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What is Cost?
Assume you purchased a bottle of wine several years ago for $25. Today the same wine is selling for $100. You give your bottle of wine to your friend as a gift. What is the cost of your gift? $0 $25 $25+ $100 $(75)
Types of Costs
Assets
Expenses
Cost Drivers
Cost is a function of the amount of resource consumed and the price per unit of the resource
Control efforts should focus on control of the underlying cost drivers and the unit costs
Cost Drivers
Capacity driver
Transaction driver
Cost Drivers
Duration driver
Intensity driver
One activity may require the same amount of time as another, similar activity, but may consume different resources
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Unit level
Examples: materials, commissions, etc. in which the cost benefits or relates to only one unit
Frequently incorrect because many variable costs do not occur at the unit level
Batch level
Examples: setups, material handling, labor, packaging, shipping, etc. in which the cost benefits or is related to several units
Product level
Examples: design, engineering, tooling, etc. in which the cost benefits or is related to all units of the product or process
Facility level
Change in the facility, capacity, etc. causes a corresponding change in the cost
Examples: depreciation, administration, property taxes, insurance, etc. in which the cost benefits or is related to the entire facility or overall operations
Often referred to as fixed costs Typically incorrectly allocated to products or processes on an arbitrary basis
Cost Behavior
Fixed
Variable
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Cost Behavior
Step variable
Mixed
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Committed
Discretionary
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Controllable
Non-controllable
More costs are controllable higher up in the organization than at lower levels
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Direct
Can be easily and conveniently associated with a particular cost object Cannot be easily and conveniently associated with a particular cost object
Indirect
A cost may be directly related to one cost object but indirectly related to another
More costs can be directly related to higher levels than to lower levels
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Disaggregation of an Organization
Division A Company $ 2,000 1,100 $ 900 650 $ 250 100 $ 150 80 $ 70 Division A $ 1,400 900 $ 500 400 $ 100 75 $ 25 Division B $ 600 200 $ 400 250 $ 150 25 $ 125 Product 1 $ 900 500 $ 400 280 $ 120 40 $ 80 Not Product 2 traceable $ 500 400 $ 100 90 $ 30 $ 10 $ (30) 30 5 $ (20) $ (35)
Revenue Variable costs Contribution margin Controllable fixed costs Controllable margin Non-controllable fixed costs Contribution by SBU Untraceable costs Operating income
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Prevention costs
Appraisal costs
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Failure costs
Costs resulting from the detrimental outcome while the product is still within the companys control Scrap, rework, etc.
Costs resulting from the detrimental outcome after the product leaves the companys control Warranty repairs, recalls, lawsuits, lost sales, etc.
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Spending on prevention can reduce appraisal and failure costs Spending on appraisal can reduce external failure costs
Cost
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Prevention, appraisal and failure costs are most often linked to quality control
The concept can also relate to
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Organizational Models
Ownership model
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Organizational Models
Revenue Costs and revenues
Units
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Organizational Models
Rental model
Rent more when more is needed, rent less when less is needed
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Organizational Models
Revenue Costs and revenues
Total costs
Variable costs
Fixed costs
Units
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Ownership Model Variable costs = 25% of revenue Fixed costs = $50,000 Revenue Variable costs Contribution margin Fixed costs Net income $ $ $ 60,000 $ 15,000 45,000 $ 50,000 (5,000) $ 80,000 20,000 60,000 50,000 10,000 $ 100,000 25,000 $ 75,000 50,000 $ 25,000 $ 120,000 30,000 $ 90,000 50,000 $ 40,000 $ 140,000 35,000 $ 105,000 50,000 $ 55,000
Rental Model Variable costs = 65% of revenue Fixed costs = $10,000 Revenue Variable costs Contribution margin Fixed costs Net income $ $ $ 60,000 39,000 21,000 10,000 11,000 $ $ $ 80,000 52,000 28,000 10,000 18,000 $ 100,000 65,000 $ 35,000 10,000 $ 25,000 $ 120,000 78,000 $ 42,000 10,000 $ 32,000 $ 140,000 91,000 $ 49,000 10,000 $ 39,000
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Management of Costs
Management of Costs
Understand what activities you perform, why, and what they cost
Everything you do costs money, and doing nothing also costs money Do not try to do unnecessary activities cheaper, try to do less of the activity
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Management of Costs
Long-term perspective
Wise spending on investments may save money in the long run Focusing on quarterly or annual results hinders investment in projects with long lead times
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Management of Costs
Holistic approach
Cutting costs in one area may cause an even greater increase in costs in another area Spending more in one area may reduce costs in another area
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Management of Costs
Management of Costs
Management of Costs
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