In
this posting I want to talk in more general terms about both Cost Accounting
and Throughput Accounting. But before I
do, I want to make sure everyone understands that I’m not advocating abandoning
cost accounting….far from it. It is
required for GAAP reporting. What I am
saying is that it’s a mistake to use cost accounting to make routine
operational and management decisions.
Keep in mind that Cost Accountants are not stupid, so if you accept that
they aren’t, then why can’t they seem to understand that using cost accounting
techniques for operational decision making isn’t very smart? In this blog
posting I want to share an example from a wonderful book by Debra Smith, The Measurement Nightmare – How the Theory
of Constraints Can Resolve Conflicting Strategies, Policies and Measures. If you don’t have a copy of this book, I
suggest that you get one.
It
seems that Debra was involved with a venture capital group who had purchased a regional,
building products manufacturing company that had achieved an annual growth
trend of 25% in a national market growing at less than 2%. The company produced tubing and the board of
directors had approved the purchase of an automated case packing machine which
was tied directly to a filling line. The
machine cost $250,000 and had replaced two packers that cost the company about
$40,000 in direct labor costs. It seems
that the automatic case packer was about 20% faster than the two hand packers
and because they could sell everything they produce, the filling line was expected
to increase revenue from $3,750 per
machine hour to about $4,500 per
machine hour. So the $40,000 annual
reduction in labor plus the $1,560,000 in increased throughput were used to
justify the $250,000 expenditure. Plus,
it was expected to increase efficiencies in
the plant. Sounds like a great deal,
right?
When
Debra arrived at the plant, the case packer was down and because it was down,
the filling line had to be shut down as well because there was no place to put
the product being produced. The
president of the company explained to Debra that everyone in the plant
understood that the filling was the bottleneck and maintenance understood the
importance of getting the packer back on-line as quickly as possible. Debra asked the maintenance man working on
the automated packer how often the line went down and he explained that on
average it was about 10 hours per week.
Keep in mind that the maintenance worker’s base pay was twice the cost
of the labor replaced by the automatic case packer. He also explained that his personal overtime
had increased significantly because of the case packer down time.
As
it turns out, the loss of throughput due to downtime on the case packer was at
least 10% more than the gain in throughput from running the filling line faster
which amounted to about $15,000 weekly loss in throughput. The increased cost of overtime for
maintenance was equal to 20% of the $40,000 labor savings used to justify the automated
equipment purchase and routinely stretched maintenance’s ability to keep up
with routine work in the shop. Of course
because of cost accounting, the maintenance cost did not have an impact on
direct labor efficiencies because maintenance is considered an indirect labor cost. On the surface, the measures told the
president the company was in better shape; however, the growing production
backlog and bottom line told him otherwise.
Debra
continues to explain that it took a pencil and paper to convince the president that the
automatic case packer had actually reduced his throughput, but that the
solution was simple. In order to exploit
the constraining resource, product must be packed as it comes off the filling
line. She recommended the installation
of a diverter to move the product to a packing table where two people could be
hired to pack product. She explained
that if, on average, the case packer was down for 10 hours per week and hand
packing could keep the filling line operating at a rate of $3,750 of throughput
per hour, then the company could receive $37,500 more every week by hiring two
people for $800 per week. The number one
stumbling block to Debra’s recommendation was the idea of increasing headcount
and the corresponding decline in labor
efficiencies. The president also had
a problem of what to do with the two people when the automated case packer was
operating. Debra’s answer: Gardening,
cleaning, painting, free car washing for employees! She explained that anything was worth their
availability to deliver the $1,910,000 ($3,750 hourly throughput x 10 hours x
52 weeks - $40,000 additional labor cost) of throughput annually.
Debra
explains that one of the basic lessons she learned from the automatic case
packer was the predictable effect of coupling a process to the constrained
resource. If a resource is coupled,
either before or after, and it cannot be decoupled from the constraining
resource, any downtime at the constrained resource will increase. She further explains that coupling at the
front of the process destroys the ability to buffer the constrained
resource. The majority of automation
projects are justified by a reduction of labor costs or raw material costs or
the elimination of process time before or after the constraint, without regard
for the throughput of the constraint. The bottom line is that any justification of a
process improvement must address the impact on the throughput rate of the
constraint.
A
year later, this building-products company had become so successful that they
were purchased by one of the giants
of the industry. What happened to this
successful company after the acquisition?
That will be the subject of my next posting and in it you’ll see another
example of just how devastating cost accounting can be.
Bob
Sproull
3 comments:
Actually - Cost Accounting is more for management purposes, and while you''ll need to accurately represent inventory and cogs, it's the financial accounting side that's important for GAAP.
This example seems more like a "finance invest/don't invest" problem than applied cost accounting. I'd think any kind of financial evaluation would include some kind of downtime analysis and would give you the same conclusion... or would even pad that by noting the amount of additional inventory you'd need (and carrying costs) to keep the system flowing during down time.
It is accurate to say that making poor assumptions (like a machine's availability) is bad in any kind of analysis.
I do think it's good to "question" the value of traditional cost accounting - or to see how we can use theory of constraints to improve on what's there....
Daniel, you are correct in that we must continue using CA to satisfy GAAP reporting requirements. But for daily decision making, I will always recommend TA. Bob
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