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Harvard Case - Komatsu Ltd. (A): Target Costing System

"Komatsu Ltd. (A): Target Costing System" Harvard business case study is written by Robin Cooper. It deals with the challenges in the field of Accounting. The case study is 11 page(s) long and it was first published on : Mar 17, 1994

At Fern Fort University, we recommend that Komatsu Ltd. implement a comprehensive target costing system across its global operations. This system should be integrated with existing cost accounting practices, leveraging activity-based costing (ABC) principles to accurately identify and manage costs. The target costing system should be designed to support Komatsu's strategic goals of achieving profitability, market leadership, and sustainable growth in the global construction equipment market.

2. Background

Komatsu Ltd., a leading global manufacturer of construction and mining equipment, faces increasing competition and pressure to reduce costs. The case study highlights the company's struggle to maintain profitability in the face of intense price competition, particularly from emerging market competitors. The company's traditional cost-plus pricing strategy has become less effective, leading to a need for a more strategic approach to cost management.

The main protagonists of the case study are:

  • Mr. Hiroyuki Sakamoto: Executive Officer and General Manager of the Construction Equipment Division, who is responsible for developing a new cost-effective strategy.
  • Mr. Masayuki Sato: Manager of the Cost Accounting Department, tasked with implementing the new cost management system.

3. Analysis of the Case Study

Komatsu's situation can be analyzed using a framework that considers both internal and external factors:

Internal Factors:

  • Cost Accounting System: Komatsu's traditional cost accounting system relies on historical costs and does not effectively identify and manage value-adding activities. This limits the company's ability to make informed decisions about pricing and cost reduction.
  • Organizational Structure: The company's hierarchical structure and siloed departments hinder cross-functional collaboration and innovation.
  • Employee Incentives: The existing incentive system focuses on individual performance rather than team collaboration and cost reduction.

External Factors:

  • Intense Competition: The global construction equipment market is highly competitive, with emerging market players offering lower prices and challenging Komatsu's market share.
  • Economic Volatility: Fluctuating commodity prices and global economic uncertainties create challenges for cost forecasting and profitability.

Financial Analysis:

  • Profitability: Komatsu's profitability has been declining due to intense price competition and rising costs.
  • Cash Flow: The company's cash flow is under pressure from increased working capital requirements and investments in new technologies.

Strategic Analysis:

  • Growth Strategy: Komatsu aims to achieve sustainable growth in emerging markets, requiring a cost-effective approach to manufacturing and distribution.
  • Innovation: The company needs to invest in new technologies and product development to maintain its competitive edge.

Management Accounting Framework:

  • Activity-Based Costing (ABC): Komatsu can use ABC to identify and allocate costs more accurately, providing a better understanding of the true cost of products and services.
  • Target Costing: This approach focuses on setting a target cost for a product based on market price and desired profit margin, then engineering the product and processes to achieve that target.
  • Value Engineering: This method involves identifying and eliminating non-value-adding activities, streamlining processes, and improving efficiency.

4. Recommendations

To address the challenges outlined above, Komatsu should implement the following recommendations:

  1. Implement a Target Costing System:

    • Define Target Costs: For each new product or product line, determine the target cost based on market price and desired profit margin.
    • Cost Breakdown: Use ABC to break down the target cost into individual components, identifying key cost drivers.
    • Cost Reduction Strategies: Develop and implement cost reduction strategies for each component, focusing on value engineering, process optimization, and supply chain management.
    • Design for Cost: Integrate target costing into the product design process, considering cost implications from the outset.
  2. Enhance Cost Accounting Practices:

    • Adopt Activity-Based Costing: Implement a robust ABC system to accurately allocate costs to products and activities, providing a more comprehensive view of cost drivers.
    • Develop Cost Management Metrics: Establish key performance indicators (KPIs) to track cost performance and identify areas for improvement.
    • Improve Data Collection and Analysis: Enhance data collection and analysis capabilities to support informed decision-making and cost management.
  3. Foster Cross-Functional Collaboration:

    • Establish Cross-Functional Teams: Create teams with representatives from design, engineering, manufacturing, and marketing to collaborate on cost reduction initiatives.
    • Promote Open Communication: Encourage open communication and information sharing across departments to facilitate collaboration and innovation.
    • Align Incentives: Develop incentive systems that reward team performance and cost reduction efforts.
  4. Invest in Technology and Innovation:

    • Adopt Advanced Manufacturing Technologies: Invest in automation, robotics, and other technologies to improve efficiency and reduce labor costs.
    • Develop New Products and Services: Invest in research and development to create innovative products and services that meet evolving customer needs.
    • Enhance IT Management: Improve IT infrastructure and data analytics capabilities to support cost management and decision-making.
  5. Strengthen Corporate Governance:

    • Improve Financial Reporting: Enhance financial reporting practices to provide stakeholders with a clear and transparent view of the company's financial performance.
    • Enhance Internal Controls: Strengthen internal controls to mitigate financial risks and ensure compliance with accounting standards.
    • Promote Ethical Behavior: Establish a strong ethical culture that emphasizes integrity and accountability.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The target costing system aligns with Komatsu's mission to provide innovative and reliable construction equipment while maintaining profitability.
  2. External Customers and Internal Clients: The recommendations focus on improving customer satisfaction by delivering cost-effective products and services while enhancing internal efficiency and employee engagement.
  3. Competitors: The target costing system will allow Komatsu to compete effectively with emerging market players by enabling it to offer competitive prices while maintaining profitability.
  4. Attractiveness ' Quantitative Measures: The implementation of a target costing system is expected to improve profitability, enhance cash flow, and drive sustainable growth.
  5. Assumptions: The recommendations assume that Komatsu has the resources and commitment to implement the necessary changes, including investing in technology, training employees, and fostering a culture of continuous improvement.

6. Conclusion

By implementing a comprehensive target costing system, Komatsu can achieve its strategic goals of profitability, market leadership, and sustainable growth. The system will enable the company to effectively manage costs, improve efficiency, and respond to the challenges of a competitive global market.

7. Discussion

Alternatives:

  • Cost-Plus Pricing: Maintaining the existing cost-plus pricing strategy would lead to continued price pressure and potential loss of market share.
  • Price Leadership: Adopting a price leadership strategy could lead to lower profitability if the company cannot effectively reduce costs.

Risks:

  • Resistance to Change: Employees may resist changes to the existing cost accounting system and organizational structure.
  • Implementation Challenges: The implementation of a target costing system requires significant effort and coordination across departments.
  • Cost Reduction Overkill: Excessive cost reduction efforts could negatively impact product quality and customer satisfaction.

Key Assumptions:

  • Komatsu has the commitment and resources to implement the target costing system.
  • Employees will embrace the changes and contribute to the success of the initiative.
  • The company will be able to effectively manage the risks associated with implementation.

8. Next Steps

  1. Form a Task Force: Establish a cross-functional task force to develop and implement the target costing system.
  2. Pilot Program: Conduct a pilot program in a specific product line or region to test the effectiveness of the system.
  3. Training and Communication: Provide comprehensive training to employees on the new system and its benefits.
  4. Performance Monitoring: Regularly monitor the performance of the target costing system and make adjustments as needed.
  5. Continuous Improvement: Foster a culture of continuous improvement to optimize the system and achieve ongoing cost reductions.

By taking these steps, Komatsu can successfully implement a target costing system that will drive profitability, enhance competitiveness, and support its long-term growth strategy.

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Case Description

Komatsu, a leading manufacturer of construction equipment, seeks to expand aggressively through the 1990s. Key to its competitiveness is a strict adherence to target costs throughout the product development process. Komatsu conducts several design-for-manufacturability cost studies to ensure a product's profitability, sets target costs for suppliers, and uses cost reduction techniques when necessary. Because it is a crucial element of the design and manufacturing processes, Komatsu's target costing system is central to the firm's plans for growth, globalization, and diversification.

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