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Presented By
Saurabh Thadani[10FN-102] Srikanth Konduri[10FN-109] Srivatsan Rangarajan[10FN-110] Tushar Gupta[10FN-115] Varun Joshi[10FN-117] Nikhil Gupta[10FN-121]
Target Costing
Table of Contents
1. A Historical Perspective: ............................................................................................................................. 3 1.1 The Origin of Target Costing .................................................................................................................. 4 1.2 The Ford mistake and the importance of target costing ....................................................................... 4 2. Definition: .................................................................................................................................................... 5 2.1 Target costing v/s Traditional costing .................................................................................................... 5 2.2 Target costing principles ........................................................................................................................ 5 2.3 Target Costing Objectives ...................................................................................................................... 6 3. Approaches to target based costing: ........................................................................................................... 6 3.1 Price based targeting ............................................................................................................................. 6 3.2 Cost based targeting .............................................................................................................................. 6 3.3 Value based targeting ............................................................................................................................ 6 4. Target costing Implementation:................................................................................................................... 7 4.1 The Process of Implementation - Target Costing into a New Product .................................................. 7 4.1.1 Establishing a Selling Price for the Product..................................................................................... 7 4.1.2 Establishing a Target Profit for the Product.................................................................................... 7 4.1.3 Determine the Target Cost ............................................................................................................. 7 4.1.4 Perform Functional Cost Analysis and/or Value Engineering ......................................................... 8 4.1.5 Determine the Cost Estimate .......................................................................................................... 8 4.1.6 Decision: is the Cost Estimate on Target? ....................................................................................... 8 4.1.7 Make the Final Decision .................................................................................................................. 8 5. Benefits of target based costing: ................................................................................................................. 8 6. Disadvantages of target based costing: ....................................................................................................... 9 7. TOYOTA Implementation - Introduction: ..................................................................................................... 9 7.1 Toyotas target costing process ............................................................................................................. 9 7.2 Target Costing in the Design Stage ........................................................................................................ 9 7.3 Data required ....................................................................................................................................... 11 7.4 Reason that Toyota excels in target costing ........................................................................................ 11 8. Example Case Target Costing for SMARTCOM Modems......................................................................... 12 8.1 Findings of Market Research: .............................................................................................................. 12 8.2 Findings of Market Research: .............................................................................................................. 12 8.3 Quality Function Deployment for customer priority & feature correlation: ....................................... 13 8.4 Value quantification for the Component contributing to a feature: ................................................... 14 8.5 Actions Required: ................................................................................................................................. 15 9. Ways to achieve the Target Costs using Value Engineering/Innovation ................................................... 16 2
Target Costing 10. Conclusion ................................................................................................................................................ 16 10.1 Marketing costs.................................................................................................................................. 16 10.2 Installation costs ................................................................................................................................ 16 11. Key Learnings ........................................................................................................................................... 17 12. Bibliography ............................................................................................................................................. 17
List of Figures
Figure 1. Traditional cost Management Approach .......................................................................................... 4 Figure 2. Western & Japanese Cost Management........................................................................................... 5 Figure 3. Target Cost Concept .......................................................................................................................... 6 Figure 4. Cost Management System at Toyota .............................................................................................. 10 Figure 5. Procedure of Target Costing ........................................................................................................... 11 Figure 6. Value Engineering for Target Costing ............................................................................................. 16 Figure 7. Sources of Cost reduction ............................................................................................................... 16 Figure 8. Key Learnings .................................................................................................................................. 17
List of Tables
Table 1. Cost estimate for SmartCOM Modem.............................................................................................. 12 Table 2. Cost Gap Analysis ............................................................................................................................. 12 Table 3. Function-Feature Mapping for SmartCOMs Modem ...................................................................... 13 Table 4. Individual Component Value quantification .................................................................................... 14 Table 5. Actions Required .............................................................................................................................. 15 Table 6. Target Costs to be achieved ............................................................................................................. 15
Target Costing
1. A Historical Perspective:
1.1 The Origin of Target Costing
Target costing originated in Japan in the 1960s, though it remained a secret for years. The first use of value engineering in Japan known as genka kikakuoccurred at Toyota in 1963, though it wasnt mentioned in Japanese literature until 1978 (Tani et al., 1996). Later genka kikaku was translated into target costing, the term now used throughout the world. At the annual meeting of the Japan Cost Society in 1995, the official name was made target cost management on the grounds that target costing was too vague and did not convey the true meaning of genka kikaku.
Target Costing
2. Definition:
In essence, it is a philosophy in which product development is based on what the market will pay for it, not on what it has cost to produce. In other words, market price becomes the determinant of cost and not the other way around, as is the practice with most organisations. Target costing is a strategic management tool that seeks to reduce a products cost over its lifetime. Therefore, the target cost is not necessarily the cost to currently build the product. Target costing presumes interaction between cost accounting and the rest of the firm; wellexecuted, long-range profit planning; and a commitment to continuous cost reduction.
Target Costing
Target Costing
Target Costing 4.1.4 Perform Functional Cost Analysis and/or Value Engineering
Functional cost analysis requires the preparation of a logical diagram for each function of the product. It should be noted that this is not a diagram of each part of the product since it is the functions of a product that determine its success in the market. Each function and sub-function of the product is defined to show the various operations of the product. Functional analysis is closely linked to value engineering. Functional analysis is a cost management system that focuses on the various functions of each product. The individual functions of a product become the set of cost objectives and provide the basis for the costing system. Value Engineering (VE) involves designing a product from different angles at a lower cost by reviewing the functions needed by customers. VE is used for purchasing, planning, design, production, and other processes on a company-wide basis. There are a variety of methods for conducting value engineering. The process generally starts with performance checks on test parts. Designs are changed to give each part a specific degree of performance. Then discussion turns to ways to cut costs while maintaining performance. The aim is to use the information provided by the functional analysis to propose alternatives for improving costs.
Target Costing
Selecting appropriate product and process technologies Lowering product design late in the innovation process Eliminating cost overruns
Product development time might be lengthen as product is repeatedly designed to bring cost below that of target.
Target Costing
In the design stage, begun after the product manager fixes his product planning, the target costing is organized so that the design engineers draw the parts and components of this vehicle so as to meet the target cost, ensuring of course their required quality. Following Toyota conventions, the cycle of drawing parts and production trials is repeated three times (but only one time from the end of the 1990s) before the definitive designs that satisfy the target cost and quality criteria are fixed (this process is called value engineering). Each time they draw the parts in this process, cost management personnel calculates the cost of the parts, in order to verify whether or not the target cost is achieved. Then the cost realized by definitive drawing becomes the referential cost of the product. Meanwhile, the Production Engineering Division, which conceives and prepares the production lines of parts and the final assembly line subject to investment budget constraints, fixes the standard time for producing parts and a whole vehicle. In other words, every production line has its own referential cost and standard time.
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Target Costing
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Target Costing
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Target Costing
8.3 Quality Function Deployment for customer priority & feature correlation:
3 Relationships
5 Planning Matrix
6 Technical Matrix
Below Table shows the features which mattered most for the customers and their relative priorities
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Target Costing
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Target Costing
The above table shows the actions required in terms of costing of an individual component (either to enhance/reduce or do nothing), based on which the below changes have to be achieved:
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Target Costing
10. Conclusion
10.1 Marketing costs
Decrease number of orders processed and deliveries made by encouraging larger orders through discounts.
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Target Costing
3.Design product to include self-checking and diagnostic capabilities into the modem so that the modem can automatically test itself during operations.
12. Bibliography
Accenture Outlook Newsletter February 2010 Target Costing by Chrysler Strategy for Business Survival in 21st Century Ingersoll Rand Journal of Business & Economics Research February 2006 CAM-I Target Costing Interest Group Statements on Management Accounting Practices and Techniques June 1999 Japanese Target Costing A Historical Perspective Target Costing in Automobile Sector
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