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Presentations for
Cornerstones of
Cost Accounting
First Canadian Edition
Adapted by
George Gekas
Ryerson University
17-2
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
17-3
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
17-4
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
Value by Product
17-5
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
Value Stream
• Made up of all activities (value-added and non-value-
added) required to bring a product group or service
from its starting point to a finished product in the
hands of the customer
• Activities can be:
• Value added
• Non-value added
• Activities avoidable in the short run
• Activities unavoidable in the short run due to current
technology or production methods
17-6
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
17-7
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
17-8
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
Value Flow
• Made up all move and wait time necessary to move
resources and product batches before and after the
production process, to product completion
• Requires significant move and wait time
• Cellular Manufacturing
• Lean manufacturing uses a series of cells to produce
families of similar products
17-10
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
17-11
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
Pull System
17-12
Copyright © 2013 Nelson Education Ltd.
Lean Manufacturing 1
Pursue Perfection
• Waste is anything customers do not value
• Sources of waste:
• Defective products
• Overproduction of goods not needed
• Inventories of goods awaiting further processing or
consumption
• Unnecessary processing
• Unnecessary movement of people
• Unnecessary transport of goods
• Waiting
• Design of goods and services that do not meet customer needs
17-13
Copyright © 2013 Nelson Education Ltd.
Lean Accounting 2
17-14
Copyright © 2013 Nelson Education Ltd.
Lean Accounting 2
17-16
Copyright © 2013 Nelson Education Ltd.
Lean Accounting 2
17-17
Copyright © 2013 Nelson Education Ltd.
Productivity 3
17-18
Copyright © 2013 Nelson Education Ltd.
Productivity 3
17-19
Copyright © 2013 Nelson Education Ltd.
Productivity 3
17-20
Copyright © 2013 Nelson Education Ltd.
Productivity 3
17-21
Copyright © 2013 Nelson Education Ltd.
Productivity 3
Productive Measurement
• Quantitative assessment of productivity changes
• Can be actual or prospective
• Is forward looking
• Serves as input for strategic decision making
• Allows managers to compare relative benefits of
different input combinations
17-22
Copyright © 2013 Nelson Education Ltd.
Productivity 3
17-24
Copyright © 2013 Nelson Education Ltd.
Total Productivity
4
Measurement
• Profit-Linkage Rule:
• For the current period, calculate the cost of the
inputs that would have been used in the absence
of any productivity change, and compare this cost
with the cost of the inputs actually used.
• The difference in costs is the amount by which
profits changed because of productivity changes.
17-26