Advanced Cost Accounting Seminar

Use cost accounting as a strategic weaponand look beyond cost savings to profit enhancement! For cost professionals who want to take their expertise to the next level, cost accounting is no longer just a tactical overhead allocation function. Its a tool that can help you determine true product cost information critical to a wide range of strategic business decisionsfrom product continuance, pricing and line expansion...to target costing and transfer pricing...to new product introduction and product and customer profitability. Incorporating ctivity!"ased #osting with advanced traditional costing methodologies, this seminar is an opportunity for you to transform yourself into a real strategic partner within your organi$ation. Who Should Attend #F%s, controllers, directors or managers of finance and other cost professionals with at least two years of experience, including accounting managers, budget analysts, systems analysts, plant managers, auditors and financial plannersas well as past attendees of & s Fundamentals of #ost ccounting.

Strategic Cost & alue !anagement

'ow to (se )rocess nalysis to &aximi$e *alue and &inimi$e #ost Attend Our Two-Day Seminar
Dates and Locations

"ou Will #earn $ow %o&&&

Dramatically reduce operational costs by optimizing value-added activities and eliminating non-value-added activities Identify which steps add value for the process customer...and those that dont Utilize activity/process analysis to assign costs uantify the benefits of a process improvement or process redesign pro!ect Use "ctivity #osting to improve processes $anage company costs by better managing the relationship between what you do %processes& and resources consumed Develop better financial and non-financial performance measures Improve bottom-line results without sacrificing customer satisfaction
'eminar (utline )ho 'hould "ttend

On average 20% of all manufacturing process costs and 30% of all service process costs are attributable to non-value added activities.

'ind and (liminate the )$idden* Costs in "our Company+s ,rocesses

*usiness processes are the heart of your organization. +hey are the collections of activities that create value for your customers. ,egardless of industry or sector- any organization that delivers value more efficiently than its rivals has a distinct competitive advantage. +he .ey to attaining this competitive edge is achieving balance between delivering what you customer truly values and the process costs associated with creating that value. 'trategic Cost & Value Management will show you how to evaluate the two critical dimensions of business processes/ VALUE - ,esults the customer will pay for COST - ,esources and time consumed by processes "rmed with a thorough understanding of how your processes create value and the process/cost analysis tools this seminar provides- you and your company can/

0liminate 1hidden2 activity costs that do not add value for the customer $a.e better business decisions Increase capacity by improving utilization of e3isting resources "lign process performance measures with strategic goals "chieve competitive advantage by ma3imizing value for your customer

Strategic Cost & Value Management is a valuable two-day investment for operations and financial professionals ali.e. ACT NO . !N"O## A T!A$ O% &!' #!A(!") TO(A'. *ac. to top of page...

"ou+ll -enefit !ost 'rom %hese Seminars .f "ou Are A&&&

Director of (perations 4rocess $anager or 0ngineer #5(- #ontroller or $anager of 5inance Director of uality $ember of a process improvement team

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Seminar /utline

T*is practical+ *o,-to-do-it seminar ,ill arm -ou ,it* t*e .no,ledge and tools -ou need to anal-/e t*e ,a- -our organi/ation generates value and cost+ to identif- opportunities to reduce cost ,*ile ma0imi/ing value creation+ and to implement management met*ods t*at ,ill ma0imi/e t*e strategic+ bottomline impact of -our compan-1s core processes. Defining and Creating Customer Value +he need for process improvement 'trategic and tactical decision ma.ing 4rimary- secondary- value- and non-value added processes and activities 4rocess $apping and modeling Understanding customer re6uirements Process and Activity Analysis $easuring performance using effectiveness- efficiency- fle3ibility and stability to .eep score Deploying for process improvement Developing a process/resource matri3 #ustomer re6uirements and satisfaction analysis 4erforming a process wal.through #reating process flow charts 7alue-added and non-value-added assessment 4erformance metrics o #ycle times- 5+0s- headcount and volume #ost-cycle time analysis o #ompressing cycle time to mar.et needs #ycle time efficiency Identifying and Implementing Solutions Integrating organizational strategy o #ritical success factors in your improvement agenda 4roblem-solving techni6ues o 4otential problems and their resolution ,oot cause analysis 5uture state improvement opportunities $ethods used for improving processes Maintaining the Gains "ctivity cost management 4erformance measurement o Lin.ing strategic goals to operating processes throughout your companys value chain