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Financial and operational consulting

How much does my product cost?

7/21/2014

1 Comment

 
This is one of the most important questions a company needs to understand.  It is not the only question, but is certainly one of the most important.  Understanding the cost helps identify what products are making or losing money and what can be done to improve margins. Let us take a look at how to determine product cost.

In my first job, a senior manager explained product cost in a simple way. He held a pencil in his hand and said there are three things needed to make this pencil. The first is materials; the wood, lead, eraser and metal to hold the eraser. The second is labor; the workers to run the machines that assemble the pencil. And the third is Overhead; the building, the machines and everything else needed to produce the pencil.

This is still the example I use today to explain product cost to people. The concept is so easy. Execution is so complex.

Let's look at each of these items and how they make up the product cost.

  • Material is the easiest cost to calculate. The Bill Of Materials (BOM) lists every part in the product. The amount and cost of the wood, lead, eraser and metal are known. Add up the costs of all the materials and you know the material cost.
  • Labor is the next easiest cost to calculate. The procedure to make the product is studied to determine how much time is required to make one unit. Then multiply the time to make the part by the labor cost of the people making it. Sounds straight forward, and sometimes it is, but usually not.
    • Does each worker perform the process in exactly the same amount of time? Of course not.
    • How is the cost of the person setting up the machine before any parts are produced charged to the part cost?  It takes the same amount of time to set the machine to run one part as it does to set up for 5000 parts. To make it more complex, customer demand requires different amounts to be run each time.
Fortunately, the answers to these questions usually shows a fairly consistent pattern with not too much deviation.  Most workers take approximately the same amount of time to perform the operations.  Normally, the number of parts produced together is close to the same amount each time.  The consistent nature of the answers allows for the averages to be used and also be meaningful.

  • The most difficult cost to allocate is Overhead. What costs are included? Which are excluded and why?  How are the costs charged to the product? To be honest, there is some science and some art to answering these questions.  The answer is based on the individual situation and makes it imperative to understand the methodology at your company.  But there are some basics that will assist you.



Items normally NOT INCLUDED in Overhead:
    • Marketing and Advertising
    • Research and Development
    • General and Administrative costs (e.g. Finance, HR, General Management)
    • Inventory carrying costs
    • Shipping costs
Items normally INCLUDED in Overhead:
  • Building costs (e.g. rent or depreciation)
  • Machine rent or depreciation
  • Consumables (oils, cutting tools, papers, etc.…) used in production
  • Machine maintenance


Once the overhead costs that are included are established, how is the overhead allocated (charged) to each product? It is a simple math equation.  The cost of all the expenses is divided by the total amount of labor time.

·         Total Overhead expense / Total Direct Labor hours = Overhead per hour
·         Production Time x Overhead per hour = Product Overhead costs

Below is an example to illustrate.

The total overhead expenses for the month at the Widget Plant were $1 million and the total number of direct labor hours for the month were 10,000.  It takes two and a half hours to produce the product.

·         $1,000,000 / 10,000 = $100 per hour
·         2.5 hours x $100 per hour = $250
·         Each part will be allocated $250 for overhead

To carry the example to completion, let’s include the material and overhead.

            Material Cost

·         The widget material purchased for this product cost $1,750,000
·         The plant produced 17,500 widgets
·         Cost of material used / units produced = material cost
·         $175,000,000 / 17,500 units = $100 per unit

Labor Cost

·         Each widget required 2.5 hours of labor
·         The average worker is paid $55 per hour (including wages and benefits)
·         Direct labor hours x labor rate = labor cost
·         2.5 hours x $55 = $137.50 per unit

Total Widget Product Cost

·         $100.00                Material Cost
·         $137.50                Labor Costs
·         $250.00                Overhead
·         $487.50                Widget unit cost

Hopefully, this provides a basic understanding of how to understand the cost of the product you are selling.  In a future blog we will cover how to understand the costs of a service organization.  (Hint: it is not too different).

1 Comment

How to budget

7/4/2014

0 Comments

 
The funny things is I hate when companies budget!  Budgeting is a math exercise that puts the cart in front of the horse. If done alone, all it does is calculate how much a company can spend at an assumed level of revenue to provide an acceptable profit level. Interesting, but not very helpful when running a company.
On the other hand I love when companies put together a great Plan!  A good plan has a few parts that answer key questions. 
 
•        A SWOT analysis is very helpful. It forces a critical look at the companies Strengths, Weaknesses, Opportunities and Threats. This perspective will be a guide on establishing the companies goals in the both the short and long term. 
•        What is the competition expected to do and how will we either capitalize or defend against it?  This is another perspective that will provide guidance in setting the specific goals to be achieved.
•        What are the specific goals for the next year, three years or longer?  Answering this question gives direction and focus to the entire organization and let's each employee know how they fit contribute to the organization’s success.
•        What are the specific actions to be performed to achieve the goals and when will they performed? These are operational actions that can be measured.  These actions include key hires, capital investments, other material expenditures, raising capital and last, but not least, when key orders will be booked. 
•        A budget!! Yes, a complete plan must have a budget as part of it. The budget is a financial expression of the planned actions. It is needed to tell management if the plans will achieve the expected financial goals. 

The budget provides a very key role in the planning process. It forces management to make resource allocation decisions. These are often extremely difficult because it requires choosing not do a good thing in order to afford something else. To make the decision more difficult, the allocation decision most likely requires one manager or department to make a sacrifice so investment can be made in another department. Maybe the company chooses to hire a new sales person at the expense of investing in new capital. Does the company need to close an underperforming division instead if investing more in it so the company can grow a different part of the business?  Buy more machines or outsource the work?  These are all difficult planning decisions that the budget highlights. 

Including the budget as part of the total operating plan of action allows variances in the financial performance to be tied back to the specific planned actions. As an example, revenue coming in lower than budget should not be a surprise if key orders were not booked on time or at all. The planned action of obtaining a sales order did not occur is the cause for the budgeted revenue to be missed.   The same analysis is true for spending.  A wonderful new hire for a senior position joins the company in April but was planned (budgeted) to occur in September. Nobody should be surprised when salaries are higher than planned and actions are required to curtail other spending to keep total expenses in line with the budget. 

As you can see, budgets are a crucial component of the planning process. In conjunction with the operational action plans, the budget allows for optimal resource planning decisions to be made. In addition, during the year, variances to budget will highlight changes in actions or timing from the original operating plan and allow management to adjust accordingly. 

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    My experience includes over 25 years of international financial and operation management in multiple industries.

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