cost accounting. unit 1 cost accounting and information for decision makers
TRANSCRIPT
COST ACCOUNTING
Unit 1
Cost Accounting and Information for Decision Makers
Learning Objectives:1. Describe the way managers use accounting
information to create value in organizations.
2. Distinguish between the uses and users of cost accounting and financial accounting information.
3. Explain how cost accounting information is used for decision-making and performance evaluation in organization.
4. Identify current trends in cost accounting.
The Consept of Value Chain• We start our discussion with the concepts of value creation
and the value chain because in cost accounting our goal is to assist managers in achieving the maximum value for their organizations.
• Measuring the effects of decisions on the value of the organization is one of the fundamental services of cost accounting. As providers of information (accountants) or as the users of information (managers), we have to understand how the information can and will be used to increase value. We can then come back to questions about how to design accounting systems that accomplish this goal.
McGraw-Hill/Irwin Copyright ©2008 The McGraw-Hill Companies, Inc. All rights reserved.
Value Chain
LO1 Describe the way managers use accounting information to create value in organizations.
The Value Chain describes a set of activities that transforms raw material and resources into the
final goods and services which will be purchased by customers.
Value Chain
• In much of our discussion about cost accounting, we will be concerned with the part of the value chain that comprises the activities of a single organization (a firm, for example).
• However, an important objective of modern cost accounting is to ensure that the entire value chain is as efficient as possible. It is necessary for the firm to coordinate with vendors and suppliers and with
distributors and customers to achieve this objective.
McGraw-Hill/Irwin Copyright ©2008 The McGraw-Hill Companies, Inc. All rights reserved.
Analyzing Value Added Activities
Evaluate each Activity
Does it add value?• Value Added – the
customer perceives value has been added.
• Non Value Added – the customer does not perceive any added value.
Value Chain
ActivityValue Added
Non Value Added
R&D: Creating a new product Design: Developing and
engineering new products
Purchasing: Acquisition of goods and services for production
Production: Producing the product
Marketing: Informing customers about the product
Distribution: Delivering the product to customers
Service: Supporting customers using the product
Accounting SystemsLO2 Distinguish between the uses and users of cost
accounting and financial accounting information.
Accounting systems are designed to provide information to decision-makers.
Financial Accounting System
Provides information to external decision-makers
Cost Accounting System
Provides information toInternal decision-makers
Accounting System, continued… Financial accounting reports financial position and
income according to GAAP (Generally Accepted Accounting Principles).
Data should be comparable across firms.
Cost accounting measures, records and reports information about costs.
Data should be relevant for decisions in a particular firm.
Customers of Cost Accounting
Customers who purchase or use the commodity or service.
Managers making decisions within the firm.
Owners of the firm evaluating managers.
Managerial DecisionsLO3 Explain how cost accounting information is used for decision making and
performance evaluation in organization.
KEY QUESTION: What adds value to the firm?
Carmen’s Cookies
Should Carmen expand operations? Are the benefits greater than the
costs? What are the differential
revenues? What are the differential costs? What are the cost drivers?
Cost Benefit Analysis
Consider both costs & benefits of a proposal.
Are costs greater than the benefits?
Benefits > Costs? Expand!Benefits < Costs? Don’t Expand!
Cost Drivers
What drives cost?
Factors that cause or ‘drive’ cost.
These are estimates and require assumptions.
What are Carmen’s cost drivers?
Number of stores.
Number of cookies.
Carmen’s Cost Drivers
Cost DriverRent # of storesInsurance
Labor # of cookies Ingredients
Differential Costs
Costs that change in response to a particular course of action.
Differential costs change (differ) between actions.
Differential Revenues
Revenues that change in response to a particular course of action.
Differential revenues change (differ) between actions.
Differential Costs, Revenues, and ProfitsCarmen’s Cookies
Projected Income Statement for One Week
(1) (2) (3)
Status QuoOriginal Shop
Sales Only
AlternativeWholesale &
RetailDistribution
Difference
Sales Revenue $ 6,300 $ 8,505a $ 2,205
Costs
Food 1,800 2,700b 900
Labor 1,000 1,500b 500
Utilities 400 600b 200
Rent 1,250 1,250 -0-
Other 1,000 1,200c 200
Total Costs $ 5,450 $ 7,250 $ 1,800
Operating Profit
$ 850 $ 1,255 $ 405
(a) 35 percent higher than status quo
(b) 50 percent higher than status quo.
(c) 20 percent higher than status quo.
Budget
CARMEN’S COOKIESBudgeted Costs
For the Month Ending April 30
Materials
Flour $2,200
Eggs 4,700
Chocolate 1,900
Nuts 1,900
Other 2,200
Total Materials
$12,900
Labor:
Manager $3,000
Other 1,500
Total Labor 4,500
Utilities 1,800
Rent 5,000
Total Cookie Costs $24,200
Number of Cookies
32,000
Actual to Budget Comparisons
CARMEN’S CookiesActual vs Budgeted Costs
For the Month Ending April 30
Actual BudgetDifference(Variance)
Number of Cookies Sold
32,000 32,000 -0-
Costs:
Food
Flour $2,100 $2,200 $(100)
Eggs 5,200 4,700 500
Chocolate 2,000 1,900 100
Nuts 2,000 1,900 100
Other 2,200 2,200 -0-
Total Food $13,500 $12,900 $ 600
Actual to Budget, Continued. . .
Actual BudgetDifference(Variance)
Labor
Manager $3,000 $3,000 $ -0-
Other 1,500 1,500 -0-
Total Labor $ 4,500 $ 4,500 $ -0-
Utilities 1,800 1,800 -0-
Rent 5,000 5,000 -0-
Total Cookie Costs
$24,800 $24,200 $600
Trends in Cost Accounting
1. ABC – Activity Based Costing2. Performance Measurement3. Benchmarking4. JIT - Just In Time Inventory 5. CRM - Customer Relationship Management 6. Outsourcing 7. TQM - Total Quality Management8. COQ – Cost of Quality9. ERP - Enterprise Resource Planning.
LO4 Identify current trends in cost accounting.
ABC: Activity Based Costing
ABC assigns costs of activities needed to make a product, then sums the cost of those activities to compute the total cost of the product.
Performance Measurement
Performance Measurement indicates how well a process is
working.
Benchmarking Benchmarking methods
measure products, services, and activities against the best performance.
Benchmarking is an ongoing process resulting in continuous improvement.
JIT: Just In Time Inventory
JIT is an inventory system designed to lower the cost of maintaining excess inventory.
• Units are produced or purchased ‘just in time’ for use, keeping inventories at a minimum.
CRM Customer Relationship Management
CRM is a system that allows firms to target profitable customers by assessing customer revenues and costs. Some examples are:
• In Las Vegas, Harrah’s Entertainment provides “complimentary” services to some customers.
• In the airline industry, frequent flyers accumulate ‘points’ that can be redeemed for services.
• Many credit cards issue ‘points’ which can be traded for products or services.
Outsourcing
Outsourcing occurs when a firm’s activities are performed by another organization or individual in the supply or distribution chain. Some examples are:
• Nikon relies on UPS for distribution.• Several computer manufacturers
use Intel chips in their final products.
TQMTotal Quality ManagementTQM is a management method which focuses on excelling in all dimensions.• The emphasis is placed on quality.
• Quality is defined by the customer.
COQ – Cost of QualityCost of Quality is a system that identifies the cost of producing low quality items. Examples are:
Identifying the costs associated with producing defective units
Quantifying the cost of lost sales due to producing sub-standard products
Tracking the cost of returns due to a lack of quality
ERPEnterprise Resource ManagementInformation technology linking various systems of the enterprise into a single comprehensive information system.
Purchasing
Human Resources
Technology
Production
Finance
Marketing
Key Financial Managers in an Organization
Chief Financial Officer (CFO)
Treasurer
ControllerController
Internal Auditor
Cost Accountant
Manages the entire accounting and finance functions
Manages liquid assets
Plans and designs Plans and designs information and incentive information and incentive systemssystems
Ensures compliance with laws, regulations, and company policies and procedures
Records, measures, estimates, and analyzes costs
Unit 1