Sure! Here are the definitions for the terms you provided:
1. Activity Analysis: A systematic examination of activities performed within an organization to identify their value, cost, and relationship to other activities.
2. Activity Capacity: The maximum amount of work or output that can be produced by a specific activity within a given period of time.
3. Activity Elimination: The process of identifying and removing non-value added activities from a business process to improve efficiency and reduce costs.
4. Activity Flexible Budgeting: The process of creating a budget that adjusts based on changes in activity levels, allowing for more accurate cost assessments and performance evaluations.
5. Activity Output Measure: A metric or indicator used to quantify the output or results of a specific activity.
6. Activity Reduction: The process of decreasing the amount of resources or time allocated to a particular activity, usually to improve efficiency or reduce costs.
7. Activity Selection: The process of choosing which activities to perform or prioritize based on their value, importance, and impact on organizational goals.
8. Activity Sharing: The practice of combining or sharing activities across different departments or functions within an organization to improve efficiency and reduce duplication of efforts.
9. Activity Volume Variance: The difference between the actual volume of activity performed and the budgeted or expected volume, used to analyze the impact on costs and performance.
10. Activity-based Management (ABM): A management approach that focuses on identifying and managing activities to improve efficiency, reduce costs, and enhance overall performance.
11. Activity-based Responsibility Accounting: A system that assigns costs and responsibilities to specific activities or business units, allowing for better accountability and performance measurement.
12. Benchmarking: The process of comparing an organization's performance, practices, or processes against those of other organizations considered to be industry leaders or best in class.
13. Continuous Improvement: The ongoing effort to enhance processes, products, or services through incremental changes and innovations to achieve higher efficiency, quality, and customer satisfaction.
14. Driver Analysis: The examination and identification of the factors or variables that directly influence or drive the costs or performance of a particular activity or process.
15. Financial Measures: Quantitative metrics used to evaluate the financial performance or health of an organization, such as profitability, return on investment, or cash flow.
16. Financial-based Responsibility Accounting System: A system that assigns costs and responsibilities to different cost centers or departments based on financial measures, such as costs incurred or revenues generated.
17. Kaizen Costing: A cost management approach that focuses on continuous cost reduction through small incremental improvements in processes, materials, or designs.
18. Kaizen Standard: The target or ideal level of performance, quality, or cost that organizations strive to achieve through continuous improvement efforts.
19. Non-value Added Activities: Activities that do not directly contribute to the creation of value for customers or the achievement of organizational objectives.
20. Non-value Added Costs: Costs incurred in the performance of non-value added activities, which do not contribute to the creation of value for customers.
21. Process Creation: The development or design of new or improved processes to achieve higher efficiency, quality, or customer satisfaction.
22. Process Improvement: The systematic effort to identify and implement changes in existing processes to enhance efficiency, reduce costs, or improve quality.
23. Process Innovation (Business Engineering): The introduction of new or significantly improved processes, technologies, or business models to achieve breakthrough improvements in performance or competitive advantage.
24. Process Value Analysis: The examination and evaluation of the value added by each step or activity within a process, with the goal of identifying opportunities for improvement or elimination of non-value added activities.
25. Responsibility Accounting: A management control system that assigns costs, revenues, and performance responsibilities to specific individuals or departments, facilitating better control and performance evaluation.
26. Unused Capacity Variance: The difference between the actual capacity utilized and the budgeted or expected capacity, used to assess the impact on costs and performance.
27. Value-added Activities: Activities that directly contribute to the creation of value for customers or the achievement of organizational objectives.
28. Value-added Costs: Costs incurred in the performance of value-added activities, which directly contribute to the creation of value for customers.
29. Value-added Standard: The target or ideal level of performance, quality, or cost that organizations strive to achieve in value-added activities through process improvements or innovations.
