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Performance optimization is translated through optimization of the life cycle that<br />

becomes a management object. The cost is obtained as a “measure of value”, or what<br />

the client is willing to pay for the product. As a result, the enterprise doesn’t have to<br />

manage the cost reduction, but the optimization between cost and value. The switch<br />

from cost management to strategic cost management represents the actual step in the<br />

concept development. In the product life cycle there are three important phases:<br />

planning phase, production phase and abandon phase.<br />

Cost<br />

Abandon<br />

80%<br />

Figure1. LIFE CYCLE<br />

Decided cost<br />

20%<br />

20% of the carried out cost is similar with 80% of the decided cost<br />

~ 1137 ~<br />

Cost carried out<br />

In the ’70`s, following the methods previously used in the USA, a new cost<br />

calculation method is developed in Japan which meets the following requirements:<br />

• Target-Costing (TC) developed at Toyota<br />

The target cost represents a negotiation basis between the different functions of the<br />

enterprise in order to assure the long term viability of the new product and also it<br />

represents the product’s competitiveness. The target-costing method is part of a global<br />

approach, which targets cost reduction along the process of continuous improvement<br />

of technology and fabrication process implying, in the same time, a new human<br />

resources management and better competencies. Specifically, we are talking about the<br />

following issues:<br />

� mastering different phases of the product life cycle;<br />

� cost analysis starting with the birth of the products, according to the<br />

characteristics and the selling price;<br />

� assuring, progressively that the new products will be profitable during their<br />

life cycle;<br />

� reducing the time it takes to conceive products;<br />

� diminishing the development costs and assuring a faster depreciation;<br />

� assuring a better relationship organization between the company and the<br />

suppliers and collaborators;<br />

� mobilizing and motivating all competencies from within the enterprise through<br />

an transversal approach which favors an enhanced competitiveness.

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