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COSTING DIRECT LABOR

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EXCESS LABOR...Build-up, Wait Time, Down Time, Training Allowances, etc. ... LOOK AT OUTPUT PER HOUR FOR DIFFERENT TYPES OF CONTRACTS ... – PowerPoint PPT presentation

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Title: COSTING DIRECT LABOR


1
COSTING DIRECT LABOR
2
DIRECT LABORWHAT IS IT?
  • LABOR THAT CHANGES THE PRODUCT, THAT ADDS VALUE,
    THAT FINISHES THE PRODUCT.

3
GENERAL RULES TOIMPROVE COST RESULTS
  • ALWAYS COST IN THE CONTEXT OF USAGE.
  • USE DETAIL TO MINIMIZE ERRORS OF AMBIGUITY.
  • ADJUST DETAIL TO FIT EXPERIENCE.
  • USE DETAIL TO POINT OUT AREAS OF OPPORTUNITY.

4
COMPONENTS OF DIRECT LABOR
  • IN A MEASURED ENVIRONMENT
  • STANDARD LABORPiece Rates
  • EXCESS LABORBuild-up, Wait Time, Down Time,
    Training Allowances, etc.
  • IN AN UNMEASURED ENVIRONMENT
  • ALL LABOR

5
A FEW RULES FORCOSTING DIRECT LABOR
  • IT IS ALWAYS COSTED BY PRODUCT IF POSSIBLE
  • IT IS NEVER GOOD TO INCLUDE DIRECT LABOR AS A
    PART OF THE MULTIPLE OR OVERHEAD FACTOR
  • COST IT THE WAY IT WILL BE DONE

6
CUTTING LABOR3 WAYS TO COST DIRECT LABOR
  • THE AVERAGE APPROACH
  • A STEP UP FROM AVERAGING
  • A DETAILED APPROACH IN AN UNMEASURED CUTTING ROOM

7
THE AVERAGE APPROACH
  • TOTAL ALL PAYROLL DOLLARS SPENT AND MAN HOURS
    WORKED
  • TOTAL ALL UNITS CUT
  • DIVIDE DOLLARS BY UNITS
  • ANTICIPATE PAY INCREASES
  • THIS APPROACH IS NOT RECOMMENDED

8
AN EXAMPLE OF AVERAGE
  • A CUTTING ROOM HAS PRODUCED 71,020 PIECES IN
    1,887.6 HOURS FOR A PAYROLL OF 15421.70 W/O
    OVERTIME. THE AVERAGE HOURLY WAGE IS EXPECTED TO
    GO TO 8.52. WHAT COST PER PIECE IS INDICATED FOR
    THE NEW COSTING PERIOD?

9
WORKING THE EXAMPLE
10
STEPPING UP, FROM AVG.
  • USING TOTAL DOLLARS PAID FOR LABOR, DIVIDE BY
    HOURS THE CUTTING ROOM WORKS
  • LOOK AT OUTPUT PER HOUR FOR DIFFERENT TYPES OF
    CONTRACTS
  • APPLY THESE DIFFERENCES TO CONTINUING STYLES AND
    NEW STYLES BY RATIONALIZATION

11
A STEP UP FROM AVERAGE
12
A DETAILED VARIATION ON AVERAGING
  • EACH EMPLOYEE KEEPS A LOG BY FUNCTION AND STYLE.
  • USE LOGS TO SUMMARIZE HOW TIME IS SPENT.
  • USE LOGS TO SET STANDARDS.
  • COMPARE STANDARDS TO ACTUAL.
  • USE COMPARISION TO ESTABLISH RATIOS OF LOSS
    CAPACITY.

13
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14
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15
THE MEASURED CUTTING ROOM
  • STANDARDS CAN BE APPLIED TO THE OPERATIONS IN
    CUTTING. LOOK AT A TEE SHIRT AS AN EXAMPLE.

16
MEASURED SPREADING
17
CUTTING ASSEMBLY LABOR
18
MEASURED DIRECT LABOR FOR SEWING AND FINISHING
  • PIECE RATES, WHAT ARE THEY? WHERE DO THEY COME
    FROM? WHY ARE THEY DIFFERENT AT DIFFERENT PLACES?

19
WHAT ARE PIECE RATES?
  • The amount of money paid for a specific task, or
    the time allowed to complete the task at the
    standard pace.

20
WHERE DO PIECE RATES COME FROM?
  • FROM TIMESTUDY
  • FROM HISTORIC DATA
  • FROM OTHER COMPANIES
  • FROM SCIENTIFIC WORK MEASUREMENT PACKAGES

21
WHY ARE THEY DIFFERENT?
  • MACHINERY IS DIFFERENT
  • ALLOWANCES ARE DIFFERENT
  • ERRORS CAN BE MADE BY THE BEST OF ENGINEERS
  • HOURLY PAY VARIES
  • METHODS CAN BE DIFFERENT
  • COMPANYS OFF-STANDARD PAY POLICIES VARY

22
MEASURED SEWING
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