Professional Documents
Culture Documents
•Activity Based Management is a cost reduction approach that first identifies the value added
and non-value added activities
•Attempts to minimize non-value added activities by identifying the root cause(s) which are
preventable and prevention is always cheaper.
•To improve customer value and overall profit.
Definitions
• Activity-Based Management:
A system wide , integrated approach that focuses management’s attention on activities.
Activity Management:
An assessment of the value of the activities to the organization, including a recommendation
to select and keep only those that add value.
Furthermore, activity analysis help management to select and keep- adding activities that
brings about cost reduction and greater operating efficiency, thus providing support for the
objective of continuous improvement. Moreover, activity analysis can reduce costs in four
ways.
• Cost Reduction:
• Activity elimination: the identification and elimination of activities that fail to add value.
• Activity selection: the process of choosing among different sets of activities caused by
competing strategies.
• Activity reduction: the process of decreasing the time and resources required by the activity.
• Activity sharing: Increasing the efficiency of necessary activities using economies of scale.
• Activity performance measurement: Assessing how well activities( and processes) are
performed is the fundamental to management’s efforts to improve profitability. There are two
types of measurement : Financial and non financial forms. These measures are designed to
assess how well an activity was performed and the results achieved.
ABM STEPS
• Set a benchmark (standard) for value added activities.
• Identify activities
• Classify activities: Value added and Non-value added
• Search for the root causes for non-value added activities.
. Recommend how to improve non-value added activities by using:
1. activity selection
2. activity reduction
3. activity elimination
4. activity sharing
• Setup time for a product is 5 hours. A firm that produces the same product and uses JIT has
reduced setup time to 15 minutes. Setup labor is $10 per hour.
Value-added costs: (15/60)($10)=$2.50
Non value-added costs:(5-15/60)($10)=$47.50
15 minutes is considered to a benchmark .Root cause—product design—strategy—activity
selection
• Warranty work costs the firm $1,000,000 per year. A competitor’s warranty costs are
$200,000 per year.
• Value-added costs: $0.00
• Non-value added costs: $1,000,000
• With zero defects there should be no warranty costs.-- Root cause---.( Total Quality
Management)—strategy: Activity elimination
• The company keeps 5 days of raw materials on hand to avoid shutdowns due to raw
materials shortages. Carrying costs averages $1,000 per day.
• Value-added costs: $0.00
• Non-value-added costs: $1,000*5=$5,000.
• Delivery problem---Root Cause--(suppliers) Use JIT. Strategy: activity elimination
• By redesigning the plant layout, the time required to move materials can be reduced from 2
hours to 30 minutes. The labor cost is $12 per hour.
Value-added costs: (30/60)($12)=$6
Non-value added costs= (2-.5)($12)=$18
Root cause: plant layout…Strategy: Activity selection
Summary