By Brent J. Bahnub, Gary Cokins
Realize find out how to use activity-based administration to enhance your backside lineThe first booklet of its style to target activity-based administration within the monetary companies undefined, Activity-Based administration for monetary associations: riding base line effects will make it easier to force adjustments on your enterprises backside line.After supplying a short review of a monetary companies activity-based costing version, this e-book makes a speciality of tips on how to without delay increase web source of revenue, overlaying crucial subject matters together with costing, chargeback, and pricing; imposing ABC; imposing ABM; coping with organizational switch; and keeping off pitfalls.Written for these within the monetary providers industry-banks, securities organizations, assurance companiesReveals the best way to force merits to the base line via disciplined execution of activity-based administration and organizational swap managementProvides actual international examples and instruments for fast effects and sustained successThis distinct ebook will take your bank from caught to financially winning, using profitability and function.
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Additional info for Activity-Based Management for Financial Institutions: Driving Bottom-Line Results
Without transparency, it required the team to perform a lot of forensic accounting work to unravel this inaccuracy. Automation Most ABC implementations are somewhat over-engineered initially and are scaled back after the first iteration. 1MM Activity Roll up Product CHARGEBACK J 33 system through transparency and improved accuracy, automate the driver collection. Automation of drivers (both activity and resource) is essential to maintaining a costing system and having a stable, repeatable process.
This will be discussed briefly in the next section and in depth in Chapter 4. & Improving the quality of the work through the use of a variety of quality improvement techniques such as Total Quality Management (TQM) or Six Sigma. During an ABC implementation, you and your team will identify non-valueadded (NVA) activities. Even more frequently, you will uncover NVA tasks ‘‘marbled’’ in activities, similar to fat being marbled into good meat. Identification and prioritization techniques will be discussed in Chapters 3 and 4, respectively.
Many of the examples in the book are drawn from my past implementations in shared service environments within the financial services sector—banking and insurance. It is an incredibly complex arena with many options and opinions. Since the majority of the employees working in the financial services industry are financially oriented, many believe that they could easily create an Activity-Based Costing/ Management model and culture. In fact, it takes years for a costing WHAT IS ABM? J 7 novice to understand and incorporate all of the nuances required for a successful implementation.