Exposure-Based Cash-Flow-at-Risk for Value-Creating Risk Management under Macroeconomic Uncertainty

A strategically minded CFO will realize that strategic corporate risk management is about finding the right balance between risk prevention and proactive value generation. Efficient risk and performance management requires adequate assessment of risk and risk exposures on the one hand and performance on the other. Properly designed, a risk measure should provide information on to what extend the firm's performance is at risk, what is causing that risk, the relative importance of non-value-adding and value-adding risk, and the possibilities to use risk management to reduce total risk. In this chapter, we present an approach – exposure-based cash-flow-at-risk – to calculating a firm's downside risk conditional on the firm's exposure to non-value-adding macroeconomic and market risk and to analyzing corporate performance adjusted for the impact of non-value-adding risk.Cash-flow-at risk; Value at risk; Risk management; Value creation; Total risk

The magic of the Last Planner® System for Nigerian construction

Extremely poor economic performance of the Nigerian construction industry suggests that non-value adding activities are prevalent, which result not only in the reduction of contractors’ profit margin but economic loss for the country in general. This study analyses non-value adding activities in Nigerian construction sites. The research seeks to establish potential antidotes within the Last Planner® System (LPS) and reveal the elements of the LPS which could be abstracted into Nigerian construction to improve performance. It was found that these elements form the theoretical basis for developing a lean approach that was labelled Last Planner® thinking

Laporan Tugas Akhir Analisis Value Stream Mapping Untuk Memperpendek Waktu Pemenuhan Order (Studi Kasus: Batik Sekar Arum Laweyan)

ABSTRAK Batik Sekar Arum merupakan salah satu UKM batik dengan produk batik cap yang menjadi komoditasnya. Batik Sekar Arum dihadapkan pada persaingan bisnis global yang makin ketat dengan munculnya perilaku konsumen/pembeli untuk lebih selektif dalam memilih produk yang sesuai dengan value yang mereka tetapkan. Dalam rangka memenuhi value tersebut UKM harus meningkatkan daya saing dengan mempertimbangkan kualiatas dan pelayanan, selain itu UKM juga harus memikirkan pengurangan biaya yang menjadi acuhan penting bagi UKM. Tujuan dari penelitian ini adalah mengidentifikasi dan meminimasi aktivitas yang tergolong non value adding dengan merancang system order fulfillment process yang lebih efisien dengan mengurangi waste yang ada. Manfaat dari penelitian ini adalah memperpendek lead time produksi dan memperlancar aliran informasi dan aliran material atau produk secara fisik. Value stream mapping merupakan gambaran proses secara keseluruhan dan terperinci yang kemudian dilanjutkan dengan identifikasi dan reduksi waste dan biaya. Penggunaan value stream mapping membantu untuk mengetahui keseluruhan proses secara terperinci (termasuk rework) serta aktivitas-aktivitas value adding serta non value adding. Berdasarkan mapping yang dibuat tersebut dapat dibuat future stream mapping sebagai usulan perbaikan. Hasil dari penelitian ini di ketahui lead time pemenuhan order untuk 250 potong yaitu 1 hari. Lead time waktu produksi dengan total waktu 23566 detik untuk 1 produk, dengan value adding activity sebesar 15491 detik atau sebesar 65,74%. Sedangkan non value adding activity sebesar 8065 detik atau 34,22% dan sisanya sebesar 10 detik atau 0,04% adalah Necessary but Non Value Adding. Usulan perbaikan dengan mengunakan Process Activity Mapping, telah mereduksi waktu yang termasuk non value adding activity. dimana ada waktu aktivitas delay yang dapat direduksi. Selain itu perbaikan yang dilakukan telah mereduksi waktu transportasi, sehingga terjadi pengurangan waktu non value adding activity sebesar 1876 detik atau 23,23% dari total waktu non value adding activity semula. Dengan adanya pengurangan waktu tersebut maka waktu pemenuhan order pun dapat semakin pendek

Analisis Value Stream Mapping Untuk Memperpendek Waktu Pemenuhan Order (Studi Kasus: Batik Sekar Arum Laweyan)

Batik Sekar Arum merupakan salah satu UKM batik dengan produk batik cap yang menjadi komoditasnya. Batik Sekar Arum dihadapkan pada persaingan bisnis global yang makin ketat dengan munculnya perilaku konsumen/pembeli untuk lebih selektif dalam memilih produk yang sesuai dengan value yang mereka tetapkan. Dalam rangka memenuhi value tersebut UKM harus meningkatkan daya saing dengan mempertimbangkan kualiatas dan pelayanan, selain itu UKM juga harus memikirkan pengurangan biaya yang menjadi acuhan penting bagi UKM. Tujuan dari penelitian ini adalah mengidentifikasi dan meminimasi aktivitas yang tergolong non value adding dengan merancang system order fulfillment process yang lebih efisien dengan mengurangi waste yang ada. Manfaat dari penelitian ini adalah memperpendek lead time produksi dan memperlancar aliran informasi dan aliran material atau produk secara fisik. Value stream mapping merupakan gambaran proses secara keseluruhan dan terperinci yang kemudian dilanjutkan dengan identifikasi dan reduksi waste dan biaya. Penggunaan value stream mapping membantu untuk mengetahui keseluruhan proses secara terperinci (termasuk rework) serta aktivitas-aktivitas value adding serta non value adding. Berdasarkan mapping yang dibuat tersebut dapat dibuat future stream mapping sebagai usulan perbaikan. Hasil dari penelitian ini di ketahui lead time pemenuhan order untuk 250 potong yaitu 1 hari. Lead time waktu produksi dengan total waktu 23566 detik untuk 1 produk, dengan value adding activity sebesar 15491 detik atau sebesar 65,74%. Sedangkan non value adding activity sebesar 8065 detik atau 34,22% dan sisanya sebesar 10 detik atau 0,04% adalah Necessary but Non Value Adding. Usulan perbaikan dengan mengunakan Process Activity Mapping, telah mereduksi waktu yang termasuk non value adding activity. dimana ada waktu aktivitas delay yang dapat direduksi. Selain itu perbaikan yang dilakukan telah mereduksi waktu transportasi, sehingga terjadi pengurangan waktu non value adding activity sebesar 1876 detik atau 23,23% dari total waktu non value adding activity semula. Dengan adanya pengurangan waktu tersebut maka waktu pemenuhan order pun dapat semakin pendek

A Practical Guide to Adding Value Through Non-financial Support

This guide is targeted specifically at venture philanthropy (VP) and social investment (SI) practitioners, and more broadly at other social sector funders such as foundations, grantmaking organisations and impact investors who may benefit from understanding the value of the highly engaged approach of venture philanthropy. We use the term venture philanthropy organisations ("VPOs") or "investors" to refer to such social sector funders. Venture Philanthropy works to build stronger social purpose organisations (SPOs) by providing both tailored financing (using the whole spectrum of financing instruments, from grants to debt, equity and hybrid financing) and non-financial support. This manual focuses specifically on non-financial support, which we define as the support services VPOs offer to investees (SPOs) to increase their societal impact, organisational resilience and financial sustainability, i.e. the three core areas of development of the SPO.Social impactThe social change on the target population resulting from an SPO's actions.Financial sustainability The assessment that an SPO will have sufficient resources to continue pursuing its social mission, whether they come from other funders or from own revenue-generating activities.Organisational resilience The assessment of the degree of maturity of an SPO, in terms of the degree of development of the management team and organisation (governance, fund-raising capacity etc.)

Non-perturbative Kahler Potential, Dilaton Stabilization and Fayet-Iliopoulos Term

We study the dilaton stabilization in models with anomalous U(1) symmetry by adding specific string-motivated, non-perturbative corrections to the tree-level dilaton K\"{a}hler potential. We find that the non-perturbative effects can stabilize the dilaton at a desirably large value. We also observe that the size of Fayet-Iliopoulos term is reduced at the stabilized point.Comment: 10 pages, 2 figure

Factors contributing to non-value adding activities in South African construction

Published ArticleNon-value adding activities (NVAAs) are considered to be problematic in the management of projects. Reported research findings suggest that these NVAAs consume resources without necessarily adding value to completed tasks. The main aim of the research is to provide insights and plausible explanations concerning how NVAAs can propagate poor performance in South Africa. Design/methodology/approach – The paper reports on a quantitative survey conducted among public sector clients, consulting engineers, and civil engineering contractors in South Africa. Using a framework that was developed from the literature reviewed, the study proposed three conceptual qualitative models that were based on system dynamics. Findings – The study suggests that NVAAs that are prevalent in South African construction can impact project performance negatively in the form of cost and time overruns. It can also be argued that although there is commonality between NVAAs that are identified in South Africa and other countries, their frequency and effects on project performance differ. Research limitations/implications – The findings provide further insights about NVAAs that are related to the South African infrastructure sector only. Originality/value – The study, which is the first of such in South Africa, could lead to increased awareness among South African project stakeholders that are concerned about performance improvement from the lean construction perspective

Towards developing an industry led educational framework using LEAN approach

The poor performance and inefficient manner in which the construction industry operates has been recognised through a variety of combined government and industry initiatives over the years. A major challenge towards improvement is recognised as lying with education and industry stakeholders actively creating closer and more effective relationships to facilitate a greater mutual understanding. The application of Information Technology (IT) systems can well enhance ‘Lean’ initiatives through improving process flow, reduction of the non-added value activities, better meet customers’ requirements and adding value which will increase the performance of the industry. This paper presents a project that is focused on developing an industry led framework for educational training programmes. The outcomes of two workshops organised with the industry that have resulted in a Continued Professional Development (CPD) training framework comprising of three distinct levels in terms of strategic, operational and technology aspects of that particular key area are discussed. The essence of this work is based on adopting the ‘Lean’ approach and adding value by identifying the IT skills gaps recognised ‘by the industry’ ‘for the industry’ and addressing them in developing training programmes

The New Fat Higgs: Slimmer and More Attractive

In this paper we increase the MSSM tree level higgs mass bound to a value that is naturally larger than the LEP-II search constraint by adding to the superpotential a $\lambda S H_{u}H_{d}$ term, as in the NMSSM, and UV completing with new strong dynamics {\it before} $\lambda$ becomes non-perturbative. Unlike other models of this type the higgs fields remain elementary, alleviating the supersymmetric fine-tuning problem while maintaining unification in a natural way.Comment: 14 pages and 2 figures. Added references and updated argument about constraints from reheating temperatur