cost & management accounting prof. ranjan kumar bal utkal university
TRANSCRIPT
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COST & MANAGEMENT ACCOUNTINGCOST & MANAGEMENT ACCOUNTING
Prof. Ranjan Kumar Bal
UTKAL UNIVERSITY
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COST & MANAGEMENT ACCOUNTING COST & MANAGEMENT ACCOUNTING (COMA)(COMA)
Provides information to managers for
planning, controlling & decision making.
The controller : The Chief Management Accountant
“The Controller is compared to a ship’s navigator, with the President (CEO) being the ship’s captain.”
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ROLE OF THE ACCOUNTANTROLE OF THE ACCOUNTANT • TO MANAGE INFORMATION
• An Information Technologist
SCORE – KEEPING ATTENTION DIRECTING PROBLEM SOLVING
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CUSTOMER – DRIVEN FOCUS IN CUSTOMER – DRIVEN FOCUS IN MANAGEMENT ACCOUNTING SYSTEMMANAGEMENT ACCOUNTING SYSTEM
VISION STATEMENT OF MANAGEMENT ACCOUNTING GROUP AT JOHNSON & JOHNSON
Delight our customers. Develop alternative measurement system. Keep it simple. Utilize 20% of time on Accounting & 80% on
analysis. Be the best.
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ABILITIES & SKILLS for ABILITIES & SKILLS for Management Accountants – A SurveyManagement Accountants – A Survey
• Communication (oral, written & presentation) skills
• Ability to work on a team
• Analytical / problem-solving skills
• Solid understanding of accounting
• Understanding of how a business functions.
• Computer skills
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THE MANAGEMENT ACCOUNTANT AND THE MANAGEMENT ACCOUNTANT AND STRATEGIC DECISIONSSTRATEGIC DECISIONS
The management accountant helps to formulate strategy by answering questions such as :
• Who are our most important customers ?• How sensitive are their purchases to prices, quality,
and service ?• Who are our most important suppliers ?• What substitute products exist in the market place,
and how do they differ from our product?• Is the industry demand growing or shrinking ?• Is there overcapacity ?
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IMPORTANCE OF COMAIMPORTANCE OF COMA Helps in achieving the main objective of the
organization Identifies unprofitable activities. Improves efficiency/Facilitates cost control. Helps in planning & preparation of budgets. Helps in inventory control.
Facilitates decision making.
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COMA Vs. FINANCIAL ACCOUNTING COMA Vs. FINANCIAL ACCOUNTING SimilaritiesSimilarities
• Both are branches of Accounting.• Are concerned with systematic recording
and presentation of financial data.• Both follow same principles of Dr. and Cr.• Both have the same source of recording
transactions.• Both have the common goal of assisting the
organization they serve.•Both are complementary to each other.
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COMA Vs. FINANCIAL ACCOUNTING : COMA Vs. FINANCIAL ACCOUNTING : DifferencesDifferences
• Purpose• Periodicity of reporting• Customers served• Audit• Accounts prepared• Tax assessment• Actual and standard• Profit and Loss• Monetary and Non-monetary• Relative efficiency• Constrained by GAAP
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COST AND MANAGEMENT COST AND MANAGEMENT INFORMATION SYSTEMINFORMATION SYSTEM
COST ACCOUNTING INFORMATION SYSTEM OPERATIONAL CONTROL SYSTEM
OBJECTIVES OF CMIS: • To provide information for costing out services,
products and other objects of interest to management.• To provide information for decision making.• To provide information for planning and control.
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COST MANAGEMENTCOST MANAGEMENT• Identifies, collects, measures, classifies,
& reports information• Useful to managers in costing, planning,
controlling, & decision making.
Cost Accounting : Evolving into Cost Mgt.
• It is associated with Mgt. Accounting
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THE VALUE CHAIN OF THE BUSINESS FUNCTIONTHE VALUE CHAIN OF THE BUSINESS FUNCTION•
R&D• Design • Production • Marketing • Distribution • Customer service
Accounting helps managers:• To administer each of the business functions.• To coordinate the functions of value chain.
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ENHANCING THE VALUE OF COMA SYSTEMENHANCING THE VALUE OF COMA SYSTEM
• Customer Focus
• Value Chain & Supply Chain Analysis
• Key Success Factors –Cost & efficiency, Quality, Time, Innovation, etc.
(Distinct or Extinct)• Continuous Improvement (Kaizen) &
Benchmarking
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““We are running harder We are running harder just to stand still.”just to stand still.”
“If you’re not going forward, “If you’re not going forward, you are going backward.”you are going backward.”
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QUESTIONSQUESTIONS• “Management Accounting should not fit the
straightjacket of Financial Accounting.” Explain.
• A leading management observer stated,
“The most successful companies are those that have an obsession for their customers.”
Is this statement pertinent to management accountants? Explain.
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CHANGECHANGE
Change is the only constant in today’s world.
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MANAGEMENT AND COMAMANAGEMENT AND COMA– Provides adequate, timely and reliable information.– Helps management in managing and controlling costs.– Provides cost-benefit approach for resource allocation.
– Helps in decision making: Pricing Product-mix
Profit-volume decisions
– Helps: Formulation & execution of budgets & standards.– Helps in making special studies and investigations.
“ Without proper cost and management accounting, decision would be like taking a jump in the dark.”
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COST TERMINOLOGYCOST TERMINOLOGY• Cost : Resources sacrificed or
Amount of expenditure incurred• Costing : Process of cost accumulation &
cost assignment• Cost Object : Anything for which a measurement of
cost is desired.• Cost Accumulation : Collection of cost data in some
organized way.• Cost Assignment : Cost Tracing & Cost Allocation.• Cost Tracing : Assigning direct cost.• Cost Allocation : Assigning indirect costs.• Cost Driver : A variable that causally affects /
influences costs over a given time span
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COST CLASSIFICATIONCOST CLASSIFICATION
WHY ?
• To Achieve a Purpose / Objective
Control, Decision Making
• To Facilitate Communication / Reporting
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COST CLASSIFICATIONCOST CLASSIFICATION
Behaviour Elements Control Decision Making Functions Nature
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ELEMENTS OF COSTELEMENTS OF COST• MATERIAL : Direct Vs. Indirect
• LABOUR : Direct Vs. Indirect
• EXPENSES : Direct Vs. Indirect
Direct cost of a cost object : Traced in an economically feasible (cost effective) way.
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OVERHEADSOVERHEADS
• Manufacturing or Factory
• Office & Administration
• Selling & Distribution
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OTHER CONCEPTS OF COSTOTHER CONCEPTS OF COST• Fixed, Variable & Semi-variable• Controllable & Uncontrollable• Relevant & Irrelevant• Incremental & Decremental• Shutdown & Sunk cost• Traceable & Untraceable• Joint cost & Conversion cost
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RELATIONSHIP OF COSTSRELATIONSHIP OF COSTS
• Direct & Variable
• Direct & Fixed
• Indirect & Variable
• Indirect & Fixed
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METHODS & TECHNIQUESMETHODS & TECHNIQUES
METHODS
- Job Costing
- Process Costing
TECHNIQUES
- Marginal Vs. Absorption Costing
- Standard Vs. Historical Costing
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COST ACCOUNTINGCOST ACCOUNTINGOBJECTIVES :
• To determine product costs
• To facilitate planning & control
• To supply information for decision making
“IN GOD WE TRUST,EVERYBODY ELSE BRINGS DATA TO THE TABLE.”
INFOSYS
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COST ESTIMATIONCOST ESTIMATION• Statement of Cost : For each cost object
or cost centre.
• Different Columns : Total cost / Cost per unit / Previous period costs /
Budgeted costs / Variable & Fixed costs ……..
• Sources of Data : F.A. & C.A.
• Time Period : A month or week
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WHY A COST SHEET ?WHY A COST SHEET ?• Fixing selling price
• Submitting quotations
• Planning & control of cost
• To know relative efficiency of products
• Decision making
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STATEMENT OF COSTSTATEMENT OF COSTCOST SHEET • Prime Costs or Direct Costs DM + DL + DE = PC• Production or Works or Factory Costs PC + P. OH. = FC• Office Costs or Cost of Production* FC + O. OH. = COP• Total Cost or Cost of Sales COP + S. OH. = TC *Assumption : Office & Admn. Overheads relate to production.
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TREATMENT OF STOCKTREATMENT OF STOCK Raw Material WIP Finished Goods
Treatment of the amount realized from the sale of scraps / wastes ?
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ITEMS NOT AFFECTING COST SHEETITEMS NOT AFFECTING COST SHEET• Income Tax• Dividends to Share Holders• Interest on Loans• Capital Loss• Donations• Capital Expenditure• Discount on Shares & Debentures• Underwriting Commission• Writing off Goodwill• Commission to MD
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ESTIMATED COST SHEETESTIMATED COST SHEET• Considers all probable changes in cost
• Preparation :
- Prepare a “Cost Sheet”
- Establish relationship
- Estimate OH costs
- Prepare “Estimated Cost Sheet”
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CASECASEThe following information are obtained from the
records of AB cycles for the month of August:Direct materials : Rs. 19, 80, 000
Direct labour : 18, 00, 000 Factory overheads : 5, 80, 000
Administrative overheads : 3, 90, 000 Outputs for the month : 2,000 cycles. What price the company should quote for an
order of 100 cycles?Note: Factory overheads are absorbed on the
basis of direct labour and administrative overheads on the basis of works cost.
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THE FOLLOWING DATA RELATE TO A COMPANY: Expected sales : 50,000 units
Direct material cost : Rs. 2.50 per unit Direct labour cost : Rs. 2.00 per unit Variable Overhead : Rs.1.50 per unit
Fixed cost : Rs. 1.50 per unitSelling price : Rs.10 per unit
The firm expects to get a special export order for 10,000 units at a price of Rs. 7.25 per unit. Advise whether the export order should be accepted or not. The company has a capacity to produce 60,000 units.
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INFERENCES:INFERENCES:• An organization has different costs having
different nature.
Example: Fixed, Variable, Mixed Cost
• These costs behave differently to changes in the level of business activity.
• Understanding this relationship helps in planning, control and developing successful business strategies.
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Cost of a product / process can be ascertained by : 1. Absorption costing
2. Marginal costing
ABSORPTION COSTING Traditional or full cost method : Cost of a product = V. C. + F. C. Variable costs are directly charged to the product. Fixed costs are apportioned on suitable basis.
DISADVANTAGES: It assumes that prices are simply a function of costs. It includes past costs which may not be relevant to the
pricing decision at hand.
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MARGINAL COSTING- Direct Costing / Variable Costing
- A Technique of CostingMeaning :
Ascertainment of marginal cost by differentiating between F.C. and V.C. and of the effect on profit of changes in volume or type of output.
Cost of a product : Only VCs are considered : Product cost
FCs : Charged against the revenue of the period. FC = Period costs
Valuation of inventory at M.C.
Contribution = C = S - V = F + P Price = M.C. + Contribution
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MARGINAL COST
Economists : The cost of producing one additional unit of output is the
marginal cost of production.Include an element of FC
Accountants : MC is equal to the increase in total VC.
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SEGREGATION OF SEMI-VARIABLE COSTS
Levels of output compared to levels of expenditure Method :The variable element in semi- vc = Change in amt. of exp.
Change in activity/qnty.
High-low method (Range Method) : Similar to the previous method
Methods of least squares Y = a + bx, where
Y = Semi-VC, a = FC, b = VC, x = Production in units
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ABSORPTION COSTING Vs. MARGINAL COSTINGABSORPTION COSTING Vs. MARGINAL COSTING
1. Recovery of F.OH.• Abs. Costing : Both F. OH. and V. OH. are charged
to production• Mar. Costing : Only V. OH. is charged to production
and F.OH. transferred to P. & L. A/C.
2. Valuation of Closing Stock• Abs. Costing : WIP at works cost and F. goods at
cost of production.• Mar. Costing : WIP and F. Goods -- Only VCs are
considered.
3. Profit Vs. Opening and Closing Stock
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UTILITY OF MARGINAL COSTINGUTILITY OF MARGINAL COSTING
• Helps in determining the volume of production.
• Helps in selecting production lines.
• Helps in deciding whether to shutdown or continue.
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MARGINAL COSTING Vs. ABSORPTION COSTING
The following information relates to ABC Company for the year 2011-12:
Sales 10,000 units at Rs. 5 each; Production 15,000 units at the following costs:
Rs.Direct materials 15,000Direct labour 30,000Variable expenses 6,000
Fixed expenses 12,000Determine net profit.
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Income Statement for the year 2011-12
Marginal Absorption
costing Rs. Costing Rs.
Sales 50,000 50,000
Cost of Production:Direct materials 15,000 15,000Direct labour 30,000 30,000Variable overhead 6,000 6,000Fixed overhead _ 12,000
51,000 63,000Less Closing Stock 17,000 21,000
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Cost of goods sold 34,00042,000Contribution(50,000- 34,000) 16,000
4,000
Less Fixed Overhead 12,000
Net profit 8,000
Valuation of closing stock:Marginal costing = (5000/15,000) x 51,000
= Rs. 17,000Absorption costing = (5000/15,000) x 63,000
= Rs. 21,000Note: Difference in profit is due to the difference in
stock valuation.
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CASEFrom the following cost, production and sales data of AB Motors Ltd., prepare comparative income statement for three years under (i) Absorption costing method, and (ii) Marginal costing method. Indicate the unit cost for each year under each method. Also evaluate closing stocks. The company produces a single article for sale.
PARTICULARS YEARS 2010 2011 2012 Rs Rs. Rs.Selling price per unit 20 20 20Variable Mfg. Cost per unit 10 10 10 Total fixed manufacturing cost 5000 5000 5000 Opening stock - 500Units produced 1000 1500 2000 Units sold 1000 1000 1500 Closing stock - 500 1000
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BREAK-EVEN ANALYSISNarrow Sense :
Determination of that level of activity where total cost equals selling price.
Broad Sense : The system of analysis which determines the
probable profit at any level of activity.Refers to Cost-Volume-Profit Analysis
BEP - Represents a minimum acceptable level of operation
- Level of activity : Income equals Expenditure- No profit no loss point
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C = S - V = F + P
At BEP, P = 0; Thus, C = F
Or, Units at BEP x Contribution per unit = F
Or, BEP(units) = F / Contribution per unit
BEP (sales) = (F / Cont. per unit) x S.P. per unit
= (F/C) x S = F/c/s = F / p/v ratio
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Contribution Margin Ratio = P/V ratio =
Contribution / Sales = C / S = Change in Profit / Change in Sales
MOS = Total Sales – BEP
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BREAKEVEN ANALYSIS FOR BREAKEVEN ANALYSIS FOR MULTIPLE PRODUCTSMULTIPLE PRODUCTS
A multi products Company has a sales ratio of 2: 3: 5 for models X, Y and Z respectively.
Total fixed cost for the year are Rs. 2,00,000. The other information are as follows:
Model X Model Y Model Z Sales Price Rs. 50 Rs. 25 Rs. 10 Variable Costs Rs. 30 Rs. 15 Rs. 8 Contribution Margin Rs. 20 Rs. 10 Rs. 2
WHAT IS IT’S BEP ?
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BREAKEVEN ANALYSIS FOR MULTIPLE PRODUCTSBREAKEVEN ANALYSIS FOR MULTIPLE PRODUCTSA market basket approach is used to compute the breakeven
point in units.The average market basket is based on the sales ratio and
consists of 10 units with a total contribution of Rs. 80 = { (2 x Rs. 20) + (3 x Rs.10) + (5 x Rs.2) }
BEP in market baskets = FC / Contribution of one baskets = Rs.200,000 / Rs.80 = 2,500
baskets.
To fill 2,500 baskets : The following units for each model.• Model X : 5000 units ( 2,500 x 2)• Model Y : 7500 units (2,500 x 3)• Model Z : 12500 units (2,500 x 5)
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COST –VOLUME – PROFIT ANALYSISCOST –VOLUME – PROFIT ANALYSIS• Examines the behaviour of total revenues, total
costs and operating income :
As changes occur in the output level, the selling price, the variable cost per unit, and / or the fixed costs of a product.
– One of the decision models– One aspect of CVP Analysis : BEP Analysis– A useful technique for planning profits
(budgeting), pricing decisions, sales-mix decisions and production capacity decisions.
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CVP Analysis evaluates the effects of:CVP Analysis evaluates the effects of:
Price changes on Net Profit (NP) Volume changes on NP Price and volume changes on NP Changes in VC on NP Changes in FC on NP All four factors, viz., price, volume,
VC and FC on NP.
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Sensitivity Analysis & Uncertainty Sensitivity Analysis & Uncertainty • A “what-if” technique
• Analyze the sensitivity of their decisions to changes in underlying assumptions.
• Managers use this technique to examine - How a result will change : If the original predicted data are not achieved or
if an underlying assumption changes.
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C-V-P ANALYSISC-V-P ANALYSIS
INCOME TAX
I.T. : No effect on BEP
S – VC – FC = Op. Income
=Target Net Income / (1-T)
Desired Sales in Units = ?
Desired Sales in Rupees = ?
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DO-ALL SOFTWAREDO-ALL SOFTWARE
• SP = Rs.2,000 per unit• VC = Rs.1,200 per unit• FC = Rs.20,000The organisation anticipates selling 40 units.
1. Decision to AdvertiseProposed Advertisement = Rs.5,000Effect : Increase in Sales by 10%DECISION ?
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2. Decision to reduce S.P.
Proposal : Reduce SP to Rs.1,750
Effect : Increase in Sales by 10 units
Purchase from Whole-seller
at Rs.1,150 per unit.
DECISION ?
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RELEVANT COSTS & REVENUESRELEVANT COSTS & REVENUES• Expected future costs• Expected future revenues• Differ among the alternative courses of action
Insourcing or Outsourcing products or services.Accepting or Rejecting special order.Shutdown or Continue.
Qualitative & Quantitative Relevant Information
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COST ALLOCATION / APPORTIONMENTCOST ALLOCATION / APPORTIONMENT
An inescapable problem in every organization.
• How should the costs of service departments be allocated among production departments ?
• How should the manufacturing overhead be allocated to individual products in a multi-product company ?
The answers are seldom clearly right or clearly wrong.
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PURPOSES OF COST ALLOCATIONPURPOSES OF COST ALLOCATION To provide information for economic decision :
Pricing decisions; Make or buy decisions. To motivate managers and employees :
To push high margin products or services To justify costs or compute reimbursement :
Reimbursement for a consulting firm that is paid a percentage of the cost savings
To measure incomes and assets for external reporting : - valuation of inventory
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SURVEY OF COMPANY PRACTICESURVEY OF COMPANY PRACTICEWhy allocate corporate and other support costs to Why allocate corporate and other support costs to
divisions and departments ?divisions and departments ?
U. S. A.• To remind profit-center managers that indirect costs exist and that profit-center earnings must be adequate to cover those costs.• To encourage use of central services.• To stimulate profit-center managers to control service costs
U. K.• To acknowledge that divisions would incur such costs if they were not provided centrally.• To make division managers aware that central costs exist.• To stimulate divisional managers to put pressure on central
support managers to control costs.• To stimulate divisional managers to economize in usage of central services.
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CRITERIA FOR COST ALLOCATION DECISIONCRITERIA FOR COST ALLOCATION DECISION
• CAUSE AND EFFECT:
Rent- Floor area occupied
• BENEFITS RECEIVED:
• FAIRNESS OR EQUITY:
Government contracting
• ABILITY TO BEAR:
Corporate executives salaries on the basis of divisional operating income.
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COST POOL POSSIBLE ALLOCATION BASECOST POOL POSSIBLE ALLOCATION BASE
• Corporate executive Sales; Assets employed; salaries : Operating income
• Legal Department : Estimated time or usage;
Sales; Assets• Marketing Department : Sales; No. of sales
personnel• Payroll Department : No. of employees;
Payroll Rupees• Personnel Department : No. of employees;
Payroll Rupees
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ACCOUNTING AND CONTROL OF OH COSTSACCOUNTING AND CONTROL OF OH COSTS
Classification Codification Collection Allocation and apportionment to cost centers
Absorption in costs of products, services etc.
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WHY TO CLASSIFY?WHY TO CLASSIFY?• Effective cost control : Flexible Budgets
Absorption of cost
• Decision Making : CVP Analysis
• CODIFICATION• Numeral method : Numbers• Mnemonic Method :
Symbols / Letters• Mixed
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COLLECTION OF MANUFACTURING OHsCOLLECTION OF MANUFACTURING OHs
• Material Issue Analysis Sheet / Material Abstract
• Wages Analysis Sheet• Cash Book• Subsidiary Records
Plant Register : Depreciation Asset Register : Depreciation Journal : Outstanding expenses
•
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DISTRIBUTION OF OVERHEAD COSTSDISTRIBUTION OF OVERHEAD COSTS• Primary Distribution:
Departmentalization of overhead to Production and service departments.• Secondary Distribution:
Re-distribution of service departments costs among production departments. Re-apportionment
• Final Distribution: Absorption Overhead costs of production departments are distributed among the units produced.
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““CHALLENGE YOUR CURRENT CHALLENGE YOUR CURRENT PRACTICES AND ENHANCE PRACTICES AND ENHANCE
YOUR HORIZON”YOUR HORIZON”IIMBIIMB
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ACTIVITY BASED COSTINGACTIVITY BASED COSTING
REFINING A COSTING SYSTEM: WHY?
• Intense competition
• Advances in IT
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ABC systemABC system
Calculates the costs of individual activities:
Assign costs to cost objects such as products and services
On the basis of the activities needed to produce each product or service.
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A SIMPLE COSTING SYSTEM:A SIMPLE COSTING SYSTEM:• A single indirect cost rate to
allocate cost to products• Weak cause-and-effect relationship
• Cost Smoothing : Under-costing & Over-costing
• Product cost cross-subsidization
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ABC : BENEFITSABC : BENEFITS
• Obtaining true product cost
• Cost Management
• Better decision making
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PROCESS : ABCPROCESS : ABC
• Direct cost tracing
• Indirect-cost pools
• Cost-allocation bases
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IMPLEMENTING ABC: StepsIMPLEMENTING ABC: Steps• Identify the Products : Cost Objects• Identify Direct Cost of the products• Select the Cost Allocation Bases : For allocating
indirect costs to the products• Identify the Indirect Costs : Associated with each
cost-allocation base.• Compute the Rate per unit of each cost- allocation
base : Used to allocate indirect costs to the products• Compute the Total Indirect Costs allocated to the
products• Compute the Total Costs of the products : Adding
all direct and indirect costs assigned to the product
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PLASTIM CORPORATIONPLASTIM CORPORATION• Manufactures lenses for the rear lamps
(tail lights) of automobiles• Contract with G Motors : To supply
– CL5, a complex lens ($137 per lens)– S3, a simple lens ($63 per lens)
• Operating at full capacity & incurs very low marketing costs.
• Minimal customer-service costs.• Business Environment : Very competitive with
respect to S3.
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Process : Plastim CorporationProcess : Plastim Corporation• Design products and processes
• Manufacturing operations
• Shipping and distribution
G. Motor’s purchasing manager :
A new competitor offering to supply the S3 lens at a price of $53.
Plastim’s management is worried.
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Options for Plastim:Options for Plastim:
Lower its selling price. Give up G. Motor’s business. Reduce cost.
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Existing Costing SystemExisting Costing System 60,000 15,000S3 CL5
Total($) Per Unit($) Total($) Per
Unit($)Direct Material 1125,000 18.75 675,000 45.00Direct labour 600,000 10.00 195,000 13.00Total Direct Cost 1725,000 28.75 870,000 58.00Indirect costAllocated 1800,000 30.00 585,000 39.00Total Cost 3525,000 58.75 1455,000 97.00
Actual indirect Actual total cost in indirect cost pool cost rate =
Actual total quantity of cost allocation base= 2385,000 / 39750(Labour Hours)= $60 per Labour hour
S3 : Uses 30,000 labour hours = $1800,000CL5 : Uses 9,750 labour hours = $585,000
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Possible Reasons :Possible Reasons :• Plastims technology and process
are inefficient in manufacturing and distributing S3 lens.
• Ineffective cost management.
• Is costing system over-costing the S3 lens ?
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SEVEN ACTIVITIES OF PLASTIMSEVEN ACTIVITIES OF PLASTIM Design products and processes : $ 450,000 Set up of molding machines : $ 300,000 Manufacturing operations : $ 637,500 Cleaning and Maintenance : $ 270,000 Shipment set up : $ 81,000 Distribution : $ 391,500 Administration : $ 255,000
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Guidelines for refining the costing system :Guidelines for refining the costing system :
• Direct Cost Tracing To identify some costs or cost pools that can be reclassified as direct costs instead of indirect costs (improves cost accuracy) Example: Cleaning and maintenance activity
• Indirect Cost Pools To create smaller cost pools linked to the different activities:Plastim : Subdivides- One direct activity cost pool & Six indirect activity cost pool
• Cost Allocation Bases A measure of activity performed serves as the cost allocation base for each activity-cost pool
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Activity – Cost Rates for Indirect–Cost poolsActivity – Cost Rates for Indirect–Cost poolsActivity Total Cost-allocation OH allocation
Cost Base RateDesign $ 450,000 100 parts- $ 500 per part-
square feet square footSetups of $ 300,000 2000 $ 150 per setup-Molding Setup-hours hourMachinesManufacturing $ 637,500 12,750operations Molding $ 50 per molding machine hours machine-hourShipment $ 81,000 200 $ 405 per
shipmentSetup
Distribution $ 391,500 67,500 $ 5.80 per cubic
Cubic feet foot shippedAdministration $ 255,000 39,750 $ 6.4151 per
Direct manuf.Direct manuf.
Labour hours labour –hour
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Product Cost using ABCProduct Cost using ABC S3(60000)
CL5(15,000)
Total($) Per unit($) Total($) Per unit
Direct Costs :Direct Materials1125,000 18.75 675,000 45.00
Direct Labour 600,000 10.00 195,000 13.00
Direct Mold Cleaning120,000 2.00 150,000 10.00
Total Direct Costs1,845,000 30.75 1,020,000 68.00
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Indirect Costs :Design activity costs: S3, 30 parts-sq.ft.*$4,500 135,000 2.25CL5, 70 parts-sq.ft.*$4,500 315,000 21.0Setup activity costs:S3, 500 setup-hours*$150 75,000 1.25CL5, 1,500 setuphours*$150 225,000 15.00Manufacturing operationsActivity costs:S3,9,000 mouldingMachine hours*$50 450,000 7.50CL5,3,750 mouldingMachine hours* $50 187,500 12.50
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Shipping setup activity:S3, 100 shipments*$405 40,500 0.67CL5, 100 shipments*$405 40,500 2.70 Distribution activity:S3,45,000 cubic feet Shipped*$5.80 261,000 4.35CL5, 22,500 cubicfeet shipped*$5.80 130,500 8.70Administration activity:S3,30,000 dir. Manuf. Labour-hours*$6.4151 192,453 3.21CL5,9,750 Dir. Manu. Labor-hours*$6.4151 62,547 4.17Total indirect costs: 1,153,953 19.23 961,04 64.07
Total Costs $ 2,998,953 $49.98 $1,981,047 $132.07
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WHO SAID THESE WORDS ?WHO SAID THESE WORDS ?• A manager’s job is to pursue the
interests of society.• Customer is the only valid reason for
the existence of a business.• Entrepreneurship and innovation are
not inborn characteristics.• Management is neither an art nor
a science, but a practice.
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PETER F. DRUCKERPETER F. DRUCKER• Father of Modern Management.• The most enduring Management Thinker of our
Time : Business Week• Born in Austria:1909; Died in Los Angeles:2005• Studied Law in Germany at Hamburg University• Received Ph.D. from Frankfurt University in
International Law.• Moved to London & Taught Economics.• Married Doris & Moved to America as a
Correspondent for several British Newspapers.• Professor of Management at New York
University.
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““Without proper cost and Without proper cost and management accounting, management accounting,
decision would be like decision would be like taking a jump in the dark.”taking a jump in the dark.”
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COST ACCOUNTING SYSTEMCOST ACCOUNTING SYSTEM• Determines per unit cost.• Helps management in planning and
controlling costs.• Provides information for decision making• Used to develop timely information about:
- Cost of producing specific products. - Cost of performing specific functions /
services.
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CASCAS
Most widely used in manufacturing companies Also used in services sector:
– Banks– Accounting firms– IT sector– Govt. agencies
US congress has passed legislation requiring hospitals to measure and report the average unit cost of their “product”.
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Why to find unit cost?Why to find unit cost?• Basis for inventory valuation.
• Measurement of cost of goods sold.
• Useful in fixing selling prices.
• Deciding : Products to manufacture.
• Evaluating the efficiency of operations
• Controlling costs.
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DESIGNING COSTING SYSTEMDESIGNING COSTING SYSTEM
• Cost-benefit Approach• Tailored to fit the operations/functions• Facilitate decision making
Costing System : Only one source of information for Managers – combine non-cost information & non-financial performance measures
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BUILDING-BLOCK CONCEPTSBUILDING-BLOCK CONCEPTS
• Cost Object
• Direct Costs of a Cost Object
• Indirect Costs of a Cost Object Cost Tracing Cost Allocation
Cost Pool & Cost Allocation Base
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CASCAS• DELL COMPUTER
• WIPRO
Will they have same CAS ?
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Two basic types of CA system:Two basic types of CA system:
Two extremes of product costing :
• JOB ORDER COST SYSTEM
• PROCESS COST SYSTEM
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JOB ORDER COST SYSTEMJOB ORDER COST SYSTEM
Used by companies:• Producing “one-of-a-kind” products• Tailor products to the specifications
of individual customers
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APPLICATIONSAPPLICATIONS Ship / Aircraft Building, Printing, Defense Contractors, Hospitals, Motion Picture Studios, Furniture Makers, Accounting Firms, Advertising Industries, Consultancy Firms, Construction Firms.
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JOBJOB• Represents the goods manufactured at
one time to fill a particular order
• Unique Feature : Cost are accumulated separately for each job.
JOB COST SHEET : JOB-COST RECORD
Heart of JOCS
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JOB COSTINGJOB COSTING• A method of ascertaining cost.• Also known as “Specific Order Costing” .• Production : Always against customers orders
and not for stock. • Each Job : Different characteristics and needs special
treatment. • Each job undertaken : A cost unit or cost object.• A separate job cost sheet : To ascertain
profit or loss for each job .• No uniformity in the flow of production from one
department to another in respect of jobs.
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GENERAL APPROACH TO J.C.GENERAL APPROACH TO J.C.• Identify the Job : Cost Object• Identify the Direct Costs of the Job• Select Cost-Allocation Bases• Identify the Indirect Costs• Compute the Rate per Unit of Base• Compute the Indirect Costs allocated• Compute Total Cost of the Job
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ACTUAL COSTING Vs. NORMAL COSTINGACTUAL COSTING Vs. NORMAL COSTING
Direct Cost : Actual Rates Actual Rates
Indirect Cost : Actual Rates Budgeted Rates
Both Methods Use : Actual Quantities of Inputs for
Tracing Direct costs Actual Quantities of Allocation Bases
for Allocating Indirect Costs
Some organizations use budgeted rates to assign both direct costs & indirect costs, to jobs.
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JOB COST SHEETJOB COST SHEETJob Number ---------- Product --------------Date Started -------------Date Completed --------------Number of units ------------
DIRECT MATERIALDate Requisition Number Quantity Unit Price Cost
DIRECT LABOURDate Time Card Number Hours Rate Cost
MANUFACTURING OVERHEADDate Activity Base Application Rate Cost
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COST SUMMARYCOST SUMMARYCost Item Total Cost Unit
Cost
Total Direct Material used
Total Direct Labour
Manufacturing Overhead applied
Cost of Finished Goods manufactured
“Job costing is a compromise between actual costing and standard costing.”
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ACCOUNTINGACCOUNTING : Job Costing : Job CostingACCOUNTING FOR DIRECT MATERIALS
End of each week or month : Summary entryWIP Inventory Rs. 50,000
Materials Inventory Rs. 50,000ACCOUNTING FOR DIRECT LABOUR
End of each month or week WIP Inventory Rs.20,000
Direct labour Rs. 20,000ACCOUNTING FOR ‘OH’ COSTS
End of each week or month:WIP Inventory Rs. 10,000
Manufacturing overhead Rs. 10,000ACCOUNTING FOR COMPLETED JOB
Finished goods Inventory Rs. 80,000 WIP Inventory Rs. 80,000
ABC Furniture (S. Drs.) Rs. 100,000 Sales Rs 1,00,000
Cost of goods sold Rs 80,000 Finished goods Inventory Rs. 80,000
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CONTRACT COSTINGCONTRACT COSTING One type of specific order costing Used in civil engineering works Each contract : Separate accounts for each
contract
AS – 7 : Construction ContractsFixed Price ContractsCost Plus Contracts
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COSTSCOSTS– Materials– Labour– Direct Expenses– Indirect Expenses– Plant and machinery :
Depreciation
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WIP : Presented in the Balance SheetWIP : Presented in the Balance Sheet
Balance Sheet as at…..Assets Amount
Work in progress :• Value of work certified• Cost of work uncertifiedLess Reserve for unrealized profit Less Amount Received from contractee
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Profit on Incomplete Contracts:Profit on Incomplete Contracts:• Work Completed : Less than 1/4th : No profit
• Work Certified : More than 1/4th but less than half :Profit = 1/3 x Notional Profit x (Cash Received / Work
Certified)
• Work Certified : Half or more than half :Profit = 2/3 x Notional Profit x (Cash Received / Work
Certified)
• Contract is almost complete :Profit = Estimated Profit x (Work Certified / Contract Price) or, Estimated Profit x (Cash Received / Contract Price)
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PHARMACEUTICAL INDUSTRYPHARMACEUTICAL INDUSTRY
• Multi-Products• Production in batches• Identical products in a batch
Use Process Costing
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PROCESS COSTINGPROCESS COSTING
• A method of costing
• Costing of process : Converting raw materials into finished products.
• Find Out : Cost of operating each process.
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APPLICATIONSAPPLICATIONS• Manufacturing Industries : Iron and
Steel, Cement, Textiles, Soap Making, Biscuits, Food Products
• Mining Industries : Oil, Coal
• Chemical Industries : Drugs & Medicines
• Public Utility Services : Electricity, Water Supply
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CHARACTERISTICS : Process CostingCHARACTERISTICS : Process Costing• Production : Continuous • Products : Processed in one or more processes.• Products: Homogeneous, Identical and Standardized.• The Finished Product of one process : Raw Material of
the next process.
• Costs : Collected process-wise.• Unavoidable wastage : Generally arises at different
stages.• Different products with or without by-products :
Simultaneously produced.
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JOB COSTING VS. PROCESS COSTINGJOB COSTING VS. PROCESS COSTING Job costing: Production is by specific orders.
Process costing: Products are homogeneous. Costs are determined by jobs or batches.
Costs are complied on time basis. Each job is separate and independent.
Products lose their identity : continuous flow. There may or may not be any WIP.
There is WIP as production is continuous. There is normally no transfers from one job to another.
Products move from one process to another. Control is difficult. More managerial attention is required.
Proper control is comparatively easier. Unit cost of a job is calculated.
Unit cost of a process is calculated.
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AUSTRALIA : COSTING SYSTEMAUSTRALIA : COSTING SYSTEMTextiles
%
Chemicals %
Refining
%
Printing
%
Process 91 75 100 20
Job 18 25 25 73
Other 12 13
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Normal Loss• Inherent in the processing operation; Unavoidable.• Cost of Normal Loss : Absorbed by good units
produced.
Abnormal Loss Caused by unexpected or abnormal conditions viz.,
carelessness, accident, bad plant design
• Value of Abnormal Loss=( Normal cost of Normal output / Normal output) x
Units of Abnormal Loss
Abnormal Gain Actual Loss < Expected
• Calculation : Similar to Abnormal Loss.
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Joint Products or Co-products• Represent two or more products, • Separated in the course of the same processing
operation, • Usually requiring further processing.
Example : Oil Industry: Gasoline, Fuel Oil, Lubricants, Kerosene.
By- product• Recovered from materials discarded in a main process
or from the production of some major products.
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WHY ALLOCATE JOINT COSTS?WHY ALLOCATE JOINT COSTS?
• Computation of cost of goods sold,
• Cost reimbursement under contracts,
• Insurance-settlement computations.
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APPROACHES FOR ALLOCATING APPROACHES FOR ALLOCATING JOINT COSTSJOINT COSTS
• Using market based data : Revenue
• Using physical measures : Weight
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INTER PROCESS PROFITINTER PROCESS PROFITOut put of one process is transferred to a
subsequent process at a price. WHY ? • To show cost of production in relation to
the market price.• To make each process stand on its own
efficiency and economies.• To induce competition amongst different
processes : Leads to cost control.
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BALANCE SHEET: ADJUSTMENTSBALANCE SHEET: ADJUSTMENTS
• Adjust : The closing balance of inventories as it includes unearned profit.
• Create : A provision to reduce the stock to actual cost price.
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EQUIVALENT FULL UNITS OR EQUIVALENT FULL UNITS OR EQUIVALENT PRODUCTIONEQUIVALENT PRODUCTION
• EP : Production of a process in terms of completed units
• WIP : Creates problem to find out cost per unit.
• To overcome this problem : Express the partially completed units in equivalent full units of completed product.
• Material Cost per unit = Total cost of direct materials used / Equivalent full units produced
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Work done by a Manufacturing Department :Work done by a Manufacturing Department :
• Completing opening WIP units.
• Working on units started and completed.
• Working on closing WIP units.
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STATEMENT OF EQUIVALENT PRODUCTIONSTATEMENT OF EQUIVALENT PRODUCTION Units Portion Equivalent
completed full in July units
Opening WIP :(60% completed in June) 5,000 40% 2,000
Unit s started & Completed : 37,000 100% 37,000
Total units completed : 42,000
Closing WIP :(25% completed) 4,000 ` 25% 1,000
Total Equivalent Units : 40,000
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STATEMENT OF EQUIVALENT PRODUCTIONSTATEMENT OF EQUIVALENT PRODUCTION
• Estimate : The percentage of completion of opening WIP• State : Opening WIP in equivalent completed units
( Apply the % work required to complete)• Units completed during the period :
Units representing opening WIPUnits introduced and completed
• Closing WIP : State in equivalent completed units(apply the % work done)
• Normal Loss : Not taken for calculation of EP• Abnormal Loss & Abnormal Gain : Treated like “units
finished and transferred to next process”.
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HMTHMT Five Divisions : Machine Tools; Tractors; Industrial Machinery; Engineering and Components; Consumer Products .
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SEGMENT PERFORMANCE ANALYSISSEGMENT PERFORMANCE ANALYSISAS- 17 : SEGMENT Business Segment Geographical Segment
Segment : A distinguishable component of an organization:• Engaged in providing products and services• Subject to risks and returns that different from
other segments.
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SEGMENT / DIVISIONSEGMENT / DIVISION• A sub-unit • Headed by a man fully responsible
for its operation.• A Responsibility Center • A Decision Unit
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WHY DIVISIONALIZATION?WHY DIVISIONALIZATION?
• Decentralization
• Measurement & evaluation of performance
• Training ground for top mgt. personnel
• Planning and allocation of resources.
• Controlling operations
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RESPONSIBILITY ACCOUNTINGRESPONSIBILITY ACCOUNTING
--A Control Device“R. A. collects and reports planned and actual accounting information about the input and output of responsibility centers.”
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Process of R.A.Process of R.A.• Identify : Responsibility Centers (Decision Units).
• Define : Extent of Responsibility for each R.C.
• Specify : Controllable and Uncontrollable Activities at Various Levels of
Responsibility.
• Accounting system: To Accumulate Information of R. C.
• Prepare : Performance Reports.
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Why responsibility Centers?Why responsibility Centers? Defines the corporate objectives and goals of R.C. Determines the contribution of a R. C. Provides a basis for evaluation. Motivates the managers. Provides a system of closer control. Helps “Management by exception”. Facilitates decentralization. Sets realistic plans and budgets for R.C.. Creates a sense of cost consciousness.
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Requirements of effective R. A.Requirements of effective R. A.
• A sound organization structure.
• Dividing the organization into RCs.
• Accurate and acceptable budgets.
• Top management support.
• Healthy organizational environment
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COST CENTRE• Manager : Accountable only for costs incurred.• Output of cost center : Not measured in monetary
terms.• Evaluation : Actual cost vs. Budgeted cost• Employed in : Legal Dept, Accounting Dept, Public
Relation Dept, HR Dept.
REVENUE CENTRE• Manager : Accountable for revenues only.• Evaluation : Actual Revenue Vs. Budgeted Revenue• Employed in : Sales Dept., Product Centre.
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PROFIT CENTRE• Manager : Held responsible for both costs (inputs)
and revenues (outputs), i.e., profits• Inputs & outputs :Capable of financial measurement.• Measures effectiveness and efficiency and motivates
managers.• Employed in: Production Dept., production centers.
INVESTMENT CENTRE• Manager : Responsible for costs, revenues &
investment in assets used.• Evaluation : By profit and ROI• A measure of overall performance, and facilitates
comparison.
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RESPONSIBILITY & CONTROLLABILITYRESPONSIBILITY & CONTROLLABILITY• Controllability : Degree of influence that a
specific manager has over costs, revenues, & related items for which he or she is responsible.
• Manager should avoid over-emphasizing controllability & fixing blames.
• R.A. is more far-reaching : Emphasis on human aspects
• R.A. focuses on information, knowledge & behaviour, not on control.
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ASSIGNING REVENUE & COSTS ASSIGNING REVENUE & COSTS TO SEGMENTSTO SEGMENTS
REVENUE :• Assigning revenue : Electronic Cash Register
COSTS : Two Approaches• Classify costs : Fixed & Variable
Contribution Margin Approach• Charge each segment :
Traceable V.C. & Traceable F.C.Absorption Costing Approach
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MEASUREMENT OF PERFORMANCEMEASUREMENT OF PERFORMANCE
ROI Approach : Popular Approach
Accounting Rate of Return
• Pioneer : Du Pont Co.
• Return on Sales x Investment Turnover
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RI Approach :RI Approach :• Pioneer : General Electric Co.• RI = Income – Minimum Return
on Investment
EVA : A specific type of RI
= After-tax operating income – Weighted average cost of
capital (Total Assets – Current Liability)
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Return on SalesReturn on Sales• Income to Revenue (or Sales) Ratio
• A component of ROI
COMPARING PERFORMANCE MEASURES : ROI RI EVA ROS
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DESIGNING ACCOUNTING-BASED DESIGNING ACCOUNTING-BASED PERFORMANCE MEASURE(PM)PERFORMANCE MEASURE(PM)
• Choose PM that align with Top Mgt.’s
Financial Goals.
• Choose the Time Horizon of each PM
• Choose Definition of components in each PM
• Choose a Measurement Alternative for each PM
• Choose a Target Level Performance
• Choose the Timing of Feedback.
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FINANCIAL PERFORMANCE FINANCIAL PERFORMANCE MEASURES – A SurveyMEASURES – A Survey
COMPANY COUNTRY PM
Ford Motors US Income, ROS, ROI
Guinness UK Income, RI, EVA
Krones Germany Revenues, Income
Mayne Nickless Australia ROI, ROS
Mitsui Japan Revenues, Income
Pirelli Italy Income, Cash-flow
Swedish Match Sweden ROI
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SIX SIGMASIX SIGMA• Pioneer: Motorola• A Management Philosophy• Setting extremely high objectives• Collecting data• Analysing results• Reduce defects in products &
services
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STANDARD COSTING AND STANDARD COSTING AND VARIANCE ANALYSISVARIANCE ANALYSIS
Objective : Cost Control
Accounting system :
Historical Costing
Standard Costing
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StandardStandard A measure of desired
performance. A predetermined criterion for evaluating the actual performance
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WHY STANDARDS ?WHY STANDARDS ?• Cost Control
• Pricing Decision
• Performance Appraisal
• Cost Awareness• Management by Objective
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TYPES OF STANDARDSTYPES OF STANDARDS
Ideal standards Expected standards Current standards Basic standards
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PROCESS OF DEVELOPING PROCESS OF DEVELOPING STANDARDSSTANDARDS
Varies from company to company :
• The standard committee
• Technical input
• Past experience
• Other inputs
• Coordination
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Standard CostingStandard Costing• A control device
• Not a separate method of product costing
• Used with any method of product costing : Job or Process Costing
• Generally used in manufacturing concerns
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Standard Costing involvesStandard Costing involves : :• Ascertainment of standard cost
• Measurement of actual cost
• Comparison
• Analysis of variance and taking appropriate action where desired
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VARIANCESVARIANCESFavourable Variance & Unfavourable Variance
Controllable Variance & Uncontrollable Variance
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Variances:Variances: Sales Variances Cost Variances
Cost Variances: • Direct material cost variances• Direct labour cost variances• Overhead cost variances
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DIRECT MATERIAL COST VARIANCESDIRECT MATERIAL COST VARIANCES1. Material Cost variance = Standard cost for actual output -
Actual cost of material used = Qs. Ps – Qa. Pa
2. Mat. Price var. = Qa (Ps – Pa)3. Mat. Quantity var. = Ps (Qs – Qa) = Usage Variance
= Efficiency Variance4. Mat. Mix var. = Ps (Smqa – Qa) = Standard Price (Revised
standard mix – Actual mix)5. Mat. Yield var. = Ps (Qs – Smqa) = Sub-usage variance = (Actual yield – Standard yield) x Standard
cost per unit of output1 = 2 + 3, 3 = 4 + 5Note : Qs = Standard Quantity; Qa = Actual Quantity;
Ps = Standard Price; Pa = Actual Price; Smqa = Standard Mix in Actual Quantity.
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DIRECT LABOUR COST VARIANCEDIRECT LABOUR COST VARIANCE1. Labour Cost var. = Standard cost of labour for actual
output – Actual cost of labour
= Hs.Rs – Ha.Ra
2. Labour Rate of Pay var. = Ha (Rs – Ra)
3. Labour Efficiency var.= Rs (Hs – Ha)
4. L. Mix or Gang Composition var.= Rs (Smha –Ha)
5. L. Net Efficiency var. = Rs (Hs – Smha)
6. Idle Time var.= No. of Hours Lost (Abnormal) x Rs
1 = 2 + 3, 3 = 4 + 5 + 6Note : Ha = Actual hours worked
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VARIABLE OVERHEAD VARIANCESVARIABLE OVERHEAD VARIANCES
Variable Overhead Cost Variance = St. V. OH – Ac. V. OH = AO . SRO – AO . ARO
= SH . SVRH – AH . AVRHVariable Overhead Spending Variance
= AH(SVRH – AVRH)Variable OH Efficiency Variance
= SVRH(SH – AH)
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FIXED OVERHEAD VARIANCESFIXED OVERHEAD VARIANCES• Fixed Overhead Cost Variance = Standard Cost – Actual Cost = AO . SRO – AO . ARO
= SH . SFRH – AH . AFRH
• Fixed Overhead Expenditure Var. = Budgeted Cost – Actual Cost
= BO . SRO – AO . ARO = BH.SFRH - AH.AFRH
• Fixed Overhead Volume Variance = Standard Cost – Budgeted Cost = AO . SRO – BO . SRO = SRO (AO – BO) =SFRH (SH – BH)
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SALES VARIANCESSALES VARIANCES• Sales Value Var. = Actual Value of Sales
– Budgeted Value of Sales
• Sales Price Var. = Act. Quantity sold (AP – SP)
• Sales Volume Var. = SP(AQ – BQ)
• Sales Mix Var. = SP(AQ- Smqa)
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POSSIBLE CAUSES OF COST VARIANCESPOSSIBLE CAUSES OF COST VARIANCES• Mat. Price Var. : Changes in actual price, Failure to
purchase anticipated quantity, Not taking cash discounts, Changes in freight cost
• Mat. Quantity Var. : Poor material handling, Inefficient machine operator, Pilferage, Waste, Labour Turnover.
• Lab. Efficiency Var. : Defective machine and equipment, Poor supervision, Inexperienced employee, Insufficient training, Poor working condition
• OH Volume Var. : Failure to use normal capacity, Lack of sales order, Machine break down, Defective materials, Labour troubles, Power failure
• OH Expenditure/Efficiency Var. = Same cause as Labour Efficiency Variance.
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RESPONSIBILITY FOR COST VARIANCESRESPONSIBILITY FOR COST VARIANCESVariance Persons Responsible
• Mat. Price Variance : Purchase Agent or Purchase Manager
• Mat. Quantity Variance : Plant Supt. , Dept. Supervisors, Machine Operators, Quality Control Dept.
• Labour Rate of Pay Variance : Personnel Manager, Dept. Supervisors, Plant
Superintendent• Labour Efficiency Variance : Plant Superintendent• OH Expenditure Variance : Variable portion : Foremen or
Supervisor; Fixed portion: Top Mgt.
• OH Volume Variance : Top Mgt.
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Few businesses plan to fail, Few businesses plan to fail, but many of those that flop,but many of those that flop,
failed to plan.failed to plan.
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BUDGETARY CONTROLBUDGETARY CONTROL BUDGETS AND PERFORMANCE REPORTS
MANAGER FeedbackManagers plan &act using budgets
PERFORMANCEOPERATING PROCESSManagers evaluate usinga report that comparesactual results with budgets
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STRATEGY AND PLANSSTRATEGY AND PLANS
LONG-RUN PLANNING LONG-RUN
BUDGETS
• STRATEGY
SHORT-RUN PLANNING SHORT-RUN
BUDGETS
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BudgetBudget “A financial and / or quantitative statement
prepared and approved prior to a
defined period of time , of the
policy to be pursued during that period for the purpose of attaining a given objective.”
• Planning for the future activities
• Survey of past events, present happenings and the future things.
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BUDGET Vs. STANDARDBUDGET Vs. STANDARD• Standard : A carefully determined price,
cost or quantity
• Budget : A broader term
• Budgeted Costs : Need not be based on standard
• Standard = Budget : When standards are used to obtain budgeted inputs or outputs
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Features of a budget:Features of a budget:• Comprehensive and coordinated
plan of action based on the objectives of the organization.
• Plan for the operations and resources
• For a specified future period
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Budgetary Control System:WHY?Budgetary Control System:WHY?
• A tool for strategic planning & control• Ensures economy in workings• Promotes co-ordination &
communication among subunits• Management by exception• Optimum utilization of resources• Continuous review of performance• Motivates managers & employees
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BUDGETING PROCEDUREBUDGETING PROCEDUREVaries widely from company to company.
Common steps:• Obtaining estimates from each sub-unit
or division or department.• Co-coordinating estimates.• Communicating the budget to
responsible managers.• Implementing the budget plan.• Reporting interim progress: Performance
Report
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Pre-requisite for Introduction of Pre-requisite for Introduction of Budgetary ControlBudgetary Control
• BUDGET CENTRE
• ORGANISATION CHART
• BUDGET COMMITTEE
• BUDGET MANUAL
• BUDGET PERIOD
• PRINCIPAL BUDGET FACTOR
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FIXED BUDGET vs. FLEXIBLE BUDGETSFIXED BUDGET vs. FLEXIBLE BUDGETS
FIXED BUDGET• Remain unchanged irrespective of level of activity obtained.• Prepared for a particular level of activity• Acts as a target for the forthcoming period• Not adjusted with actual activity
FLEXIBLE BUDGETS• Designed to change in relation to the level of activity attained• Prepared for a range of activities• Recognizes the behavior of costs: fixed ~ semi-fixed ~ variable• Facilitates performance measurement and control
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BEHAVIOURAL DIMENTIONS OF BUDGETINGBEHAVIOURAL DIMENTIONS OF BUDGETING
• Implications of Participative Budgeting
• Excessive Pressure Created by Budget
• Budgetary Slack (Cushion)
• Top Management Support
• Inter-Departmental Conflict
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OPERATING AND FUNCTIONAL BUDGETSOPERATING AND FUNCTIONAL BUDGETS• Sales Budget• Production Budget• Production Cost Budget
– Direct Materials Budget– Direct Labour Budget– Factory Overhead Budget
• Cost of Goods Sold Budget• Selling Expense Budget• Administrative Expense Budget• Budgeted Income Statement
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FINANCIAL BUDGETSFINANCIAL BUDGETS• Capital Expenditure Budget• R & D Budget• Cash Budget• Budgeted Balance Sheet
NON-FINANCIAL BUDGETS - Space, Equipments, Workers
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MASTER BUDGETMASTER BUDGET• A comprehensive budget: • A Tool for coordinating all budgets.• Summarizes : Planned activities of all
subunits of an organization.
• Incorporates:
Summary of all functional budgets.
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MASTER BUDGETMASTER BUDGET
Normally comprises : Budgeted P.& L. A/C ; Budgeted Balance Sheet; Budgeted Cash Flow Statement.
• Reveals: Top management goals of incomes, expenditure, cash flows and financial position.
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ELEMENTS OF MASTER BUDGETELEMENTS OF MASTER BUDGET Sales Forecast Production Schedule Manufacturing Cost Budget Operating Expense Budget Capital Expenditure Budget
Budgeted Income Statement Budgeted Balance Sheet Cash Budget
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BUDGET PRACTICES: Master BudgetBUDGET PRACTICES: Master Budget• U.S. : 91%• U.K. : 100%• Japan : 93%• Holland : 100%• Australia : 100%
BUDGET GOALS : U.S. : ROI Japan : Sales
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What reduces effectiveness of Budgeting?What reduces effectiveness of Budgeting?SURVEY OF CFOs IN THE U.S. : Lack of well-defined strategy Linkage of strategy to operational goals Lack of individual accountability for
results. Lack of meaningful performance
measures
SAIL Vs. TATA STEEL
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ROLLING BUDGETROLLING BUDGET• A Continuous Budget• A Plan : Always available for a
specified future period• Adding a period in the future as the
period just ended is dropped• ELECTROLUX :
A four-quarter rolling budget
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KAIZEN BUDGETINGKAIZEN BUDGETING• Kaizen : Continuous Improvement• Continuous Improvement Goals• Incorporates continuous
improvement during the budget period into the budget numbers
• JAPANESE COMPANIES• Citizen Watch Co.
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ACTIVITY-BASED BUDGETINGACTIVITY-BASED BUDGETING
• Incorporating Activity-based Cost Drivers into Budgets
• Focuses on the Budgeted Cost of Activities
• Budget for each Activity
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ZERO BASE BUDGETINGZERO BASE BUDGETING
A method of budgeting All Activities : Evaluated Every item of expenditure :
Fully Justified Involves starting from scratch or zero
ZBB & GOVT.
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STEPS OF ZBBSTEPS OF ZBB• Identify each separate activity :
A decision package• Evaluate : Each decision package• Consider : Alternatives for each
decision package.• Rank : Decision packages - priority
for resource allocation.• Allocate :Resources to the packages.
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““BudgetingBudgeting is the common is the common accounting toolaccounting tool companies use for companies use for
planning planning andand controlling controlling what what they must do to satisfy their they must do to satisfy their
customerscustomers and succeed in the and succeed in the market placemarket place.”.”