ISSN : 1229-6783(Print)
ISSN : 2288-1484(Online)
ISSN : 2288-1484(Online)
Journal of the Korea Safety Management & Science Vol.15 No.3 pp.151-161
DOI : https://doi.org/10.12812/ksms.2013.15.3.151
DOI : https://doi.org/10.12812/ksms.2013.15.3.151
TPM, PAC 활동에서 생산성지표와 재무회계 지표의 연계방안 전략
The Linkage Strategies Between Productivity Metrics and Financial Accounting Metrics in TPM and PAC Activities
Received July 20, 2013; Revision Received September, 2013; Accepted September 13, 2013.
Abstract
This paper proposes a strategic model of linkage between productivity metrics and financial accountingmetrics to properly evaluate the financial effect of TPM activities and the business performance. This linkagestrategy provides a connection tool for clear communication between factory-level and headquarters that themetrics proposed by this paper ultimately improves a quality of support from the management by receiving thefactors required for productivity activities in the practical field. This factor includes such as equipment, rawmaterials and labors. Here, we propose that chain reaction models using break down structure of productivitymetrics and financial metrics enhance the knowledge sharing of KPI (Key Performance Indicator) whichgenerally tend to create oversimplified communication between management in headquarters and employees inthe practical fields. The productivity metrics include OEE(Overall Equipment Effectiveness) of TPM (TotalProductive Maintenance), OLE (Overall Labor Effectiveness) of PAC(Performance and Analysis and Control)activities, and OYE (Overall Yield Effectiveness) of TMM(Total Material Management) activities. The financialaccounting metrics include ROE(Return on Equity), ROA(Return on Asset), and AVR(Added-Value Rate). Thesuggested chain reaction model selects the financial metrics as initial stage and branch down until final stageof productivity metrics. When demand exceeds supply, an ideal speed rate, the lean OEE strategy can beinitially applied to reduce the gap between the demand and supply, then apply variable costing to estimatecorrect amount of operating profit. In addition, the paper presents a new type of model for linkage betweenfinancial accounting metrics including CAPEX(Capital Expenditure), OPEX(Operating Expenditure),EVA(Economic Added Value), DCL(Degree of Combined Leverage), and TPM productivity activities includingAM(Autonomous Maintenance), PM(Preventive Maintenance), MP(Maintenance Prevention) and QM(QualityMaintenance). In order to support the evidence of proposed linkage strategy, a case analysis on 52 projectsfrom national TPM contest from 2011 to 2012 is analyzed. The case presents the classification of CAPEX andOPEX activities from TPM, and proposes the correct implementation of financial effect for TPM projects.
Linkage Strategies,Productivity Metrics,TPM,OEE,PAC,OLE,TMM,OYE,Financial Accounting Metrics,ROE,ROA,AVR,CAPEX,OPEX,Chain Reaction
- 16 최성운 151-161.pdf567.5KB
Reference
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17.Suzuki T.(1994), TPM in Assembly Industries, Productivity Press.
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19.Yoon S.S.(1999), "Study on the Usefulness of Value Added Information", Korean Accounting Journal, 8(2), 55-80.
20.Young S.D., O'Byme S.F.(2000), EVA and Value-based Management: A Practical Guide to Implementationm, McGraw-Hill
2.Atkinson A.A.,Kaplan R.S., Matsumura E.M., Young S.M.(2011), Management Accounting, Prentice-Hall
3.Chung M.J.(2009), "Capaity Adjustment Decisions and Assymetric Cost Behavior", Korean Journal of Management Accounting Research 9(1): 29-50
4.Choi S.(2012), "Development and Implementation of Chain Metrics for Obtaining Lean Overall Equipment Effectiveness Using Availability Measures", Journal of the Korea Safety Manage ment and Science, 14(2): 147-158.
5.Choi S.(2013), "Review and Application Strategies for Finance and Investement Metrics Using Breakdown Properties of ROE", Proceedings of the Korea Safety Management and Sciences, Spring Conference.
6.Choi S.(2013), "Classification of Breakdown Structure for Productivity Metrics and Financial Metrics", Proceedings of the Korean Society of Business Venturing, Spring Conference, 92-94.
7.Grant J.L.(2002), Foundations of Economic Value Added, 2 Edition, Wiley.
8.Hongren C.T., Datar S.M., Rajan M.(2011), Cost Accounting: A Managerial Emphasis, 14 Edition, Prentice-Hall.
9.Hagerman R.L., Zmijewski M.E.(1979), "Some Economic Determinants of Accounting Policy Choice", Journal of Accounting and Economics, 1(2): 141-161.
10.Hwang Y.(2013), CFO Lecture Note, 11 Edition, Seoul Kyungyoung Kyungjae Press.
11.Keating A., Zimmerman J.(2000), Depreciation -Policy Changes: "Tax, Earnings Management, and Investment Opportunity Incentives", Journal of Accounting and Ecomomics, 28: 358-389.
12.Lanen W., Anderson S., Mather M.(2013), Funda mentals of Cost Accounting, 4 Edition, McGraw -Hill.
13.Park T.(1989), "The Measurement System for E ffective Competitiveness Managment", Procee dings of KORMS, Spring Conference, 341-345.
14.Riahi-Belkaoui A.(1999), Value Added Reporting and Research: State of the Art, Praeger.
15.Shin H.G.(1998), "Case of Productivity Index by Total Productivity Index by Total Productivity Strategy Model and Goal Matrix Technique", Productivity Review, 12(12): 51-68.
16.Solimon M.T.(2008), "The Use of Dupont Anal ysis by Market Participants", The Accounting Review, 83: 823-854.
17.Suzuki T.(1994), TPM in Assembly Industries, Productivity Press.
18.Suzuki T.(1994), TPM in Process Industries.
19.Yoon S.S.(1999), "Study on the Usefulness of Value Added Information", Korean Accounting Journal, 8(2), 55-80.
20.Young S.D., O'Byme S.F.(2000), EVA and Value-based Management: A Practical Guide to Implementationm, McGraw-Hill
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