Notes:15ATrainingWorkshopOverview•Welcome•InformalIntroductions•Introduceyourselfandexplainyourbackground•Havetheclassdothesame--alsohaveeachpersonintheclassverbalizewhattheywanttotakeawayfromtheclass--inotherwords,checktheirexpectationssothatyoucanmanagethemthroughouttheworkshop•Yourgoalistosetuparelaxedlearningenvironment.Setsomegroundrules:•Therearenodumbquestions•Everyoneisexpectedtoparticipate•Honorestablishedtimelimitsforbreaks•Focusonthetopicbeingdiscussed--avoidsidelinediscussionsNotes:25ATrainingWorkshopOverview•CourseObjectives:•ScopeanABMproject•PerformeffectiveinterviewstogatherABMinformation•Learnhowtouse5A•Managingusing5A•Outlineofthecourse•Nowthatyouhaveheardwhattheclassesobjectivesarefortheday,tellthemhowyouaregoingtofulfillthem.•Telltheclassaboutwhattheycanexpectduringtheday•Learning5Ahasbeendividedupintosmall,easilyunderstandablemodulesandacasestudywillbeusedtoreinforcewhatisbeinglearned.Notes:35ATrainingWorkshopOverview•ActivityBasedManagement(ABM)isthemeansbywhichorganizationsimproveusingABCgeneratedinformation,including:•Continuousimprovementinitiatives•Reengineeringprocesses•Product/customerprofitability•Benchmarking•Strategicplanning/budgeting•KeyPerformanceMeasures(Quality,Cost,andTime)••Coststructurehasshiftedovertimesuchthat“overhead”representsalargerportionofcostincomparisontodirectlabor.•Viewingcostsbyactivityinsteadofcostingbydirectlaborbreaksup“overhead”intounderstandable,quantifiable,andthereforemanageablecoststhatcanbebetterdriventoproducts,customers,andservices.•TeachtheclassaboutABCandwhyitwasdeveloped•DifferentiatebetweenABCandABM•Makesurethattheclassunderstandsthepointsyouaremaking--iftheydonotbelievethatABCisaworthwhileconcept,itwillbedifficulttogettheirbuy-inforthe5Amodel.•StressthatABCisonlyatoolwhichcangeneratereengineering,etc.•Asktheclassiftheyhaveanyquestions.Notes:45ATrainingWorkshop•5AisanActivityBasedManagementtoolthatgivestheusertheabilityto“view”certainactivitiesthroughsortingoptions.•Byviewingactivitiesthroughdifferentfilters,calledattributes(i.e.non-valueadded,strategicinitiative,etc.),analysisispossiblealongmanydimensionsthatmayhavebeen“hidden”tothewaymanagementcurrentlyviewsthebusiness.•Thewayinwhich5Adisplaysinformationintheseviewsallowsforeasyanalysisofpotentialopportunities.•Viewscanbeconstructedinalmostanywaytheuserdesiresandcanthereforebetailoredtoeachcompany’sneeds.•Yourgoalonthisslideistointroduce5Aandwhatitcandofortheuser.•Aneasytransitionistodiscussthewayinwhich5AfitsintotheABC/ABMconcept.•Theclassshouldunderstandthattheyhavethepowertocreatealmostanyviewtheycanthinkof.•Asktheclasstothinkofsomeviewstheywouldliketosee.Usetheseasexamplesthroughouttherestoftheday.•Stressthatdetailedreviewofattributesandreportingwilloccurlater.Notes:55ATrainingWorkshopOverviewHow5Aworks:1.Payrollandgeneralledgerinformationanddepartmentalinformationaredownloadedand/orinputbeforetheprojectbegins.2.Throughtheinterviewprocess,activitiesaredefinedandassociatedwithvariousattributes.3.Theidentifiedactivitiesandrelatedattributesareinputintothe5Amodel.4.Managementreportingisavailablefromthepopulatedmodelintheformofreports,queries,andanactivitydictionary.•Nowthatyouhavegiventheclassthe“punchline”onthepreviousslideanddemonstratedhowgreat5Ais,youhavetobringtheclassbacktorealityandshowthemho...
