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SCORE KEEPING
ATTENTION DIRECTING
PROBLEM SOLVING
IMPORTANCE 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.
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
COST 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
R&D
Design
Production
Marketing
Distribution
Customer service
Customer Focus
Value Chain & Supply Chain Analysis
Key Success Factors Cost & efficiency,
Quality, Time, Innovation, etc.
(Distinct or Extinct)
Continuous Improvement (Kaizen) &
Benchmarking
QUESTIONS
CHANGE
Change is the only constant
in todays world.
Pricing
Product-mix
Profit-volume decisions
Helps: Formulation & execution of budgets & standards.
Helps in making special studies and investigations.
COST TERMINOLOGY
COST CLASSIFICATION
WHY ?
To Achieve a Purpose / Objective
Control, Decision Making
To Facilitate Communication /
Reporting
COST CLASSIFICATION
Behaviour
Elements
Control
Decision Making
Functions
Nature
ELEMENTS 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.
OVERHEADS
Manufacturing or Factory
Office & Administration
Selling & Distribution
RELATIONSHIP OF COSTS
Direct & Variable
Direct & Fixed
Indirect & Variable
Indirect & Fixed
COST ACCOUNTING
OBJECTIVES :
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
COST 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
STATEMENT OF COST
COST 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.
TREATMENT OF STOCK
Raw Material
WIP
Finished Goods
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
Preparation :
- Prepare a Cost Sheet
- Establish relationship
- Estimate OH costs
- Prepare Estimated Cost Sheet
CASE
The 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.
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.
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:
MARGINAL COSTING
- Direct Costing / Variable Costing
- A Technique of Costing
Meaning :
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
MARGINAL COST
Economists : The cost of producing
one additional unit of output is the
marginal cost of production.
Include an element of FC
Cost of Production:
Direct materials
Direct labour
Variable overhead
Fixed overhead
50,000
50,000
Marginal
Absorption
costing Rs.
Costing Rs.
15,000
30,000
6,000
_
51,000
17,000
15,000
30,000
6,000
12,000
63,000
21,000
34,000
16,000
4,000
Net profit
8,000
12,000
CASE
From 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
Selling price per unit
Variable Mfg. Cost per unit
Total fixed manufacturing cost
Opening stock
Units produced
Units sold
Closing stock
YEARS
2010
2011
Rs
Rs.
20
20
10
10
5000 5000
1000 1500
1000 1000
500
2012
Rs.
20
10
5000
500
2000
1500
1000
BREAK-EVEN ANALYSIS
Narrow 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
C=S-V=F+P
At BEP,
P = 0;
Thus, C = F
Model Y
Rs. 25
Rs. 15
Rs. 10
Model Z
Rs. 10
Rs. 8
Rs. 2
C-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 = ?
DO-ALL SOFTWARE
SP = Rs.2,000 per unit
VC = Rs.1,200 per unit
FC = Rs.20,000
The organisation anticipates selling 40 units.
1. Decision to Advertise
Proposed Advertisement = Rs.5,000
Effect : Increase in Sales by 10%
DECISION ?
COST POOL
Corporate executive
salaries :
Legal Department :
Marketing Department :
Payroll Department
Personnel Department :
Classification
Codification
Collection
Allocation and apportionment
to cost centers
Absorption in costs of products,
services etc.
WHY TO CLASSIFY?
Flexible Budgets
Absorption of cost
Decision Making :
CVP Analysis
CODIFICATION
Numeral method : Numbers
Mnemonic Method :
Symbols / Letters
Mixed
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.
Intense competition
Advances in IT
WHY?
ABC 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.
ABC : BENEFITS
Obtaining true product cost
Cost Management
Better decision making
PROCESS : ABC
Direct cost tracing
Indirect-cost pools
Cost-allocation bases
PLASTIM 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 ($63 per lens)
Operating at full capacity & incurs very low
marketing costs.
Minimal customer-service costs.
Business Environment : Very competitive with
respect to S3.
Actual indirect
cost rate
1125,000
600,000
1725,000
1800,000
3525,000
15,000
CL5
Per Unit($)
Total($)
18.75
10.00
675,000
195,000
Per Unit($)
45.00
13.00
28.75
870,000
58.00
30.00
58.75
585,000
1455,000
39.00
97.00
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 ?
Total
Cost
$ 450,000
Setups of
Molding
Machines
Manufacturing
operations
$ 300,000
Shipment
$ 81,000
$ 637,500
Cost-allocation
Base
100 partssquare feet
2000
Setup-hours
OH allocation
Rate
$ 500 per partsquare foot
$ 150 per setuphour
12,750
Molding
machine hours
200
$ 50 per molding
machine-hour
$ 405 per
shipment
Setup
Distribution
$ 391,500
Administration
$ 255,000
67,500
Cubic feet
39,750
Direct manuf.
Labour hours
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
Indirect Costs :
Design activity costs:
S3, 30 parts-sq.ft.*$4,500 135,000
CL5, 70 parts-sq.ft.*$4,500
Setup activity costs:
S3, 500 setup-hours*$150
75,000
CL5, 1,500 setuphours*$150
Manufacturing operations
Activity costs:
S3,9,000 moulding
Machine hours*$50
450,000
CL5,3,750 moulding
Machine hours* $50
2.25
315,000
21.0
225,000
15.00
1.25
7.50
187,500
12.50
Total Costs
$ 2,998,953
0.67
40,500
2.70
4.35
130,500
8.70
3.21
19.23
$49.98
62,547
961,04
$1,981,047
4.17
64.07
$132.07
PETER 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.
CAS
Most widely used in manufacturing companies
Also used in services sector:
Banks
Accounting firms
IT sector
Govt. agencies
BUILDING-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
CAS
DELL COMPUTER
WIPRO
Will they have same CAS ?
APPLICATIONS
JOB
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
JOB 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.
Actual Rates
Budgeted Rates
Cost
COST SUMMARY
Cost 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.
CONTRACT COSTING
One type of specific order costing
Used in civil engineering works
Each contract : Separate accounts for each
contract
AS 7 : Construction Contracts
Fixed Price Contracts
Cost Plus Contracts
COSTS
Materials
Labour
Direct Expenses
Indirect Expenses
Plant and machinery :
Depreciation
No profit
PHARMACEUTICAL INDUSTRY
Multi-Products
Production in batches
Identical products in a batch
Use Process Costing
PROCESS COSTING
A method of costing
Costing of process : Converting raw
materials into finished products.
Find Out : Cost of operating each
process.
APPLICATIONS
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
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.
Chemicals Refining
%
%
Printing
%
Process
91
75
100
20
Job
18
25
25
73
Other
12
13
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.
By- product
Recovered from materials discarded in a main process
or from the production of some major products.
Opening WIP :
(60% completed in June)
Unit s started &
Completed :
Total units completed :
Portion
completed
in July
Equivalent
full
units
5,000
40%
2,000
37,000
42,000
100%
37,000
25%
1,000
Closing WIP :
(25% completed)
Total Equivalent Units :
4,000 `
40,000
HMT
Five Divisions :
Machine Tools;
Tractors;
Industrial Machinery;
Engineering and Components;
Consumer Products .
Segment :
A distinguishable component of an organization:
Engaged in providing products and services
Subject to risks and returns that different from
other segments.
SEGMENT / DIVISION
A sub-unit
Headed by a man fully responsible
for its operation.
A Responsibility Center
A Decision Unit
WHY DIVISIONALIZATION?
Decentralization
Measurement & evaluation of
performance
Training ground for top mgt. personnel
Planning and allocation of resources.
Controlling operations
RESPONSIBILITY ACCOUNTING
--A Control Device
R. A. collects and reports
planned and actual accounting
information about the input and
output of responsibility centers.
Process of R.A.
Requirements of effective R. A.
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.
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.
REVENUE :
MEASUREMENT OF PERFORMANCE
RI Approach :
Return on Sales
DESIGNING ACCOUNTING-BASED
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.
FINANCIAL PERFORMANCE
MEASURES A Survey
COMPANY
COUNTRY
Ford Motors US
Guinness
UK
Krones
Germany
Mayne Nickless Australia
Mitsui
Japan
Pirelli
Italy
Swedish Match Sweden
PM
Income, ROS, ROI
Income, RI, EVA
Revenues, Income
ROI, ROS
Revenues, Income
Income, Cash-flow
ROI
SIX SIGMA
Pioneer: Motorola
A Management Philosophy
Setting extremely high objectives
Collecting data
Analysing results
Reduce defects in products &
services
Standard
A measure of desired
performance.
A predetermined
criterion for evaluating
the actual performance
WHY STANDARDS ?
Cost Control
Pricing Decision
Performance Appraisal
Cost Awareness
Management by Objective
TYPES OF STANDARDS
Ideal standards
Expected standards
Current standards
Basic standards
PROCESS OF DEVELOPING
STANDARDS
Standard 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
VARIANCES
Favourable Variance &
Unfavourable Variance
Controllable Variance &
Uncontrollable Variance
Variances:
Sales Variances
Cost Variances
Cost Variances:
Direct material cost variances
Direct labour cost variances
Overhead cost variances
1 = 2 + 3, 3 = 4 + 5
Note : Qs = Standard Quantity;
Qa = Actual Quantity;
Ps = Standard Price;
Pa = Actual Price;
Smqa = Standard Mix in Actual Quantity.
1 = 2 + 3,
3=4+5+6
SALES 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)
Persons Responsible
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.
BUDGETARY CONTROL
BUDGETS AND PERFORMANCE REPORTS
MANAGER
Managers plan &
act using budgets
Feedback
PERFORMANCE
OPERATING PROCESS
Managers evaluate using
a report that compares
actual results with budgets
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
BUDGETING PROCEDURE
Varies 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
BUDGET CENTRE
ORGANISATION CHART
BUDGET COMMITTEE
BUDGET MANUAL
BUDGET PERIOD
PRINCIPAL BUDGET FACTOR
Sales Budget
Production Budget
Production Cost Budget
FINANCIAL BUDGETS
NON-FINANCIAL BUDGETS
- Space, Equipments, Workers
MASTER 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.
MASTER 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.
U.K. : 100%
Japan : 93%
Holland : 100%
Australia : 100%
BUDGET GOALS :
U.S. : ROI
Japan : Sales
ROLLING 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
KAIZEN BUDGETING
ACTIVITY-BASED BUDGETING
Incorporating Activity-based
Cost Drivers into Budgets
Focuses on the Budgeted
Cost of Activities
Budget for each Activity
STEPS 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 .