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In the classroom, ABC looks like a great way to manage a company’s resources. But many executives who have tried to implement ABC on a large scale in their organizations have found the approach limiting and frustrating. Why? The employee surveys that companies used to estimate resources required for business activities proved too time-consuming, expensive, and irritating to employees.
This book shows you how to implement time-driven activity-based costing (TDABC), an easier and more powerful way to implement ABC. You can now estimate directly the resource demands imposed by each business transaction, product, or customer. The payoff? You spend less time and money obtaining and maintaining TDABC data—and more time addressing problems that TDABC reveals, such as inefficient processes, unprofitable products and customers, and excess capacity. The authors also show how to use TDABC to link strategic planning to operational budgeting, to enhance the due diligence process for mergers and acquisitions, and to support continuous improvement activities such as lean management and benchmarking.
In presenting their model, the authors define the two questions required to build TDABC:
1) How much does it cost per time unit to supply resource capacity for each business process?
2) How much resource capacity (time) is required to perform work for a company’s many transactions, products, and customers?
The book demonstrates how to develop simple, valid answers to these two questions.
Kaplan and Anderson illustrate the TDABC approach with a wealth of case studies, in diverse settings, based on actual implementations.
- Sales Rank: #646806 in Books
- Brand: Brand: Harvard Business Review Press
- Published on: 2007-04-04
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.50" w x .75" l, 1.29 pounds
- Binding: Hardcover
- 288 pages
- Used Book in Good Condition
From the Back Cover
In the classroom, ABC looks like a great way to manage a company’s resources. But many executives who have tried to implement ABC on a large scale in their organizations have found the approach limiting and frustrating. Why? The employee surveys that these companies used to estimate the resources required for business activities proved too time consuming and expensive.
This book introduces time-driven activity-based costing (TDABC), an easier and more powerful approach for measuring cost and profitability that exploits the data now available from ERP systems. With TDABC, managers spend less time and money gathering and maintaining data and more time addressing the problems that TDAMC reveals—such as inefficient processes, unprofitable products and customers, and excess capacity.
The authors show how managers can build a TDABC system by answering two fundamental questions:
Beyond illustrating the normal benefits from successful ABC implementations—such as enhancing the profitability of products and customers, managing capacity utilization, and improving process efficiencies—Kaplan and Anderson introduce innovative, new TDABC applications, including:
The book illustrates the TDABC approach with a wealth of case studies in diverse settings, based on actual implementations guided by Acorn consultants. Featured organizations include Kemps LLC, Sanac Logistics, ATB Financial, Citigroup Technology Infrastructure Division, and Jackson State University.
A vital new resource, Time-Driven Activity Based Costing gives you the tools and examples you need to maximize the value of your activity-based costing system.
About the Author
Robert S. Kaplan, a co-creator of both Activity-Based Costing (ABC) and the Balanced Scorecard, is Baker Foundation Professor at Harvard Business School. Steven R. Anderson is the founder and chairman of Acorn Systems, a software and consulting firm headquartered in Houston, TX.
Most helpful customer reviews
4 of 4 people found the following review helpful.
A useful model for some businesses
By John Gibbs
Activity-based costing was introduced in the 1980s to correct the inaccurate allocation of overhead from standard cost systems, but activity-based costing systems were expensive to build, complex to sustain, and difficult to modify, according to Robert Kaplan and Steven Anderson in this book. According to the authors, Time-Driven Activity-Based Costing is simpler, cheaper and more powerful.
The authors' costing model assigns resource costs directly to resource objects. Firstly, a capacity cost rate is calculated for each department or process, being the total cost of the resources used by the department or process divided by the time available from the employees conducting the work. Secondly, an estimate is made of the demand for resource capacity that each cost object requires. This makes it very easy to see how much it costs to serve a particular customer, or how much excess capacity there is in a department.
The value to a business in implementing a system of the type advocated by the authors will depend on the extent to which the activities of the business consist of standard processes and the extent of benefits gained from knowing the cost of serving individual customers. The system might be better suited to a manufacturing firm, in which the time taken for each process can be estimated accurately, than to a law firm, where the mysterious activities engaged in by attorneys might defy rational measurement.
In my opinion the main value of the book is in the first few chapters where the principles of the system are explained. The last half of the book contains a number of case studies which are likely to be of interest only to those who have businesses similar to one or more of those described in the case studies.
2 of 3 people found the following review helpful.
Comprehensive guide
By Rolf Dobelli
Activity-based costing can provide important insights; however, it also can be complex and difficult to implement and sustain. Time-driven activity-based costing more straightforwardly uses time as the primary metric for assessing costs, since almost all costs have a time dimension. Robert S. Kaplan and Steven R. Anderson provide a thorough, if highly technical, introduction to time-driven activity-based costing. Chapter by chapter, they show readers how to estimate process times, calculate capacity cost ratios, and plan and implement a TDABC system. Their detailed case studies illustrate the benefits of this clear, sophisticated tactic for budgeting, cost management, process improvement, benchmarking and acquisition evaluations. getAbstract thinks their book will be important to any executive, manager or academician who must understand operational costs.
1 of 1 people found the following review helpful.
Improve your profits
By Ashok Thirwani
Time linked ABC well presented with clarity on concept. The lessons are explained with best examples and easy to understand illustrations.
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