Chapter 5 Limiting Factors and Throughput Accounting5章限制因素和产出会计.docx
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Chapter5LimitingFactorsandThroughputAccounting5章限制因素和产出会计
Chapter5LimitingFactorsandThroughputAccounting
1.Objectives
1.1Identifylimitingfactorsinascarceresourcesituationandselectanappropriatetechnique.
1.2Determinetheoptimalproductionplanwhereanorganizationisrestrictedbyasinglelimitingfactor.
1.3Explaintheconceptofoptimizedproductiontechnology.
1.4Explainthetheoryofconstraints.
1.5Explaintheconceptofthroughputaccounting.
1.6Calculateandinterpretathroughputaccountingratio(TPAR).
1.7Comparethetechniquesoflimitingfactorsandthroughputaccountinginthedeterminationofoptimalproduction.
2.LimitingFactors
2.1
LimitingFactors
Alimitingfactorisanyfactorthatisinscarcesupplyandthatstopstheorganisationfromexpandingitsactivitiesfurther,thatis,itlimitstheorganisationsactivities.
2.2Anorganisationmightbefacedwithjustonelimitingfactor(otherthanmaximumsalesdemand)buttheremightalsobeseveralscarceresources,withtwoormoreofthemputtinganeffectivelimitonthelevelofactivitythatcanbeachieved.
2.3Examplesoflimitingfactorsincludesalesdemandandproductionconstraints.
(a)Labour.Thelimitmaybeeitherintermsoftotalquantityorofparticularskills.
(b)Materials.Theremaybeinsufficientavailablematerialstoproduceenoughunitstosatisfysalesdemand.
(c)Manufacturingcapacity.Theremaynotbesufficientmachinecapacityfortheproductionrequiredtomeetsalesdemand.
2.4Itisassumedinlimitingfactoranalysisthatmanagementwouldmakeaproductmixdecisionorservicemixdecisionbasedontheoptionthatwouldmaximiseprofitandthatprofitismaximizedwhencontributionismaximised(givennochangeinfixedcostexpenditureincurred).Inotherwords,marginalcostingideasareapplied.
(a)Contributionwillbemaximisedbyearningthebiggestpossiblecontributionperunitoflimitingfactor.ForexampleifgradeAlabouristhelimitingfactor,contributionwillbemaximisedbyearningthebiggestcontributionperhourofgradeAlabourworked.
(b)Thelimitingfactordecisionthereforeinvolvesthedeterminationofthecontributionearnedperunitoflimitingfactorbyeachdifferentproduct.
(c)Ifthesalesdemandislimited,theprofit-maximisingdecisionwillbetoproducethetoprankedproduct(s)uptothesalesdemandlimit.
2.5Inlimitingfactordecisions,wegenerallyassumethatfixedcostsarethesamewhateverproductorservicemixisselected,sothattheonlyrelevantcostsarevariablecosts.
2.6Whenthereisjustonelimitingfactor,thetechniqueforestablishingthecontribution-maximisingproductmixorservicemixistoranktheproductsorservicesinorderofcontribution-earningabilityperunitoflimitingfactor.
2.7
Example1
Sausagemakestwoproducts,theMashandtheSauce.Unitvariablecostsareasfollows.
Mash
Sauce
$
$
Directmaterials
1
3
Directlabour($3perhour)
6
3
Variableoverhead
1
1
8
7
Thesalespriceperunitis$14perMashand$11perSauce.DuringJulytheavailabledirectlabourislimitedto8,000hours.SalesdemandinJulyisexpectedtobeasfollows.
Mash
3,000units
Sauce
5,000units
Required:
Determinetheproductionbudgetthatwillmaximizeprofit,assumingthatfixedcostspermonthare$20,000andthatthereisnoopeninginventoryoffinishedgoodsorworkinprogress.
Solution:
1.Determinethelimitingfactor
Mash
Sauces
Total
Labourhoursperunit
2hrs
1hr
Salesdemand
3,000units
5,000units
Labourhoursneeded
6,000hrs
5,000hrs
11,000hrs
Labourhoursavailable
8,000hrs
Shortfall
3,000hrs
Labouristhelimitingfactoronproduction.
2.Identifythecontributionearnedbyeachproductperunitofscarceresource,thatis,perlabourhourworked.
Mash
Sauce
$
$
Salesprice
14
11
Variablecost
8
7
Unitcontribution
6
4
Labourhourperunit
2hrs
1hr
Contributionperlabourhour(=perunitoflimitingfactor)
$3
$4
Ranking
2
1
3.Determinethebudgetedproductionandsales.
Product
Units
Hoursneeded
Contributionperunit
Total
$
$
Sauces
5,000
5,000
4
20,000
Mashes(Bal.)
1,500
3,000
6
9,000
8,000
29,000
Less:
fixedcosts
20,000
Profit
9,000
Conclusion:
(1)Unitcontributionisnotthecorrectwaytodecidepriorities.
(2)Labourhoursarethescarceresource,thereforecontributionperlabourhouristhecorrectwaytodecidepriorities.
(3)TheSauceearns$4contributionperlabourhour,andtheMashearns$3contributionperlabourhour.Saucesthereforemakemoreprofitableuseofthescarceresource,andshouldbemanufacturedfirst.
Question1
TriproductLimitedmakesandsellsthreetypesofelectronicsecuritysystemsforwhichthefollowinginformationisavailable.
Standardcostandsellingpricesperunit
Product
Dayscan
Nightscan
Omniscan
$
$
$
Materials
70
110
155
Manufacturinglabour
40
55
70
Installationlabour
24
32
44
Variableoverheads
16
20
28
Sellingprice
250
320
460
Fixedcostsfortheperiodare$450000andtheinstallationlabour,whichishighlyskilled,isavailablefor25000hoursonlyinaperiodandispaid£8perhour.
Bothmanufacturingandinstallationlabourarevariablecosts.
Themaximumdemandfortheproductis:
Dayscan
Nightscan
Omniscan
2,000units
3,000units
1,800units
Required:
(a)Calculatetheshortfall(ifany)inhoursofinstallationlabour.(2marks)
(b)Determinethebestproductionplan,assumingthatTriproductLimitedwishestomaximiseprofit.(5marks)
(c)Calculatethemaximumprofitthatcouldbeachievedfromtheplaninpart(b)above.
(3marks)
(d)Havingcarriedoutaninvestigationoftheavailabilityofinstallationlabour,thefirmthinksthatbyoffering$12perhour,additionallabourwouldbecomeavailableandthusovercomethelabourshortage.
Required:
Basedontheresultsobtainedabove,advisethefirmwhetherornottoimplementthe
proposal.(5marks)
(Total15marks)
3.ThroughputAccounting(產量會計)
3.1Optimizedproductiontechnology(OPT)
3.1.1Duringthe1980sGoldrattandCox(1984)advocatedanewapproachtoproductionmanagementcalledOPT.OPTisbasedontheprinciplethatprofitsareexpandedbyincreasingthethroughputoftheplant.TheOPTapproachdetermineswhatpreventsthroughputbeinghigherbydistinguishingbottleneckandnon-bottleneckresources.
3.1.2Abottleneckmightbeamachinewhosecapacitylimitsthethroughputofthewholeproductionprocess.Theaimistoidentifybottlenecksandremovethemor,ifthisisnotpossible,ensurethattheyarefullyutilizedatalltimes.
3.1.3Non-bottleneckresourcesshouldbescheduledandoperatedbasedonconstraintswithinthesystem,andshouldnotbeusedtoproducemorethanthebottleneckscanabsorb.TheOPTphilosophythereforeadvocatesthatnon-bottleneckresourcesshouldnotbeutilizedto100%oftheircapacity,sincethiswouldmerelyresultinanincreaseininventory.
3.2Theoryofconstraints
3.2.1GoldrattandCox(1992)describetheprocessofmaximizingoperatingprofitwhenfacedwithbottleneckandnon-bottleneckoperationsasthetheoryofconstraints(TOC).
3.2.2TheTOCaimstoincreasethroughputcontributionwhilesimultaneouslyreducinginventoryandoperationalexpenses.However,thescopeforreducingthelatterislimitedsincetheymustbemaintainedatsomeminimumlevelforproductiontotakeplaceatall.Inotherwords,operationalexpensesareassumedtobefixedcosts.
3.2.3TheTOCadoptsashort-runtimehorizonandtreatsalloperatingexpenses(includingdirectlabourbutexcludingdirectmaterials)asfixed,thusimplyingthatvariablecostingshouldbeusedfordecision-making,profitmeasurementandinventoryvaluation.
3.2.4Itemphasizesthemanagementofbottleneckactivitiesasthekeytoimprovingperformancebyfocusingontheshort-runmaximizationofthroughputcontribution.
3.2.5
Example1–IllustrationoftheTOC
MachineXcanprocess1,000kgofrawmaterialperhour,machineY800kg.Ofaninputof900kg,100kgofprocessedmaterialmustwaitonthebottleneckmachine(machineY)attheendofanhourofprocessing.
Thetraditionalviewisthatmachinesshouldbeworking,notsittingidle.Soifthedesiredoutputfromtheaboveprocesswere8,100kgs,machineXwouldbekeptincontinualuseandall8,100kgswouldbeprocessedthroughthemachineinninehours.Therewouldbeabacklogof900kgs[8,100–(9hrs×800)]ofprocessedmaterialinfrontofmachineY,however.Allthismaterialwouldrequirehandlingandstoragespaceandcreatetheadditionalcostsrelatedtothesenon-valueaddedactivities.Itsprocessingwouldnotincreasethroughputcontribution.
3.3ThroughputAccounting(TA)
3.3.1GallowayandWaldron(1988)advocateanapproachcalledthroughputaccountingtoapplytheTOCphilosophy.
3.3.2
ThroughoutAccounting
Throughputaccountingisaproductmanagementsystemwhichaimstomaximisethroughput,andthereforecashgenerationfromsales,ratherthanprofit.Ajustintime(JIT)environmentisoperated,withbufferinventorykeptonlywhenthereisabottleneckresource.
3.3.3TAforJITissaidtobebasedonthreeconcepts.
(a)Concept1
Intheshortrun,mostcostsinthefactory(withtheexceptionofmaterialscosts)arefixed(theoppositeofABC,whichassumesthatallcostsarevariable).Thesefixedcostsincludedirectlabour.ItisusefultogroupallthesecoststogetherandcallthemTotalFactoryCosts(TFC).
(b)Concept2
InaJITenvironment,allinventoryisa'badthing'andtheidealinventorylevelisze