Can depreciation be a variable cost? A comparison between the straight-line method and the units of production method in a lean company context

Transcription

1 A comparison between the straight-line method and the units of production method in a lean company context Giuseppe Marzo University of Ferrara [email protected] Tarcisio Pagnozzi Brevini Power Transmission [email protected] Alberto Bacco Global Business Services - IBM Italia [email protected] Comitato Pianificazione & Controllo ANDAF Milano, 16 th December 2011

2 The Premise Assets depreciation method shall reflect the pattern in which the asset s future economic benefits are expected to be consumed by the entity (IAS 16) However different depreciation methods can produce different effects on decision-making

3 Research Questions 1 How different depreciation methods affect financial figures and both company s and investors decision-making? Simulation model 2 The implementation of the Units-of-Production Method in a lean manufacturing context: the integration of operational management with financial decision-making Case study analysis

4 The simulation model Inputs and starting point Model s kernel Outputs Analysis Two comparable firms, with the same initial balance sheet SLM of depreciation rules UPM of depreciation rules Financial ratios (ROI, ROE, Leverage, Degree of Operating Leverage) Average ratios analysis Standard deviation ratios analysis Growth rate for a two-stage economy Income statement and Balance sheet for the two firms Book values Time series correlation analysis Contribution margin per unit of production Initial cost for a plant with a defined productive capacity Rules for Impairment test, with the value-inuse calculation Impairment test occurrence Dominance analysis Analysis of the alternance of dominance First occurrence of impairment test analysis 4

5 Preliminary results Economic conditions about growth rate Input variables about the economics of firm Firm behaviour when a change in accounting estimates should occur 1 Financial figures and ratios 3 Standard deviation in financial performance 2 4 Dynamics of financial figures and ratios Occurrence of impairment test 5

6 The case study (1/2) 5 Italian Plants 1 Chinese Plant 1 German Plant 1 Italian Plant 1 Italian Plant 25 Sales Branches in all 5 Continents Assembling & Warehouse Factories in the Nederlands & USA 305 million consolidated turnover employees units produced 6

7 The case study (2/2) Design Wide Range of product for wide range of application Delivery Enabling Technologies Consistent Processes CRM High level of support from proposal to after sales 7

8 Overall Equipment Efficiency OEE is a "best practices" way to monitor and improve the effectiveness of the manufacturing processes (i.e. machines, manufacturing cells, assembly lines) and supports the actions to improve! OEE takes the most common and important sources of manufacturing productivity loss, places them into specific categories and distills them into metrics that provide an excellent gauge for measuring as-is. OEE is frequently used as a key metric in Lean Manufacturing programs and gives a consistent way to measure the effectiveness of production by providing an overall framework for measuring production efficiency. 8

9 OEE to apply UPM Depreciation Machine useful life Technical dept. / Manufacturer define the life for each machine in terms of hours OEE Formula Nr. of pieces x standard working time Impairment Test Maintenance Test based on fair value of each machine Commercial Test based on manufactured whole units 9

10 Depreciation: a Variable cost? 1 Pattern or Die purchase orders Writing Reading Purchase orders Fixed assets Master file Items Master file (raw mat.) Cost Item Master File Warehouse Incoming goods 2 Raw material Purchase order 3 Raw Material Incoming warehouse 10

11 Cost allocation model BOM ROUTING OVERHEAD END PERIOD ALLOCATION PLANT COSTS RAW MATERIALS PACKAGING MATERIALS EXTERNAL OPERATIONS DIRECT LABOR SPECIFIC DEPRECIATION ENERGY CONSUMPTION MATERIAL FIXED PRODUCTION OVH GENERIC DEPRECIATION RECEIVING AND PAKAGING OTHER VARIABLE COSTS INDIRECT COST CENTERS WARRANTY REPAIR ROYALTIES COSTS COST CENTER DIRECT COST CENTERS (production line/value Stream) SKU/VALUE STREAM VARIABLE DIRECT COSTS FIXED DIRECT COSTS FIXED INDIRECT COST (support and overhead) VARIABLE DIRECT

12 Lean Accounting and SAP Entity Controlling Model based on Value stream Accounting Model input for Value Stream Profit Center Entity and Value Stream Value Stream Processes Actual Finance Model for Value Stream Planning Processes (Budget, Forecast) Value stream Costing Costing Model Actual Specific Cost Component Structure Production Cost Analisys on Make to stock and Make to order Performance Measurement Profitability and Cost management Reporting Value Stream Costing 12

13 Paper disponibile per il download su: