The document discusses key concepts related to the modern business environment including just-in-time (JIT) production, total quality management (TQM), kaizen costing, target costing, value analysis, value engineering, business process reengineering, supply chain management, and gain sharing arrangements. It explains that JIT aims to produce the required items at the required quality, quantity, and precise time through flexible production and strong supplier relationships. TQM seeks the highest quality through continuous improvement approaches like kaizen costing and target costing. Value analysis identifies unnecessary costs while value engineering enhances value for customers.

1. CIMA – Management Level
Performance Management
“The Modern Business Environment”
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2. Characteristics of MBE
– Global Environment (No border restriction)
– Flexibility (Competitive)
– Employee Environment (Empowering employees)
– Just in Time (JIT)
– World Class Manufacturing (under Total Quality
Management)
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3. JIT
• JIT : -
is a ‘pull system’ which responds to demand unlike to a ‘push system’ where
Inventory acts as a buffer.
The Objective is to produce/procure products or components as they are required
by Customer rather than for Inventory. It is a Zero Inventory Model at all stages of
prodn incld. Finished Goods (FG).
Pull System
Push System
Aims of JIT are to produce:
- the required Item
- at required Quality
- in required Quantity
- at required precise Time
PRODUCTIONSupplier Customer
PRODUCTIONCustomer Supplier
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4. JIT
• Requirements of JIT:
i. Versatile Labour
ii. Grouped by Product Line
iii. Strong Information System
iv. Zero Defects & Get it Right First Time
v. Strong Supplier Relationships
JIT Production: - a production system driven by demand for FG
where each component on a Production Line is produced
ONLY when needed for the Next Stage.
JIT Purchase: - a purchasing system where Material purchase is
contracted in such a way that Receipt & Usage of material, to
max. extent possible, COINCIDE.
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5. TQM
• TQM : -
seeks to ensure that goods produced & services supplied
are of Highest Quality and is based on 2 basic principles:
i. Get it Right, First Time – Zero rejects & 100% Quality
ii. Continuous Improvement – Dissatisfaction with status quo
Continuous Improvement Approaches
i. Kaizen Costing
ii. Target Costing
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6. COST OF QUALITY
NON-COMPLIANCE
COST
COMPLIANCE COST
Appraisal Cost
- Incoming inspection
- Set-up Inspections
- Process Control
Prevention Cost
- Training
- Routine Repair
- Quality in Design
- Correct Engineering
Internal Failure Cost
- Scrap Cost
- Reworking Cost
- Process Failure Cost
Internal Failure Cost
- Marketing Cost of failed
product
- Loss of Goodwill
- Manufacturing/Process
Engineering cost of
failed product
-Liability Claims
- Travelling Cost
- Repair Cost -
- Compensation/
Replacement of
returned product
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7. Kaizen Costing & Target Costing
• Continuous Improvement or “Kaizen” is an integral part of JIT
philosophy. “Kaizen” is a Japanese term meaning “improving
processes through small, incremental amount rather than through
large innovations”.
• Improvements – sought all the time
• Improvements – small & numerous rather occasional & far reaching
• Cost reduction targets – set & applied on a more frequent basis
• Kaizen Costing is a planning method used during the
manufacturing cycle that emphasizes reducing Variable Costs of a
period below the cost level in the base period.
• Target Costing is a form of life cycle costing and derived by
deducting Target Profit from predetermined Selling Price. (Detailed
discussion in next lecture)
TC = SP - TP
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8. Standard Costing Concepts Vs. Kaizen Costing Concepts
S. No. Standard Costing Concepts Kaizen Costing Concepts
i) Cost Control Concept Cost Reduction Concept
ii) Assume current manufacturing
Conditions
Assume continuous improvement in
manufacturing
iii) Meet Cost performance standards Achieve cost reduction targets
S. No. Standard Cost Techniques Kaizen Cost Techniques
i) Standard set annually or semi-annually Monthly cost reduction targets are
set & applied
ii) Cost Variance Analysis (CVA) using
Standard and Actual Cost
CVA using Target Kaizen & Actual
Cost reduction amount
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9. Value Analysis/Value Engineering/BPR
• Value Analysis (VA) – for Existing Products
– is systematic examination of factors affecting cost of product/service in order
to achieve specified purpose most economically at the required standard of
quality & reliability.
– to identify unnecessary cost elements within component of goods & services,
i.e., any cost that don’t add value should be eliminated.
– often leads to reduction of component used, use of alternatives, cheaper
components & standardization of parts across several product line
• Value Engineering (VE) – for Products to be produced
– Is redesign of an activity, product/service so that value to customer is
enhanced while costs are reduced or at least increased by less than resulting
price increase.
• Types of Value
• Cost Value – cost of product
• Exchange Value – Price that customer is willing to pay
• Esteem value – Status/regard associated with ownership of a product
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10. Value Analysis/Value Engineering/BPR
• Business Process Re-engineering (BPR)
– involves examining business processes and radically redesigning these
processes to achieve cost reduction, improved quality & customer satisfaction.
– is all about major changes to how business processes operate.
– is concerned with making far reaching One-off changes to improve operations
or processes
• The objective of all the above activities VA/VE/BPR are zeroed to achieve
– Cost Reduction
– Improved Quality
– Customer Satisfaction
in the product/service offered to the customer
• Porter suggests ONE of the following Two strategies by organizations to
take competitive advantage:-
i. Low Cost Strategy – through Economies of Scales & Tight Cost Control
ii. Differentiation Strategy – creating something that customer perceives as
unique via brand loyalty, superior customer service, product design & features.
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11. Value Chain
• Value Chain
– was designed by Prof. Michael Porter of Harvard Business School in 1985
– is a linked set of value creating activities starting from basic Raw Material
sources or Component Suppliers through ultimate end-use product or service
delivered to the customer.
– creates conditions to improve customer satisfaction; particularly in terms of
“Cost efficiency, Quality & Delivery” identify unnecessary cost elements
Value Chain Activities
Primary Activities Support Activities
- Inbound Logistics
- Operations
- Outbound Logistics
- Marketing & Sales
- Service
- Procurement
- Technology development
- HR Management
- Firm Infrastructure
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12. Supply Chain Management
• A supply chain is a network of customers & suppliers that a
business deals with.
• SCM can be broken into
– Purchasing
– Stock/Inventory
– Customer Ordering
– Delivery & logistics
– Outsourcing
S. No. Insourcing Outsourcing
i) High degree of Control over INPUT Low/ No Control
ii) Increase Visibility over process Loss of Visibility
iii) High Investment No Investment
iv) Requires high volume No
v) Dedicated equipment limited flexibility Not required
vi) Not a core competence Can concentrate on core competence
vii) Cash Outflow Improved cash flow
Purchasing
Stock
Order
Del. &
Logistic
Outsourcing
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13. Gain Sharing Arrangement
• GSA
– is an approach to review & adjust an existing contract or series of contract
where adjustment provides benefits to both parties.
– is attractive to companies because they can provide insulation from the cut-
throat price competition.
– is popular where there exists potential to achieve mutual benefit among
parties concerned. The gain/benefit could be fin./no-fin. in nature.
• Companies typically guarantee their customer that they will achieve a
certain amount of cost savings or top-line improvement. If targets are not
met, Co commits to make up difference in cash. However, if targets are
exceeded, supplier may also receive a pre-specified %age of gain.
• Components of GSA
– Mutual Interdependence & Trust
– Common Goal
– Agreed procedure of Decision making & Problem solving
– Continuous Improvement commitment
– Team Work
– Predetermined Gain/Pain sharing arrangement
– Open book accounting
– Targets that provide continuous measurable improvements on programe
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14. Atul Kumar
ACA, Adv Dip in MA
atul@adscorpconsultants.com
+91-9004614321
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