...Portfolio Management Control SystemsHoofdstuk 11: Performance Measurement | | Naam :Docent : Klas : | HOOFDSTUK 11: PRESTATIEMETING Gebruikte informatie bij Control Managers: Zijn verantwoordelijk voor de effectiviteit en efficiency van het werk. Managers beheersen niet de kosten, maar beïnvloeden activiteiten van mensen die verantwoordelijk zijn voor de kosten. Managementactviteiten zijn gebaseerd op: 1) Informele informatie Observatie, face-to-face, vergaderingen en management by walking around 2) Operationele (output) informatie 3) Budgetrapportages: verschil in verwachtingen, plafonds en bodems. 4) Non financials Key variables, strategische factoren, key en kritische succesfactoren, key performance indicators Prestatiemetingsystemen Hoofd doel van prestatiemeting is om een hulpmiddel te zijn om de strategie te implementeren. Als de KSF’s zijn verbeterd dan is blijkbaar de strategie geïmplementeerd. Balanced Scorecard Voorbeeld: balanced scorecard, mixt financiële met niet-financiële informatie. Functie van balanced scorecard: 1) goal congruence (alle neuzen één kant op) 2) communicatiemiddel, interne communicatie verbetert 3) bepaling van organisatiedoelen 4) terugkoppeling vanuit realisatie naar strategie Grootste waarde: ermee bezig zijn, over nadenken en communiceren Gevaar: immuun worden, te gemakkelijk aan de kant schuiven Opstellen van de balanced scorecard, een set maatstavenkiezen: ...
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...KEMENTERIAN KEUANGAN REPUBLIK INDONESIA BADAN PENDIDIKAN DAN PELATIHAN KEUANGAN SEKOLAH TINGGI AKUNTANSI NEGARA TANGERANG SELATAN [pic] MAKALAH EVALUASI ATAS PENGUKURAN KINERJA PADA ENAGERS INDUSTRIES, INC Diajukan oleh : OKDIANI DARUNIFAH NPM : 144060006344 Untuk Memenuhi Tugas Akhir Mata Kuliah Akuntansi Manajemen Program Diploma IV Keuangan Spesialisasi Akuntansi STAR BPKP Semester VII T.A. 2014/2015 KEMENTERIAN KEUANGAN REPUBLIK INDONESIA BADAN PENDIDIKAN DAN PELATIHAN KEUANGAN SEKOLAH TINGGI AKUNTANSI NEGARA TANGERANG SELATAN PERNYATAAN KEASLIAN MAKALAH |NAMA |: |OKDIANI DARUNIFAH | |NOMOR POKOK MAHASISWA |: |144060006344 | |BIDANG SKRIPSI |: |AKUNTANSI MANAJEMEN | |JUDUL SKRIPSI |: |EVALUASI ATAS PENGUKURAN KINERJA PADA ENAGERS INDUSTRIES, INC | Dengan ini menyatakan bahwa sesungguhnya makalah ini adalah hasil tulisan saya sendiri dan atau tidak terdapat bagian atau keseluruhan tulisan yang saya salin atau tiru tanpa memberikan pengakuan pada penulis aslinya. Bila terbukti saya melakukan tindakan plagiarisme saya siap dinyatakan tidak lulus dan...
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...CASE ENAGER INDUSTRIES I didn't get it. I’ve got a nifty new product proposal that can’t help but make money, and top management turns thumbs down. No matter how we rice that new item, we expect to make $390,000 on it pretax. That would contribute over 15 cents per share to our earnings after taxes, which is more than the 10 cent earnings per-share increase in 2003 that the president make such a big thing about in the shareholders’ annual report. It just doesn’t make sense for the president to touting e.p.s. while his subordinates are rejecting profitable projects like this one. The frustated speaker was Sarah McNeil, product development manager of the Consumer Products Division of Enager Industries, Inc. Enager was a relatively new company, which had grown rapidly to its 2003 sales level of over $222 million (see Exhibits 1 and 2 for its financial data for 2002 and 2003). Enager had three divisions – Consumer Products, Industrial Products, and Professional Services – each of which accounted for about one-third of Enager’s total sales. Consumer Products, the oldest of the three divisions, designed, manufactured, and marketed a line of houseware items, primarily for use in the kitchen. The Industrial Products Division built one-of-a-kind machine tools to customer specifications (i.e., it was a large “job shop”), with a typical job taking several months to complete. The professional Services Division, the newest of the three, had been added to Enager by acquiring a large firm...
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...Management 3131-Fall 2009 Management Control Systems Instructor: E-Mail: Office: Phone: Class Time: Office Hours: Jim Hayes, CMA, MBA, BComm jhayes@nait.ca T-400 NAIT Campus(Business Center) 471-7419 6:00-8:50 PM Thursday 4:00-6:00 Thursday-UOL Edmonton Campus By Appointment Course Texts Cost Accounting: A Managerial Emphasis, Charles T. Horngren, George Foster, Sirkant M. Datar & Howard D. Teall, Fourth Canadian Edition, Prentice Hall. OR Cost Accounting: A Managerial Emphasis, Charles T. Horngren, George Foster, Sirkant M. Datar & Howard D. Teall, Fifth Canadian Edition, Prentice Hall. AND Management Control Systems, Robert N. Anthony & Vijay Govindarajan, Twelfth Edition, McGraw-Hill Irwin. Course Description Management 3131 is the second half of a two-semester course in intermediate management accounting. Management accounting is generally divided into two major components-cost accounting and management accounting and control. Management 3130 deals with cost accounting and this course, Management 3131 deals with management accounting and control. Management control is the process by which managers influence other members of the organization to implement the organization’s strategies. As such, it deals with people and behaviour and is often referred to as behavioural accounting. The course shall consist of two types of learning situations. We will use cases from the Anthony and Govindarajan text to develop critical thinking skills, analytical skills, as well as oral and written...
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...Enager Industries Inc. es una empresa la cual esta dedicada al rubro netamente industrial donde su funcionalidad se desarrolla en tres subdivisiones que complementan sus procesos; en primera instancia esta el área de productos para el consumidor, que es la más antigua y se encarga de lineamientos tales como el diseñar, fabricar y distribuir productos para el hogar. Por otro lado esta la división se productos industriales y la división más reciente que es la de servicios profesionales. No obstante, la compañía planteó una manera de globalizar todo el proceso de las diferentes subdivisiones, de tal forma que aunque cada sector se maneja de manera independiente en cuestión a espacios, se le adjudico el incorporar cada una de las ganancias de cada división y de esa manera sacar el rendimiento total de la empresa. Sin embargo, es una cuestión que se desarrolló por la propuesta del área financiera (Henry Hubbard) que propició una estrategia en el que únicamente las proyecciones con un rendimiento del 15% podrían ser tomadas en cuenta (cosa que se tomaba en cuenta de manera global) para que se pudiera aprobar la acción. Tal es el caso de Sarah MacNeil, gerente de la división de productos para el consumidor que tenía contemplado una inversión que adjudicaba cada uno de los detalles para conllevar su procesamiento, pero se obstruyó por Hubbard al no cubrir sus expectativas de manera globales para la compañía. Concluyendo de tal forma que al tomarse las medidas de previsión...
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...Chapter-11 Case Analysis Case 11-1 Analog Devices, Inc. (A) Time Frame: 1986-90 Q1A. What was Analog Devices’ strategy in the second half of the 1980s? Answer: Problems faced in mid 80’s Growing inventory Increase in defect level of product ADI’s strategy in 2nd half of 80’s Emphasis on quality QIP: Half-life by implementing TQM Scorecard. TQM OUTCOME Parameter Measured improvement On time delivery Increased from 70% to 96% Cycle time Decreased from 15 weeks to 8 weeks Average yield Increased from 26% to 51% Defects in products shipped Decreased from 500PPM to 50 PPM. Q2A. Critically evaluate the “half-life” concept, in light of Analog Devices’ strategy. What are the potential benefits and the limitations of the half-life concept? How would a company develop the half-life for different process? How is the half-life concept different from the experience curve concept? Answer: Benefits of half – life: Limitations of half life concept Difficult to determine half life as it is dependent on technical and organizational complexities Calculated based on historical data which may not give a very clear picture HALF-LIFE AS A TOOL BENEFIT Goal setting tool Rational determination of future performance Diagnostic tool Benchmarking improvement efforts against best practice for processes of similar complexity Measure of organizational learning To make comparisons with alternative methodologies. IMPLEMENTATION OF HALF-LIFE Half Life Learning Curve Rate of decline of defect...
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