Our Services

Matured for more than 13 years in the field

Our Services

To improve both revenue and profit of customer by providing high level of
Cost Estimating tool and Profit analysis/controlling tool

Service 1
Finanical Business Case Model

Supporting Top manangment's decision making with finanical analysis on a project before & after award

Service 2
Burden Rate Development Model

Improving the quality of product cost estimation by developing the burden cost per hour per machine based on ABC (Activity Based Cosing) method

Service 3
Product Cost Model

Product cost model that provides timely and accurate cost datas in cosistent method

Service 4 (before release)
Pain Point resolution Service

Comming in 2026

Service 1_
Project Financial business case model

Supporting Top management’s decision making on pricing/capital investment/project cotorlling by providing clear datas in timely manner , that  indicating  key financial metrics

Service 2_
Burden Rate Development Model

By using allocation drivers, allocating plant’s burden cost per each machine and finally develop the cost per hour per machine.  This supports customer’s cost readiness for a year and leading accurate product cost and proper pricing  which can meet the target profit level

Service 3_
Product Cost Model

With limited resource, Internal cost model which calculate material cost/labor cost and burden cost, scrap cost, etc by a staff with limited resouces. This can provide timely and accurate cost data in cosistent method and avoid human error or gap independently who is responsible for estimating. 

Service 4_
(to be released)

Before& After Models applied

Before Burden Rate development, "A" Company quoted with 15% target plant margin and got awarded.
==> After Rate development, it was identified as -2% plant margin program
==> During development phases until launch, project was controlled in detail improvement plan and roadmaps that were developed based on the key target financial metrics and finally reached 10% plant margin at the lauccn phase.
"B" Company failed in pricing upon the volume change during program development phase as failed to calculate the impact on project prfofitability in various financial metrics.
==> After having financial business case model, through simulation in the model, the company could identify the change on profitability by volume change, then could reach to get proper price and got the approval on the price change from the customer
Before Burden Rate development, "A" Company applied total burden cost portion in its P&L on both Main product group A and Product group B. Actual burden cost of B product is lower than A product . So B Product's cost was overestimated and over pricing was accordingly and Finally lost the program..
==> After Rate development, It was identified that the gap of Burden cost between Product group A and B was 6% of total manufacturing cost.