目标成本法培训(PPT 78页).ppt

Market BasedPricing CostingStudy Presentedby ChuckMarx PartnerJohnJ Dutton SeniorManagerArthurAndersenAdvancedCostManagementLeadershipTeam Market BasedPricing CostingStudy EvaluateCurrentCostAccountingPracticesBestPracticesAbilitytoSupportTargetCostingEvaluateCurrentPracticesintermsofTargetCostingIntroduceTargetCostingDescribeKeyElementsDescribeRolesandResponsibilitiesDescribeBestPracticesReportonOurFindings Objectives Agenda TargetCostingOverviewTheVoiceoftheCustomerStrategicPlanning CompetitiveIntelligenceProfitPlanningNewProductDevelopmentCostAccounting CostPlanningEngineeringToolsandTargetsCostTables CostDrivers PriceCompetition Company PricingAction Mercedes BenzCompaqComputerCorp Boeing Loweringluxurycarpricesbyalmost15 Slashingpersonalcomputerpricesby23 Essentiallyfreezingpricesofcommercialairplanesforfiveyears Nowofferingpricediscounts Market BasedPrices TargetCostingOverview TargetCosting Definitions InThePast Today Cost ProfitPrice MarketPrice TargetProfitAllowableCost CostofFutureProducts VariableOperatingCosts FixedCosts TargetCostingKeyIdeas Objective Meetcustomerneedsandwantsatpricesconsistentwithcustomerexpectations TargetCostingCustomerValue TargetCostingDevelopmentCommitstheCost 60 20 10 5 5 85 5 2 3 5 CostsCommitted CostsIncurred Concept Design Engineering Testing ProcessPlanning Production TargetCostingAccountabilityandCommitment TargetCostingTheChangingMarketPlace TargetCostingSummaryProcessModel MarketResearch StrategicPlanning CompetitiveResearch ProductLogisticsandSupportValueChainManagement ProductConcept DevelopmentCostPlanning ProductPlanningProfitPlanning ProductExecutionContinuousImprovement Pricedrivescost marketdrivenapproachusedinfavoroftraditionalapproach ParallelqualityandcostmanagementsystemssupportproductdevelopmentandproductionprocessesValueEngineeringisaprimarytoolContinuousimprovementinvalueismanagement sresponsibilityCommitmentandaccountabilityarecreatedthroughouttheorganizationCross functionalmanagementsimultaneouslyexaminesquality costandtiming TargetCostingFundamentals VoiceoftheCustomer TargetCostingTheVoiceoftheCustomer IdentifyTargetCustomers UnderstandtheIndustryValue Chain ApplyCustomerSatisfactionPhilosophytoAll DetermineKeyDimensionsfor Value InUse DetermineKeyDimensionsofPerformance ServiceatContactPointsDetermineCustomerNeed WantsfromCreatingaContinuingRelationship MeasureandShare InternalandExternalCustomerSatisfaction RepurchaseIntent Surveys CustomerComplaints OEMcalls letters etc Directengineeringcontact alsoidentifieslatentneeds Service Responsiveness Surveys Warrantypolicy FailureRateOverTime Fieldreliabilitydata Lifetestingresults InitialDefectRate Manufacturing Suppliers MethodofUse Observationtoidentifyproblemsandlatentneeds Delivery Timing Productdevelopment Manufacturing Price Marketingstudies Function Performance Directengineeringcontact Marketsurveys focusgroups Currentproductevaluations Competitorproductevaluations OverallSatisfactionIndex Surveys Target CurrentPerformance TargetCostingCustomerSatisfactionRadarChart Strengths Weaknesses OpportunitiesThreats SWOT ValueChainAnalysisShadowing RolePlayingFinancialAnalysis SGR CCFA etc CompetitivePositionMappingCostStructureAnalysisReverseEngineering TearDownAnalysisBenchmarking Strategy MarketNiche ProductEnvelopeDeterminants TargetCostingStrategicPlanning CompetitorAnalysis ProfitPlanning PlanningandDeployingProfitandCostTargets ProfittargetsincludebothabsoluteprofitdollarsaswellasvariousprofitratiostosalesProfitratiosaredeterminedbydividingmarginalincome contributionmarginandoperatingprofitbysalesrevenueReturnonsalesiscalculatedonaproductlinebasisandiscomputedbydividingpretaxoperatingprofitbysalesrevenueMarginalincomeisdeterminedbysubtractingvariablecostsfromsalesrevenueContributionmarginisdeterminedbysubtractingtraceablefixedcosts e g depreciation developmentcosts prototypecosts frommarginalincomeOperatingprofitisdeterminedbysubtractingallocatedfixedcostsfromthecontributionmargin Operatingprofitdoesnotincludeinterestincome Includescoststhatarecontrollableduringproductplanninganddesign notcorporateoverhead etc TargetCostElements TargetCostingCostPlanning Deployment PricingdecisionsarestrategicandaretheresponsibilityofSalesandSeniorManagementContinualpricestudiesaredonetounderstandmarketpricesandtocomparepricesofcurrentproductswithcompetitorproductsMarketingisresponsibleforevaluatingthevaluetocustomersofimprovedoraddedfunctionsorfeaturesInflationisnotincludedinproposedpricesThepurposeofthisactivityistoestablishproposedsalesvolumesandpricesforproductsinthecycleplan PriceelasticitythinkingandanalysisisusedtoproposevolumesandpricesSales inconjunctionwithProductPlanning estimatesprojectedsalesvolumesbasedonpastresults markettrendsandcompetitors salesTheprojectedsalesvolumesfornewmodelsarebasedonthesalesforthecurrentmodelsandcompetingproductsOverlyoptimisticsalesforecastsarenotpermitted Salescommitstosellingtheestimatedvolumewhenfinaltargetsareset TargetCostingPriceandVolumePlanning VolumeriskTotalmanufacturingcapacityversusproductbyproductcapacityGlobalproductdevelopmentandmanufacturingresourcerequirementsNeedtoimproveinvestmentefficiencyandturnoverLessonslearnedfromcurrentproductdevelopmentprograms TargetCostingCapitalInvestmentIssues PerformedsimultaneouslywithconceptdevelopmentIncludedinprofitabilitycheckandtargetcostdevelopmentTreatsinvestmentasvariablecostCompletedbyProductionEngineeringBasedonpastexperiencewithsimilarprocessesUsesnewprocesstechnologyprovidedthroughadvanceddevelopment TargetCostingInvestmentPlanning Ifacompanyfocusesonlyonthecostofnewproducts therewillbeabiasagainsthighcost highprofitproducts Bylinkingtargetcostingandprofitplanning suchabiasisprevented MarketPrice TargetProfit TargetCostNewproductprofittargetsandtargetcostssetforeachproductlineTargetsestablishedinthecontextoftheentireproductlifecycle ProfittargetsarebasedonananalysisofpastperformanceandfuturebusinessrequirementsResponsibilityforproductcostandcustomersatisfactionassignedtothesameindividual Profitplanninghasahorizonoffivetosevenyears Capitalinvestmentplanningisintegratedintotheprocess Suppliersareinvolvedearlyintheprocess TargetCostingProfitPlanning BestPractices TargetsaresetonlyafterunderstandinggapsanddevelopingVEideastoclosegaps Price Profit Cost ensuresadequateprofit Salescommitstosellingsalesvolumeestimates Capitalinvestmenttargetsareincludedaspartoftheoveralltargetcost TargetCostingCostPlanningSummary NewProductDevelopment FunctionsQualityCostProductPlanning EngineeringProductionSalesPersonnelandAdministration ProductPlanning ProductDesign ProductionPreparation Purchasing Manufac turing Engi neeringplan Productplan Design Test Produc tionplan Produc tionEngi neering Pur chasingcontrol Pur chasing Cor porate Finance Do mestic Over seas Sales Organi zationaloffice Companyactivities Func tionalControl DepartmentalControl Strongrelation Somerelation Norelation TargetCostingCross functionalManagement TargetCostingCross functionalManagement PermanentandformalRoleinplanningandcheckingDecision makingresponsibilityandpowerChairmanisSeniorV P orV P inchargeofafunctionCommitteemembersareDirectorlevelorhigherinrelateddepartmentsStaffsupportofficesaremaintained TargetCostingCross functionalManagementGuidelines TargetCostingInformationRequirements ProductPlanningCommitteeResponsibilities Developingthelong termproductcycleplanApprovingdevelopmentofaproductProposingdevelopmentideasApprovingtheproductconceptApprovingprograminvestmentsPlanningandallocatingdevelopmentresourcesFosteringcross functionalcoordination TargetCostingResponsibilities QualityandCostCommitteeResponsibilities ReviewingandapprovingtheproductconceptReviewingandapprovingqualityandcosttargetsCheckingandevaluatingqualityandcostresultsEstablishingqualityassuranceandcostmanagementsystempolicies guidelines rulesandresponsibilitiesforeachstageofdevelopmentAuditingqualityandcostsystemfunctionsandprocesses TargetCostingResponsibilities QualityandCostStaffSupportOffices Checkresults clarifyproblemsandprovideassistancePrepareandmaintaincross functionalregulationsandstandardsConductauditsanddiagnosticprocesses QualityControl AssuranceResponsibilities CorporateQualityControlpromotesTQCandestablishespoliciesandproceduresAssistwithtargetsettingandcheckingqualityitemsduringdesignreviews ProductPlanningResponsibilities Conductsvalueplanningandallocatestheoveralltargetcosttosub systemsandcomponentsAssistsSales MarketinginestimatingsalesvolumebasedonmarkettrendsandcompetitorsalesChecksperformancetotheoveralltargetcostthroughoutthedevelopmentprocessResolvesqualityandcostconflicts TargetCostingResponsibilities Sales MarketingResponsibilities PerformsongoingpricingstudiestounderstandmarketpriceandcomparepricesofcurrentproductswithcompetitorproductsDeterminesthepricerangeofnewproductsbyfactoringinthemarketvalueofimprovementstothecurrentproductandpricesofcompetingproductsTracksmarketvolumetrendsandvolumeresultsforcurrentproductsandcompetitors productstoestablishproposednewproductvolumetargets Design EngineeringResponsibilities Negotiatessub systemcosttargetsanddistributescosttargetstocomponentsEstimatescostthroughoutthedevelopmentprocessIdentifiescostreductionideassuchasnewmaterialsorprocesses andgeneratesVEideasConductsdesignreviewstoidentifyproblemsanddevelopsolutionsMaintainsfunctioncosttables TargetCostingResponsibilities PurchasingResponsibilities AllocatesrequiredinvestmenttosuppliersWorkswithDesign Engineeringtoallocatetheoveralltargetcosttosub systemsandcomponentsEstimatesthecostofexternallyproducedpartsFacilitatesmeetingsbetweenDesign EngineeringandsupplierstoworkonVEactivitiesNegotiatessupplierpricereductionseverysixmonthsbasedoncostreductionorvolumeincreases ProductionEngineeringResponsibilities Developscompany widefacilityandequipmentplansandtheoverallcapitalinvestmentbudgetMonitorsoverallcapitalbudgets plantsareresponsibleforcontrollingtheirowncapitalbudgets ProvidescapitalinvestmenttargetsandpaybackcalculationsforproductprofitabilitychecksandtargetcostdevelopmentAssistspurchasinginallocatingrequiredinvestmenttosuppliersAssistswithplantkaizencosttargetsettingandimprovementactivities CostAccounting CostPlanning Finance AccountingOrganization TargetCostingResponsibilities CostManagementDepartment TargetCostingResponsibilities CostPlanningResponsibilities ConductsproductconceptprofitabilitychecksRequestschangestoinvestmentplansandtargetsprovidedbyProductionEngineeringEstablishesandmonitorstotalproducttargetcostProvidescostimprovementeducationandtraining TargetCostingResponsibilities CostControlResponsibilities AssistswithdevelopingthefiveyearplanPreparestheshort termprofitplanFacilitatesshort termtargetandbudgetsettingprocesswithfunctionaldepartmentsPreparesproductprofitabilityreportsandshort termtargets PurchasingCostPlanningResponsibilities AssistsbuyerswithsuppliercosttargetsettingandinvestmentplanningSupportsbuyerswithcostestimatingandVEproposalsforpartsAssistssupplierswithimprovingcostmanagementsystemsMaintainssupplierpartsandmaterialscosttables PlantCostControlResponsibilities NegotiateskaizentargetsPromotesandsupportskaizenactivitiesProvidesadministrativesupportOffersconsultingadvicePrepareskaizennewslettersMaintainsprocesscosttables EngineeringCostPlanningResponsibilities Assistswithcostestimationfornewtechnology etc PreparesconceptcostestimatesSupportsengineersduringvalueengineeringMaintains easytoproduce manualsAnalyzescostofcompetitors productsCoordinatesdevelopmentresourceplanningandbudgeting TargetCostingResponsibilities TargetCostingFive YearProductPlan ProductCyclePlan ProductsandTechnologyPriceandVolume RequiredResources ProductDevelopmentCapitalInvestmentCashFlow TargetCostingSimultaneousProductandResourcePlanning TheCostPlanninggroupcoordinatesplanningthehumanandphysicalresourcerequirementsneededtodevelopeachproductinthecycleplanResourcesincludeProductPlanning Design EngineeringandProductionEngineeringpersonnelaswellasthecostsassociatedwithdevelopingandevaluatingprototypesforeachproductPastexperienceisusedasinputtoresourceplanningIncludesmanning computersupport testfacilitiesandcostofprototypesInternalresourcesContractresourcesBasedonpastexperienceMatchproductplanandresourcestoidentifyproblemsversusfinancialconstraintsandsmooththedemandonresources TargetCostingSimultaneousProductandResourcePlanning ThecapitalinvestmentplanningprocessiscentralizedandcontrolledbyProductionEngineering CashflowandinvestmentconstraintsacrossallproductprogramsaredeterminedbythefiveyearplanProposedcapitalinvestmentrequirementsarecomparedtocapitalinvestmentrequirementsfrompriorprogramsProductprogramcapitalinvestmentrequirementsfromthecycleplanarecomparedtocashflowandresourceavailabilityduringfiveyearplanningtoidentifybreak evenandinvestmentconstraintproblems TargetCostingCapitalInvestmentPlanning FiveyearsalesplanfromSaleswhichsummarizesdesiredvolumeandrevenueforthenextfiveyearsPlansfornewproducts majorproductchanges minorproductchangesfromtheproductcycleplanLong termresourceplanswhichsummarizecapitalandhumanresourcerequirementsto 1 implementstrategicinitiatives 2 developfutureproductsand 3 operatedepartmentsforthenextfiveyearsProposedcorporateprofittargets includingdollarsandrates fromtopmanagement TargetCostingFiveYearPlanningOutputs Cashflow capitalrecoveryandfixedcostproblemsthatneedtobesolvedRequiredadjustmentstothefiveyearsalesplanRequiredadjustmentstothenewproductdevelopmentplanRequiredadjustmentstolong termresourceandfixedcostplans includingchangestoequipmentinvestment personnelresources structuralplans etc Profittargetsforcurrentandnewproducts etc Approvedfiveyearplan asadjusted basedonprofitabilitychecking TargetCostingFiveYearPlanningOutputs cont Conceptleadership intensivecommunicationandproduct customerorientationarethekeystoeffectiveproductplanningProductplanningmustbewellcoordinatedsothattheproductplanmeetsalloftheobjectivesoftheconceptplanProductplanningisacriticalpartofproductdevelopmentsinceittranslatescustomerrequirementsintoengineeringspecificationsthatcontrolthefinaldesignThechiefengineer programmanagersystemanddesignreviewsareveryeffectivewaystocoordinatedepartments handleconflictsandbuild inaccountability TargetCostingProductPlanningBestPractices ThecentralproblemattheproductplanningstageistocomeupwithaplanthatreconcilescompetingobjectivesandrequirementsToreachconsensus therearetrade offsbetweenconcept specification componentchoice costtargets layoutandstylingThechiefengineer productmanagerisresponsibleforbasicproductplanningThechiefengineerandhisstaffnegotiatewiththedesigndepartmentstogainconsensusInter subsystemnegotiationsarecriticalsincemanyofthesubsystemdecisionsareinterdependent TargetCostingProductPlanningConflicts Thenewproductplanissummarizedinadocumentthatdefinesandclarifiesthedesignrequirements usuallyincludingthefollowing Outlineoftheproduct sconceptandmissionPrimaryspecificationsfortheproduct sperformanceanddesignScheduleoftheproduct sdesign manufacturingandmarketingactivitiesTheproduct stargetcost sellingprice andvolumeAttheendofbasicproductplanning theQualityandCostmeetingsreviewandapprovethebasicproductplanUponapproval design engineeringdepartmentstranslatetheproductplanintodetailedproductdesigns TargetCostingProductPlanningApproval EngineeringToolsandTargets TargetCostingCross functionalEngineeringTeams Aprocesswherespecialistsandpersonswithextensiveexperiencecooperatetosolveproblemswhilestrivingtowardasuperiordesign TargetCostingDesignReviews TargetCostingDesignReviews PDCA ProductprofitabilitycheckvstargetProductqualityandcosttargetfeasibilityEstimatedcostsvstargetcostsIn housecomponentsSuppliercomponentsCapitalinvestmentOtherTestandevaluationresultsvsproductspec sFunctionandperformancetargetsCriticaldimensionsFailureratespecificationsRegulatoryrequirementsDevelopmentleadtimevstargetsActualtimingvsdetaildevelopmentschedule includingresolutionofspecificproblemsProcesscapabilityvsrequirementsConformancewithdesignstandards TargetCostingMeasurement Reporting TargetCostingEngineeringChallenges TargetCostingQualityTargets QuantitativeengineeringspecificationsthataddressfunctionandperformanceDrawings dimensionsandtechnicalspecificationsConditionsofuseandreliabilityspecificationsQualitativespecificationsPhysicalmodelsBalancingQualityandCostTargets TargetCostingAchievingQualityandCostTargets CustomerNeedsFieldFailuresCompetitorPerformanceandTrendsRegulatoryTrendsTechnologyAvailabilityOther DetermineSubsystemandComponentDesignSpecifications AllocateCostTargetsToSubsystemsandComponents TargetCostingQualityTables QualityFunctionDeployment DifficulttointegrateandbalancequalityandcostVoluminousandtime consumingUnreliableinputdataDifficulttograsptrueuserneedsFunctionandFeatureLeveling TargetCostingDifficultieswithQFD ValueEngineering VE isasystematicactivityusedduringproductdevelopmenttoreducecostswithoutlossofproductperformance Thescopeofvalueengineeringincludesdesigncostreduction processimprovementsandsuppliercostreductions TargetCostingValueEngineering SelectlowestcostdesignthathasthesamefunctionvalueEliminateunnecessaryorlow priorityfunctionsProvideimprovedfunctionatsamecostUsetechnologybreakthroughsLearnfromthecompetition Guidelines VEandVAProposalsaregeneratedby TargetCostingSourcesForVE VAIdea GatherInformation Brainstorm Evaluate Investigate Recommend DefinetheFunction s TargetCostingValueEngineeringOverview PrepareparetochartsofsupplierqualityproblemsandestablishqualitytargetsWorkwithsupplierstosolvequalityproblemsandpreventthemfromrecurringDeveloptargetcostsforsuppliersWorkwithsupplierstohelpthemachievetargetcoststhroughvalueengineering TargetCostingWorkingwithSuppliers ValueengineeringisthekeytoolforreducingcostduringdevelopmentValueengineeringisusedtoclosethegapbetweenthetargetcostandtheinitialcostestimateEffectivevalueengineeringrequireseffectivecross functionalcoordinationValueengineeringiscarriedoutearlyinthedevelopmentprocesswherethepotentialforsavingsisthehighestandthecostofchangeisthelowest TargetCostingValueEngineeringSummary CostTables CostDrivers Mustbetimelyandaccurate Thu