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Throughput Accounting
Throughput Accounting
Definition Underlying ideas / concepts Bottleneck resources Throughput Measures Interpreting measures Benefits of TA Application in other sectors
Definition
A management accounting system which focuses on ways by which the maximum return per unit of bottleneck activity can be achieved. CIMA OT TA is therefore a development of TOC TA emphasises: Throughput Inventory Minimisation (thus link with JIT) Cost control
Underlying ideas
Only materials costs are variable in short term As inventory should be nil, idle capacity may be acceptable (but not for bottleneck) Profit is earned when goods are sold, thus inventory is valued at material cost only
Bottleneck resources
If bottlenecks cannot be eliminated, volume is limited to the bottleneck capacity This minimises WIP Eliminating one bottleneck creates another Primary concern is managing bottlenecks Bonuses paid or improved efficiency in nonbottleneck processes is wasted Bottlenecks may not be the only problem
Measures
Machine utilisation if machine capacity is resource constraint, the bottleneck can be identified by this = machine hours to meet sales demand machine hours available Highest rate = bottleneck
Throughput measures
Return per time period = sales revenue material cost time period indicates value added in a period encourages removal of bottleneck
Throughput measures
Return per time period on bottleneck resource = sales price material cost minutes of bottleneck resource Used to rank products to optimise short term production Similar to utilisation of limiting factor As bottlenecks change, ranking may change Also other factors must be considered
Throughput measures
Throughput accounting ratio (T/A Ratio) = throughput contribution per time period conversion cost per time period Includes factory running costs Requires factory costs to be allocated to products Profitable = ratio > 1 Higher ratio = higher profitability
Throughput measures
Effectiveness ratio = standard minutes of throughput achieved minutes available More relevant as staff should work to produce inventory, thus traditional variances are unsuitable
Interpreting Measures
By treating only material as variable cost, TA may be seen as too short term Focus is on maximising throughput, not profit While profit will often follow throughput, production may be above profit maximising output level (e.g as market demand may be less)
Benefits of TA
Directs attention to bottlenecks Highlights key elements of profit Reduces inventory and associated costs Speeds up response to customer demand Smoothes production flow Focus is on effectiveness, not efficiency