Bending Metal: Improving Sheet Metal Repair at Tobyhanna Army Depot through Lean Six Sigma

The Army's Lean Six Sigma methodology includes five phases: Define, Measure, Analyze, Improve, and Control (DMAIC); each of these phases includes interaction between the stakeholder and process team. This paper focuses on the application of Lean Six Sigma methodology at Tobyhanna Army Depot to help reduce overruns and repair cycle time within the sheet metal cost center. At the initiation of the project, the process incurred over 4,000 hours of overruns, a situation in which it takes longer to repair an asset than the standard hours allocated for the repair. Additionally, the average repair cycle time, amount of time required to repair an individual asset, exceeded customer expectations by almost four days. The paper describes recommended solutions to address both problems.

Wife's Accountability in Islamic Household Accounting

This study was conducted to find the form of a wife's responsibility in Islamic household accounting, with a transcendental phenomenological approach. Transcendental phenomenological analysis techniques include 5 stages, namely: noema, noesis, epoche, intentional analysis and eidetic reduction. The results of the study indicate that the responsibility carried out by the wife in an Islamic household carried out in her household is accountability with the aim of maintaining self-esteem and maintaining self-image of her husband, for the expenses made, where there are 6 responsibilities, namely: income, maintenance, ZIS , consumption, investment, and saving into 4 responsibility centers, namely: revenue center, cost center, investment center and wealth center.

DESAIN ENTERPRISE RISK MANAGEMENT PADA PERGURUAN TINGGI DI STIE MUHAMMADIYAH JAKARTA

Tujuan dari penulisan ini adalah untuk menganalisis penerapan manajemen risiko pada perguruan tinggi di Sekolah Tinggi Ilmu Ekonomi Muhammadiyah Jakarta. Metode penelitian menggunakan desain penelitian eksploratif, karena tujuan penelitian ini adalah untuk memahami permasalahan manajemen risiko pada STIE Muhammadiyah Jakarta. Data diperoleh dengan melakukan wawancara dan barinstorming dengan ketua program studi, kepala bagian, dan kepala Lembaga STIE Muhammadiyah Jakarta, juga dengan menggunakan data sekunder yaitu jumlah mahasiswa, jumlah, dosen, dan data lainnya. Tahapan analisis dilakukan melalui identifikasi risiko, penilaian dan evaluasi risiko, perencanaan mitigasi risiko dan analisis serta interpretasi data. Berdasarkan hasil identifikasi risiko, terdapat 5 risiko inherent yang bisa berdampak signifikan terhadap sustainability STIE MJ. Berdasarkan risk profile dari kelima identifikasi risiko, risiko 1 berdampak kualitatif terhadap penurunan peringkat akreditasi, risiko kedua dan ketiga berdampak terhadap tidak tercapainya sasaran kinerja, risiko keempat dan kelima dapat berdampak terhadap penurunan klasterisasi Nasional Perguruan Tinggi. Dampak kuantitatif risiko 1-3 berdampak terhadap kerugian institusi, risiko no. 4 dan 5 berdampak terhadap rendahnya penyerapan anggaran (cost center). Beberapa risiko memerlukan penangan dalam waktu yang tidak singkat seperti risiko 4 dapat mengakibatkan risiko residual tidak sesuai dengan target risiko yang diharapkan (risk appetite), sehingga diperlukan penanganan risiko secara berkelanjutan. Penelitian ini memiliki keterbatasan yaitu identifikasi risiko tidak dilakukan secara mendalam pada semua unit kerja. Penelitian mendatang diharapkan agar identifikasi risiko dilakukan pada semua unit kerja di Perguruan Tinggi, sehingga risiko yang ada dapat segera dimitigasi dan dilakukan perbaikan segera.

Cost of provision of essential health Services in Public Health Centers of Jimma zone, Southwest Ethiopia; a provider perspective, the pointer for major area of public expenditure

Background Provision of up-to-date cost information is crucial for not only addressing knowledge gap on the cost of essential health services (EHS) but also budgeting, allocating adequate resources and improving institutional efficiency at public health centers where basic health services are delivered the most. Objective To analyze the costs of essential health services at public health centers in Jimma Zone. Methods A facility based cross-sectional study was conducted in public health centers of Jimma zone from April 10, 2018 to May 9, 2018. The study was conducted from a provider perspective using retrospective standard costing approach of one fiscal year time horizon. Step-down allocation was used to allocate costs to final services. All costs for provision EHS were taken into account and expressed in United States dollar (USD). Sixteen public health centers located in eight districts were randomly selected for the study. Results The Average annual cost of providing essential health services at health centers in Jimma zone was USD 109,806.03 ± 50,564.9. Most (83.7%) of the total Annual cost was spent on recurrent items. Nearly half (45%) of total annual cost was incurred by personnel followed by drugs and consumables that accounted around one third (29%) of the total Annual cost. Around two third (65.9%) of the total annual cost was incurred for provision of EHS at the final cost center. The average overall unit cost was USD 7.4 per EHS per year. Conclusion Cost providing an EHS at public health centers was low and so, necessitating funding of significant resources to provide standard health care. The variability in unit costs and cost components for EHS also suggest that the potential exists to be more efficient via better use of both human and material resources.

Zakat Intermediaries and Its Impact to Industry Growth: Growth Accelerators or Cost Center?

This study aims to determine the effect of Islamic bank’s activity as a zakat intermediator on profitability, efficiency, market share, and growth of Islamic banks in Indonesia. This research also analyses from the literature the possibility of zakat as the funding or financing product. The method used is the panel data method and granger causality. The Independent variable external zakat collection while the dependent variables are ROA, BOPO, Market Share, and Growth. The samples of the research are five Islamic Bank who has done the external zakat collection. The data used are quarterly data with a period from 2013 to 2020. The results of this study indicate that this divine role increase the cost of operation and in the same time decreasing the profitability. The result also stated that the intermediating activities of zakat collection is not significant to push the bank market share, profitability as well as the Bank Growth. However, although in terms of regulation bank cannot be the Amil, in the future, there is potential of zakat can push the Islamic market share and bank growth since the zakat collection, Islamic bank can offer third party funding product as the intermediation between the zakat payer and the Amil zakat whose eligible to collect zakat according to the government regulation.

Selection of objects for calculating the cost of production in terms of agricultural production

The optimality of the choice of objects of calculation determines the procedure for calculating the cost of labor products, the implementation of planned and control measures in the strategic management of production, in particular, to minimize the cost. It is necessary to ensure a synergy of technological features, production conditions, the principal distinguishing features of the resulting product, its volume, cost center, and the ability to evaluate the results of current management decisions. Agriculture is characterized by a number of specific conditions that affect the results of production. In most enterprises of the industry there is no point approach to accounting and management of the cost of labor products. The purpose of the study is to develop information support for the adoption and evaluation of managerial decisions when choosing objects for calculating the cost of production in agricultural production. Methods of observation, measurement, systematization, classification and system analysis of data were used. As a result, on the basis of determining the distinctive conditions of agricultural production, information is structured for the corresponding detailing of calculation objects, according to which a procedure for informational and instrumental support for the analysis of the volume and cost of production, which is also applicable for evaluating management decisions, is presented.

Information structuring in the strategic management reporting system of the account cost center

Subject. This article deals with the structuring of the organization's cost information, which can help set up and develop a system of strategic management reporting on financial responsibility centers. Objectives. The article aims to develop directions for structuring the information flow in the strategic management reporting system for the account cost center in the context of decentralization of the strategic management system on financial responsibility centers. Methods. To develop practical recommendations, I used the methods of analysis, synthesis, and generalization. Results. The article presents certain directions to structure information flow on the account cost center determining the areas of financial responsibility, objects of strategic control and management, and the structure and content of the center's strategic management reporting. Conclusions and Relevance. The presented areas of structuring the information flow of the account cost center can contribute to the development of strategic management accounting and reporting, improve the quality of information support for the strategic management system, and rise the efficiency of management decisions. The results of the study are of practical importance for optimizing the system of strategic management accounting and cost control of the production sector companies, and they may contribute to improving the effectiveness and efficiency of the business process strategy implementation.

A Sustainable Plan to Rescue HR from Itself

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.

Development of a balanced scorecard as a strategic performance measurement system for clinical radiology as a cost center

Objectives To develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department. Methods Development of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a “Strategy Map” with regard to the perspective and their cause–effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard. Results A total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs. Conclusions The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.

Impact of environmentally friendly technologies on costs and cost-effectiveness of a dairy cattle confinement system

Our goal was to assess the economic impact of some environmentally friendly technologies on the production costs and cost-effectiveness of a dairy cattle confinement system, estimating environmental costs and their representativeness in both effective and total operating costs, as well as in the total cost. We assessed the cost-effectiveness of the cost center of milk production and identified the components that most affect final costs, estimating a break-even point (kg milk year-1) as well. The data were collected in a freestall full-confinement system of a dairy cattle farm located in southern Minas Gerais State (Brazil), from January 2016 to December 2017. The cost of milk production was estimated using a method based on the operating and total costs from a cost center involving lactating and dry dairy cows. The cost center of milk production showed to be economically feasible, showing positive gross and net margin results, as well as positive profitability and cost-effectiveness. Total environmental operating cost was on average R$ 0.015 per kg milk, which represented 1.985% of the total operating cost. Effective environmental operating cost was on average R$ 0.0059, which corresponded to 0.7788% of the total operating cost. Finally, total environmental cost was on average R$ 0.0317, representing 3.3280% of the total cost. The most representative items of the effective operating cost were in descending order: animal feed, workforce, animal health, animal production hormone (bovine somatotropin; bST), vehicle maintenance, machines and equipment, maintenance of improvements, electricity, and freestall bedding sand. Average break-even point was 1,104,038.54 kg milk year-1 or 3,024.76 kg milk day-1, while average production was 4,271,383.00 kg milk year-1 and 11,702.42 kg milk day-1.