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Value Analysis, Functional Analysis, Value Engineering and Target Costing (P2) by Norwood Whittle
In a previous article I explained the relationship between Kaizen costing, target costing, total life-cycle costing and standard costing. The aim of this article is to link target costing to value analysis, value engineering and functional analysis.
I will also be demonstrating the characteristics of these techniques to help equip you to tackle any future exam question i.e. able to accurately answer written questions, as opposed to putting forward generic/general answers that could loosely be associated with any of the techniques in this area of the syllabus.
When a company introduces a new product into the market place it can either choose to focus on costs, i.e. work towards the lowest possible cost and hopefully be able to set a selling price that secures a large percentage of the market, and achieve a high level of profit, or focus on differentiating its product to make it more attractive to customers. This article will concentrate on the cost angle.
Itâs important to start with target costing because it is this which effectively opens the door to the other techniques.
Target costing is an activity aimed at reducing the life-cycle costs of new products, while ensuring quality, reliability, and other consumer requirements by examining all possible ideas for cost reduction at the product planning, research and development and prototyping phases of production. But it is not just a cost reduction technique; it is part of a comprehensive strategic profit management system.
The second definition brings together the techniques described in this article. âTarget costing is a pro-active cost control system. The target cost is calculated by deducting the target profit from a pre- determined selling price based on customerâs views. Functional analysis, value analysis and value engineering are used to change production methods and/or reduce expected costs so the target is metâ.
Target costing establishes the relationships between cost, price and profit. The traditional approach to pricing centred on developing a product, then determining the expected cost based on the expected volumes, and then setting a selling price that would recover all
indirect costs and generate sufficient profit to satisfy company objectives.
However, when a target costing approach is followed, the company develops a product and then determines the price customers are willing to pay. The desired profit margin is deducted from the price leaving a figure that represents the maximum total cost. The company then have to ensure the product can be produced for this amount. If this cannot be achieved, the product will not be produced. Life is obviously not this simple, other factors would need to be considered, including:
ï¶ The effects of Kaizen costing could gradually reduce the cost, meaning that over time the selling price could be reduced ï¶ The usual reductions/efficiencies would naturally result from an increase in volumes ï¶ The potential learning curve effects ï¶ Usual cost reduction techniques should have a positive effect and reduce costs
It is for these reasons that a company may go ahead with production, even though the target cost is below the current estimated, attainable cost. It would be confident that reductions would accrue as above plus the company might introduce better methods of recruitment and training, use different grades of labour, buy as opposed to making some of the components and so on.
Such costs wonât take place without a systematic approach to cost reduction, one approach being Value Analysis. Let us define and describe value analysis and then distinguish it from value engineering.
Value Analysis is a planned, scientific approach to cost reduction which reviews the material composition of a product and production design so that modifications and improvements can be made which do not reduce the value of the product to the customer or to the user. (i.e. quality for purpose should not be compromised.) CIMA Official Terminology: Value Analysis is âsystematic inter- disciplinary examination of factors affecting the cost of a product or service, in order to devise means of achieving the specified purpose most economically at the required standard of quality and reliabilityâ.
So, the value and quality of a product must be kept the same, or improved, at a reduced cost.
should be one which accounts for a high proportion of the organisationâs costs, since the greatest cost saving should be obtained from high cost areas. The choice should also consider the âlife cycleâ stage of the product as a product reaching the end of its marketable life is unlikely to offer scope for substantial savings.
Step 2 Obtaining and recording information. Questions include: what is the product or service supposed to do? Does it succeed? Are there alternative ways of making or providing it? What do these alternatives cost?
Step 3 Analysing the information and evaluating the product. Each aspect of the product or service should be analysed. Any cost reductions must be achieved without the loss of use or esteem value. (Or at least, cost savings must exceed any loss in value suffered, and customers would then have to be compensated for the loss in use or esteem value in the form of a lower selling price.) Questions for the analysis stage might be:
(a) Are all the parts necessary? (b) Can the parts be obtained or made at a lower cost? (c) Can standardised parts be used? (d) Does the value provided by each feature justify its cost?
Step 4 Considering alternatives. Following analysis, a variety of options can be devised. This is the ânew ideasâ stage of the study, and alternative options would mix ideas for eliminating unnecessary parts or features or standardising certain components or features.
Step 5 Selecting of the least cost alternative. Comparing the costs (and other aspect of value) of each alternative
Step 6 Recommendation. Recommending the preferred alternative to the decision makers for approval
Step 7 Implementation and follow-up. Planning and co-ordination of an approved and accepted value analysis proposal. The VA team should review the implementation and, where appropriate, improve the new product or method in the light of practical experience. Source:BPP Study Text, P
If a value analysis approach is followed the company should reap huge benefits including:
- A reduction in costs but not in quality
- Improving product quality and attracting more customers
- Increased sales might lead to economies of scale and either increase profits or reduce selling prices
- The company may decide to increase selling prices if the quality has improved
In conclusion, value analysis is not an exact science, and there is no one approach that fits all situations. Companies operate in a dynamic environment and need to be able to accommodate the emergence of new products, new competitors, and changing economic circumstances. Value analysis is simply one of the many tools available to companies when balancing costs, price and profit.
Function Analysis
Functional analysis has similarities to value engineering in that it is applied during the development stage of a new product, but it uses the functions of a product (or service) as the basis for cost management.
âFunctional analysis is concerned with improving profits by attempting to reduce costs and/or by improving products by adding new features in a cost effective way that are so attractive to customers that profits actually increaseâ.
CIMA Official Terminology: âFunctional analysis is an analysis of the relationship between product functions, their perceived value to the customer and their cost provisionâ.
Hereâs an example of Functional Analysis in practice from my days within the telecoms industry. This particular telecoms company was at the forefront of telephone manufacture, sales, and inventing new telephones and telephone exchanges. When a new telephone was developed, and before production took place, a target cost exercise was undertaken by the marketing team to establish what the customer would be willing to pay, and working backwards, the company could establish a target cost. At this stage a functional analysis exercise was undertaken. A complete breakdown was made of the product, in particular, listing all the functions the telephone would perform, and a second, more detailed research investigation was undertaken to establish and identify the importance the customer attached to each feature/function of the telephone. It was pointless including ânice to haveâ features that customers did not value, did not use, and were not prepared to pay for. When the exercise was completed the unnecessary features were removed and an overall target cost was calculated. What the company was doing was establishing a âuse valueâ as opposed to simply catering for the few customers who were prepared to pay the higher price for âesteem valueâ. The company was placing a cost of the provision the customer wanted and valued.
parts of the product, as well as relevant existing costs, should also be drawn up.
Step 6 Evaluate the functions. Estimate the relative value of each function to a total target cost from the customersâ point of view (either using market research or by each member of the team placing values and a consensus being reached for each function). This relative value provides a target cost for each function. Those functions where the actual cost is greater than the assigned target cost should be highlighted as potential problem functions (although the absolute amount of money involved should also be taken into consideration).
Step 7 Suggest alternatives and compare these with the target cost. Alternatives might include the use of new materials or parts, a different method of manufacturing, suggestions for completely new products or new product functions, modifications to the functions of the product, the combination of different functions or even the elimination of certain functions.
Step 8 Choose the alternatives for manufacturing. Assess the alternatives and choose which to implement.
Step 9 Review the actual results. An audit or review of the changes implemented should be conducted promptly and findings reported to senior management. This will prevent over-optimistic assessments of the functional analysis exercise and provide feedback to improve future functional analysis. Source: BPP Study Text P
In conclusion, the completion of a functional analysis exercise will result in a cost-effective design and will ultimately result in an improved competitive advantage.
As 90% of a productâs life cycle cost is determined at the decision stage of the product, it is essential that the tightest control is exercised at the design stage. This control can be exercised by subjecting new products to value engineering and function analysis, and existing products to value analysis.
The three most important messages for companies providing products or services are:
- Do not produce a product/service that the customer does not want
- Do not include features that are not required
- Do not produce in the hope that someone will buy.
Here are some examples of the techniques discussed as they have been used in real organisations:
Example 1
When Toyota developed the Lexus to compete with BMW, Mercedes and Jaguar, it employed two basic concepts: reverse engineering and target costing. In essence, it sought to produce a car with BMW 7 â series attributes at a BMW 5 â series price. Cost was the dominant design parameter that shaped the development of the Lexus, as it was later with Nissanâs Infiniti.
The response from Mercedes Benz, one of the competitors who lost market share through this strategy, was to acknowledge that its cars were over-engineered and too expensive and to change its product-development process to determine target product costs from competitive market prices.
(B Nixon, J Innes and J Rabinowitz, Management Accounting for Design, Management Accounting September 1997)
Example 2
The following case study was taken from the website of the Department of Trade and industry (www.dti.gov.uk) in June 2004
With 10 staff, IBD Ltd is at the leading edge in the design, development, manufacturing and marketing of a variety of products
