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Future of Management Accounting in the 21% Century
by Brian H. Maskell, President, and Bruce L. Baggaley, Senior Partner, BMA inc.
Journal of Cost Management, Jan/Feb 2001
{Change is needed in the methods, approach, and function of management accountants,
‘i most Western companies - if we are to be relevant and useful in these increasingly
challenging times. The focus of management accounting needs to move from cost
value creation. Our planning and performance management must start with the needs
of the customer. The role of the management accountant must move from collector
and presenter of financial data to team-member and change agent, Management
Accounting systems must move from transaction-heavy inspection and reconetliation
engines, to lean and vital providers of business insight.
While this articte emphasizes lean manufacturers, the principles are applicable to a
wide range of organizations
Support for Value Creation {return to top)
The fundamental role of management accountants in 24% century companies is to
support the creation of value for the customers. Traditional management accounting
emphasizes such sssues asthe control of the organization through the planning and
tracking of costs, full utilization of resources, the integration of management.
accounting with the company's financial accounts thrauigh inventory valuation and full
ost absorption, optimizing efficiency through the comparison of “actual: eects te
Predetermined standards, and so forth, The change taking place in forward. thinking
‘manufacturing companies place the emphasis upon the creation of customer value
Value creation starts with the customer. Everything we do as manufacturers must be
focused on customer needs and desires for products, services, and other value-added
offerings. Our existing customers understand the walue we ereate for then, But owt
{ustomers may not be aware of their future needs; and we must anticipate and
innovate to create new value; through innovative products, services, and processes. It
1s vital that we understand the value we provide to the customers; both now ard! ie te
the future. at-the end of the day, our companies will only prosper when we provide
increasingly high levels of value to the marketplace.
Understand And Evaluate Customer Value (retum to top}
{f our companies ate to focus on the value we create for the customer we must have a
method of recognizing and evaluating that value, We must clearly understand our
‘value proposition” and how that value proposition can be applied daily to the benefit
of the customers, and to drive the company’s emplayees to further enhance the vali
Created and to reduce waste. This requires the integration of the company’s market
research, product development, and customer development activities with a detailed
assessment of the financial implications of this work,
uch tools as quatity function deployment help assess the value placed by customers |
{and potential customers) an the features and characteristics of the companys products
ie
gihets, like reputation, brand, oF customer portfolio are inevitably less clear-cut, But
the aim of the analysis to provide a financial interpretation of how our eastomers
view the value created by the company.
Performance Measures Linked To Value Stream Goals
Many companies suffer from performance measurements - particularly financial
Performance measurements - that are driving the people in a different direction from
the company’s strategy, The classic example isa company implementating team
manufacturing methods that continues to use traditional variance analysis and standard
costing. The measurements pul the people one way while the lean phitosophy i pulling
another. Usually the financial measurements win out and a major opportunity for the
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‘company is lost or curtailed
Often companies facing this problem develop new performance measurements for the
‘operational control of the business, while maintaining traditional cost accounting
‘methods to "keep the books straight’. This is perhaps the worst of both worlds, instead
cof one control system, the company now has two. This is not only creating mare waste,
it s creating a platform for conflict, confusion, and misdirection,
We need to develop a single, balanced, and consistent performance measurement
system that directly translates the company’ strategy, goals, and objectives into
‘measurements used at every level of the organization. The system must measure not
‘only the outcomes of the company’s strategies bul alsa those elements of the business
that drive the success of the company’s strategy. The measurement system must, in
addition, clearly identify the obstacles to this success and provide methods for
measuring and analyzing these iswes.
Obstacles To The Flow Of Work Highlighted —_(retum to top)
‘The company's management accounting systems must cleatly identify the obstacles to
flow. If we are in the value creating business then the value is created when the work
flows unencumbered through the company’s value streams and processes. When the
flow stops value is no longer created and waste begins. The management accounting
systems must have a way to show this clearly and timely. The obstacles to flow must be 1
‘identified and show their impact on time, cost, and quality. The management
accounting system must also have a method for showing the raat causes of this waste
and how these obstactes impact the company’s strategic and tactical goals,
The management accounting system must have deep rocts into the company’s capacity
analysis. Merely tracking and reporting costs and variances does nathing to address the
real issues an organization faces when transitfoning ta a lean and eustomer-value
focused company. The capacity available throughout the value streams and processes is
of the first importance; particularly the capacity constraints and the unused capactty,
‘The management accounting systems need to address these issues and provide business
insight
Waste Made Visible (retum-to t
Closely tied to the issues of obstacles to flow is thé identification and analysts of waste.
Traditional management accounting systems deliberately hide the waste through
standard costs and budgets. The management accounting systems needed by 21st
century organizations must be the opposite. We need to see the waste clearly and
‘often. We need to identify the root causes of that waste and assess ‘ts impact on the
company’s strategic and tactical goals, The waste can be identified financially, in terms
of time (particularly lead time and cycle time}, and In terms of quality,
‘Much waste within traditional companies is contained within high levels of inventory.
Inventory can be considered as “stored capacity’. It is capacity that is expended at one
lime and used later. Inventory can also be seen as the principle method used to cover
‘over problems the company can not solve at this time. The identification of inventory,
‘not merely as an item on the balance sheet, but classified and with assigned |
‘esponsibility is an important driver of improvement. Companies that place a high value
(financial or otherwise) on the reduction and elimination of inventory are companies,
that drive fast effective improvement throughout their production and distribution
‘operations,
‘Show Continuous Improvement Progress _(retum to top}
The most important purpose of management accounting is to engender relentless
continuous improvement. Our management accounting systems must provide
measurements, analysis, classification, and insight into the problems of the process;
cost problems, time problems, quality problems, waste prablems, iaventory problems,
‘customer service and satisfaction problems, and so forth. The management accounting
systems must not only identify these issues but provide guidance on their importance
and their root causes,
The reports and measurements within the management accounting system must
actively support the focal empowerment of continuous improvement teams, This is
lone by making available the right information at the right time, and ina format that is
accessible and useful to the team members, Much of this information is gathered and
provided locally. Other information is constantly made available within data
warehouses or web-sites; ready for the teams to pull down, analyze, summarize, and
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Pagina Fes
provide graphical presentation. This information fs used ta initiate improvement:
project designed to achieve strategic performance goals. Other information is used to
identify variability or problems ahead of time so they can “headed off atthe pass
Information is also analyzed so that root causes and their sources can be identified and
‘eliminated,
When a company has @ large number of continuous improvernent projects on the go all
the time, itcan be important to assess the impact of these changes. The management
accounting system must have a simple and standard method to assess the impact of
each project on the company’s steategle and local performance measurements, the
costs and waste within the processes, and the combined effect of multiple projects.
The management accounting process must be able to identify the success (or otherwise)
Of the projects. And the continuous improvement process (often the 7 Steps of quality
improvement) must include the updating of the management accounting cost and
‘measurement information along with the standardization changes made to bills of
‘materials, production routings, work standards, and other documentation
‘The company’s continuous improvement teams - in whatever form they ate established
should see the management accounting systems as their principle source for project
initiation, analysis, prioritization, and measurement of success. The management
accounting system must not be seen as a watchdog to keep track of the business
‘changes, but an inherent part of every aspect of the continuous improvement process.
‘The Value Creating Management Accountant {return to top)
‘To achieve the transformation from traditional management accounting to this focus on
creation of value requires changes to every aspect of a management accountants war
= indeed to the role of the management accountant in the company.
Changes are needed in the regular accounting methods of the business to eliminate
transactions, replace traditional control methods with operational controls, and to
free-up the management accountant for a more pro-active role. Traditional
‘management accounting methods including budgeting, performance measurements,
financial planning, and variance analysis need to be changed. The work of financial
planning and control the business is integrated with the operational planning and
‘control of the business using such methods as sales & operations planning, balanced
performance measurements, and simple, summary direct costing that eliminates most
cost allacation,
‘The broader business control becomes focused on customer-driven value creation .
through the use of such methods as target costing. Target costing is used to understand ®
the value created for the customers and the drive the implications of this through the
entire value stream. The company is organized into value stream units focused on
addressing customer requirements; new and into the future. Value stream organization
greatly simplifies the accounting processes by enabling summarized direct costing. The i
value streams are somewhat autonomous entities with their own PEL and Balance Sheet
responsibility,
The role of the management accountant becomes very much integrated with the value-
creating business functions. The finance people become important members of the
value stream teams. The accounting, control, and performance measurement
information is designed to support and enhance the continuous improvement process.
‘The management accountant becomes a change-agent within a world-class
organization
{return to top)
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