Global Electronics

Topics: Cost accounting, Management accounting, Costs Pages: 28 (8642 words) Published: July 22, 2013
Global Electronics, Inc.: ABC implementation and the change management process Brewer, Peter CView Profile; Juras, Paul EView Profile; Brownlee, E Richard, IIView Profile. Issues in Accounting Education18.1 (Feb 2003): 49-69. Turn on hit highlighting for speaking browsers

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Descriptions of activity-based costing systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. A case is designed to familiarize one with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. Students are cast in the role of a business consultant. They are asked to synthesize the case study's key change management insights into a report that could be shared with co-workers in an intranet-based knowledge management system. In addition, students may be expected to prepare a formal presentation of the report for their peers.

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ABSTRACT: Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key "change management" insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

Implementing change in an organization is about ninety percent cultural and ten percent technical. This is because the organization dynamics, politics, and search for a champion that go on are the real issues that make or break the project. One of the reasons we were able to implement ABC successfully was because the right people became champions.

-Chris Richards, Director of MIS, Global Electronics, Inc.

BACKGROUND

Global Electronics, Inc. (GEI), headquartered in Sarasota, Florida, designs, manufactures, and markets discrete power semiconductors and analog, digital, mixed-signal, and radiation-hardened integrated circuits for signalprocessing and power-control applications. Its products are used in such applications as antilock braking systems, air-bag systems, computer keyboards, modems, disk drives, and cellular telephones. The company employs about 2,300 people at its three U.S. fabrication facilities (located in Huntsville, Alabama; Evansville, Indiana; and Reading, Pennsylvania), and has 4,000 employees at its assembly and test facility in Kuala Lumpur, Malaysia.

GEI's manufacturing process consists of two primary phases. The fabrication phase is comprised of four main processing procedures: photolithography, etch, diffusion, and circuit probe. The assembly and test phase consists of six main processing procedures: wafer saw, die attach, wire bond, mold, solder dip, and final inspection. The entire manufacturing process had become more technologically diverse and intense with each passing year; accordingly, by 1999 direct labor represented less than 10 percent of total manufacturing cost. The company produces a variety of electronic goods ranging from power and logic commodity products to analog and digital specialty products, and the company's customer base exhibits a high level of purchase volume diversity within any given product line.

In 1999, GEI's profitability spiraled downward with operating losses reaching...

References: Platt, D., and K. Towry. 2001. Pecos Products: A project introducing complexity into the study of activity-based costing. Issues in Accounting Education (February): 99-124.
Roberts, M., and K. Silvester. 1996. Why ABC failed and how it may yet succeed. Journal of Cost Management (Winter): 23-35.
Shields, M. 1995. An empirical analysis of firms ' implementation experiences with activity-based costing. Journal of Management Accounting Research 7: 148-166.
AuthorAffiliation
Peter C. Brewer is an Associate Professor at Miami University, Paul E. Jurors is an Associate Professor at Wake Forest University, and E. Richard Brownlee II is a Professor at the University of Virginia.
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