so that the move time is eliminated.

Emphasizing Product. Oriented Layout Organizing work around the products is called a product -oriented layout (or product cells), while organizing around processes is called process-oriented layout.

Emphasizing Employee Involvement Employee involvement uses teams organized in product cells, rather than just Suchefforts employee teams of isolated individuals. can be cross-trained to perform any operation within the product cell.

Emphasizing Pull Manufacturing Producing items only as they are needed by the customer is called pull manufacturing. The system that accomplishes pull manufacturing is often called kanban (Japanese for “cards”).

Emphasizing Zero Defects Poor quality results in increased need for inspection, more production interruptions, an increased need for rework, a higher cost from scrap, and additional warranty costs. MAKE IT RIGHT THE FIRST TIME!

Anderson Metal Fabricators (AMF) makes two types of metal covers, large and small. Metal covers are made by stamping a pattern of the cover from sheet steel. The stamped patterns are then sent through a hole punching operation, then a forming operation.

Traditional Operations—Anderson Metal Fabricators Administrative Offices: Accounting Sales Customer Service Receiving and Raw Materials Inventory Shipping Department Technical Offices: Design Scheduling Manufacturing Maintenance and Tooling Stamping WIP Finished Goods Inventory Work in Process Areas Forming WIP Punching WIP

Just-in-Time Operations—AMF Administrative Offices: Accounting Sales Customer Service Technical Offices: Design Scheduling Manufacturing Stamping Small covers Maintenance and Tooling Medium covers Maintenance and Tooling Stamping Large covers = Work in Process Areas Maintenance and Tooling = Pull Kanban Signal Shipping Receiving Stamping

Just-in-Time Operations—AMF Technical Offices: Design Scheduling Manufacturing Administrative Offices: Accounting Sales Customer Service Stamping Punching Maintenance and Tooling Small covers Punching Maintenance and Tooling Medium covers Stamping Forming Punching Large covers = Work in Process Areas Forming Maintenance and Tooling = Pull Kanban Signal Shipping Receiving Stamping Forming

Accounting for Just-in-Time Operations In a just-in-time operating environment, the accounting system will have the following characteristics: § Fewer transactions. The accounting system is simpler because there are fewer transactions to record. § Combined accounts. All in-process work is combined with raw materials to form a new account, Raw and In Process (RIP) Inventory. § Nonfinancial Performance Measures. There is a greater emphasis on nonfinancial measures. § Direct Tracing of Overhead. Indirect labor is directly assigned to production cells.

The transfer of costs as products move through the production process is termed backflush accounting.

Combined Transactions

The annual budgeted conversion cost for AMF’s medium-cover product cell is $2, 400, 000. These costs will support 1, 920 planned hours of production. Budgeted cell conversion = cost rate $2, 400, 000 1, 920 = $1, 250 per hour

The medium-cover product cell is expected to require 0. 02 hours of manufacturing time per unit. Conversion cost per unit = 0. 02 x $1, 250 = $25 conversion cost per unit

Steel coil is purchased for producing 8, 000 medium covers. The purchase cost was $120, 000, or $15 per unit. Raw and In Process Inventory Accounts Payable A separate materials account is not used. 120, 000

Conversion costs are applied to 8, 000 medium covers at a rate of $25 per cover. Raw and In Process Inventory Conversion Costs The Raw and In Process Inventory account is used to accumulate the applied conversion costs. 200, 000

All 8, 000 medium covers were completed in the cell. The cost is $40 per unit (materials, $15; conversion costs, $25). Finished Goods Inventory Raw and In Process Inventory This is a backflush transaction. 320, 000

Of the 8, 000 units completed, 7, 800 were sold and shipped to customers at $70 per unit. Accounts Receivable Sales 546, 000 Cost of Goods Sold Finished Goods 312, 000 546, 000 312, 000 7, 800 x $70 7, 800 x $40

Nonfinancial Performance Measurement Just-in-time principle addressed by performance measures (% of respondents): § § § § Inventory turnover 82% On-time delivery rates 41 Production lead time 35 Quality yield 32 Throughput 32 Time required for setups 26 Space utilized 12 Extent of cross-training or new skills obtained 8

Typical Hospital Process Flow Patient Admitted Admitting Clerks Collect Patient Information

Typical Hospital Process Flow Patient transported to Radiology X ray made Patient transported back to Nursing Unit Patient Admitted Tests Conducted

Typical Hospital Process Flow Specimen transported to Lab Tests performed Results reported to Nursing Unit Patient Admitted Tests Conducted

Typical Hospital Process Flow Drugs ordered Order filled Drugs sent back to Nursing Unit Patient Admitted Tests Conducted Procedure Performed

Typical Hospital Process Flow Patient Admitted Tests Conducted Procedure Performed Patient Discharged

Just-in-Time Hospital Unit Layout Chemistry Lab Patient Rooms Cross-trained Caregivers Patient Rooms X ray Admitting Office

Costs of Quality Using Activity Analysis Prevention costs are the costs of activities that prevent defects from occurring during the design and delivery of products or services. Appraisal costs are the costs of activities that detect, measure, evaluate, and audit products and processes to ensure that they conform to customer requirements and performance standards.

Costs of Quality Using Activity Analysis Internal failure costs are the costs associated with defects discovered by a business before the product or service is delivered to the consumer. External failure costs are the costs incurred after defective units or services have been delivered to consumers. Although difficult to measure, it may be the largest cost in the quality equation.

Quality Control Activity Analysis—Gifford Co. Quality Control Activities Design engineering Disposal of rejected materials Finished goods inspection Materials inspection Preventive maintenance Processing returned materials Disposing of scrap Assessing vendor quality Rework Warranty work Total activity cost Activity Cost Quality Cost Classification Prevention $ 55, 000 Internal Failure 160, 000 Appraisal 140, 000 Appraisal 70, 000 Prevention 80, 000 External Failure 150, 000 Internal Failure 195, 000 Prevention 45, 000 Internal Failure 380, 000 External Failure 225, 000 $1, 500, 000

Pareto Chart of Quality Costs Quality Control Activities $400, 000 Rework 350, 000 Warranty work 300, 000 Disposing of scrap 250, 000 Disposal of rejected materials Processing returned materials 200, 000 Finished goods inspection 150, 000 Preventive maintenance 100, 000 Materials inspection 50, 000 Design engineering 0 Assessing vendor quality Activity Categories

Cost of Quality Report Cost Summary Quality Cost Percent of Total Classification Quality Cost Sales Prevention $ 180, 000 Appraisal 210, 000 Internal failure 735, 000 External failure 375, 000 Total $1, 500, 000 12. 00% 14. 00% 49. 00% 25. 00% 100. 00% 3. 6% 4. 2% 14. 7% 7. 5% 30. 0%

Indicate whether the item is valueadded or nonvalue-added. Quality Control Activities Design engineering Disposal of rejected materials Finished goods inspection Materials inspection Preventive maintenance Processing returned materials Disposing of scrap Assessing vendor quality Rework Warranty work Total activity cost Activity Cost Classification Value-added $ 55, 000 Nonvalue-added 160, 000 Value-added 140, 000 Value-added 70, 000 Value-added 80, 000 Nonvalue-added 150, 000 Nonvalue-added 195, 000 Value-added 45, 000 Nonvalue-added 380, 000 Nonvalue-added 225, 000 $1, 500, 000

What percentage is value-added and what percentage is nonvalue-added? Quality Control Activities Design engineering Disposal of rejected materials Finished goods inspection Materials inspection Preventive maintenance Processing returned materials Disposing of scrap Assessing vendor quality Rework Warranty work Total activity cost Activity Cost Quality Cost Classification Value-added $ 55, 000 Nonvalue-added 160, 000 Value-added 140, 000 Value-added 70, 000 Value-added 80, 000 Nonvalue-added 150, 000 Nonvalue-added 195, 000 Value-added 45, 000 Nonvalue-added 380, 000 Nonvalue-added 225, 000 $1, 500, 000 $390, 000 ÷ $1, 500, 000 = 26%

What percentage is value-added and what percentage is nonvalue-added? Quality Control Activities Design engineering Disposal of rejected materials Finished goods inspection Materials inspection Preventive maintenance Processing returned materials Disposing of scrap Assessing vendor quality Rework Warranty work Total activity cost Activity Cost Quality Cost Classification Value-added $ 55, 000 Nonvalue-added 160, 000 Value-added 140, 000 Value-added 70, 000 Value-added 80, 000 Nonvalue-added 150, 000 Nonvalue-added 195, 000 Value-added 45, 000 Nonvalue-added 380, 000 Nonvalue-added 225, 000 $1, 500, 000 $1, 110, 000 ÷ $1, 500, 000 = 74%

Activity Analysis for Processes Sales Order Submitted by Customer Credit Check Order Entered into a Computer System

Activity Analysis for Processes Order Picked from Warehouse Order Shipped Product Received by Customer

Activity Analysis for Processes Management determines that not all customer orders need to go through credit check, but only orders from new customers require this effort. If this change is made, only 2, 500 of the 10, 000 sales orders will require credit checks. Management introduced a more efficient warehouse product layout. This layout reduces the cost of picking orders by 35%.

Activity Analysis for Processes Activity Cost Prior to After Improvement Customer credit check Order entering Order picking Order shipping $14, 400 9, 600 36, 000 20, 000 $ 3, 600 9, 600 23, 400 20, 000 Total sales order fulfillment $80, 000 $56, 600 $36, 000 x Cost per shipped order $8. 00 Savings = $23, 400 65% $5. 66

Chapter 26 The End