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Brad: You give a lot of speeches to business owners. Tell me again, what drives you crazy? Dr. Lisa: When someone says, "We have lost money in that job. "Brad: That's about cost accounting. It's amazing the owner still in business, saying something like that. If your competition is not all think Similarly, he would be out of business. Dr. Lisa: the theory of constraints truly variable costs "of materials, subcontracting, freight, sales commissions "are typically only a fraction of the price. There are only two ways to lose money in a job: 1) earn less than their costs real variables, or 2) return to work a job again and again causing it to incur the variable costs actually several times and the total of all variable costs are actually more than the price charged. Brad: the average of the whole industry really variable costs is 40%. And machine shops, for example, are usually much less than that, depending the type of work they do. So why the business owner that he "lost money in that job?" Dr. Lisa: The allocation of overheads, the number of a misconception of cost accounting. Remember, they invented cost accounting back to the turn of last century, when the work was paid by the piece and overhead was less than 10% of total costs. What really happened was that the work took longer than estimated. And since the cost accounting assigns a cost of that time, the work of "cost" more than expected, perhaps more than price.
But this is a mirage. The margin received "the selling price minus the variable costs of truth "is the same no matter how long it took to produce work. Brad: So, the problem is that by using more while the lowest estimated time it remains in the month to produce and ship the margin on future work. Sometimes, what margin is included in the total is less than the costs fixed for the month, and then there is a loss for the month. Dr. Lisa: Yes, and that is the problem that most owners are trying to avoid. And the way they were taught to do that is – the allocation of costs. However, you can ensure that you make a sufficient margin in total, without allocation of costs and is actually more simple and straightforward. Only the plot margin dollars daily shipments (which in theory call performance constraints) and to compare its operating expenses. And remember, if you work overtime, which has increased its operating expenses. Once you understand the relationship between performance and operating costs, has all the information you need to ensure that vessels enough work to make money in total. (The link for this chart is in the author resource box.) A company may lose money, but rarely work. Jobs are not profitable, and, for that matter, products are seldom profitable customers are rarely profitable.
The Businesses lose money because the margin in a month does not cover the fixed costs for a month. Otherwise, the margin on all jobs, products and customers in more that the fixed costs of the month all collectively add to the overall benefits for that month. Brad: Who cares? Is this really so important? In recent 20 + years since it was invented to replace accounting performance to cost accounting, not many business owners have heard of it, much less felt the need for change. Dr. Lisa: True. Most recently emerged from business gradually. Like the frog in the pot when the heat increases slowly and not jump before it was cooked. Brad: When I changed the label printing business I own cost accounting to accounting performance in 1997, was uncomfortable. The process took time and perseverance. And there was not much help available to me then. But I found the sweet spot in conventional cost accounting leads the business owners to believe he would be losing money on jobs, and accounting performance clearly indicated that we were doing a lot of money. Dr. Lisa: It is very unfair to the competitors when it involves the accounting of performance and price accordingly.
Goldratt calls "compete with blind kittens" because cost accounting is such an inferior technology. Brad: Cost accounting was invented before the Model T. Why are business owners who are so updated daily with other technology, and like to keep the rate of technology improvement, do not believe in search of improved technology in the methods business? Dr. Lisa: I do not know the answer to that, but my guess is that they are more comfortable with new technology in their area of expertise and less comfortable with the new technology that are not experts, and financial management. And even if they have any interest in this new performance accounting (based on the Theory Restrictions of Goldratt) technology is difficult to give up the previous until you fully understand the new. Hmmm that sounds familiar. Brad: Whoa, you're right! It took me long time to make the change. I guess that does not explain why it is easier to stick with the old technology.
Graph referred to above can be viewed here: http://www.scienceofbusiness.com/T_vs_OE_pic.jpg For more information on Theory of Constraints and Throughput Accounting please visit our website or email. © 2009 Dr Lisa, Inc DBA Science of Business
Secret of Change Management – motivation, leadership skills, development, styles and business strategy – motivational conference keynote speaker – speech by Patrick Dixon
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