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Transcript of Chapter 14 The Production Cycle 14-1. Learning Objectives Describe the major business activities...
![Page 1: Chapter 14 The Production Cycle 14-1. Learning Objectives Describe the major business activities and related information processing operations performed.](https://reader035.fdocuments.us/reader035/viewer/2022062216/56649d8b5503460f94a727fa/html5/thumbnails/1.jpg)
Chapter 14The Production Cycle
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Learning Objectives
Describe the major business activities and related information processing operations performed in the production cycle.
Identify major threats in the production cycle and evaluate the adequacy of various control procedures for dealing with those threats.
Explain how a company’s cost accounting system can help it achieve its manufacturing goals.
Discuss the key decisions that must be made in the production cycle and identify the information required to make those decisions.
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Production Cycle
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The Production Cycle
Business activities and information processing activities Related to manufacturing of products
CIM Computer integrated manufacturing
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The Production Cycle
Business activities and information processing activities Related to manufacturing of products
CIM Computer integrated manufacturing
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Production Cycle Activities
1. Product design
2. Planning and scheduling
3. Production operations
4. Cost accounting
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Production Cycle General Threats
Inaccurate or invalid master data
Unauthorized disclosure of sensitive information
Loss or destruction of data
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Production Cycle General Controls
Inaccurate or invalid master data Data processing integrity controls Restriction of access to master data Review of all changes to master data
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Production Cycle General Controls
Unauthorized disclosure of sensitive information Access controls Encryption
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Production Cycle General Controls
Loss or destruction of data Backup and disaster recovery procedures
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Product Design
Create a Product that meets a customer’s requirement Quality Durability Functionality Minimize production cost
Creates two outputs Bill of Materials Operations List
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Product Design
Creates two outputs Bill of Materials
Specifies part number, description, and quantity of each component used in a finished product
Operations List
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Product Design
Creates two outputs Bill of Materials Operations List
Specifies the sequence of steps to follow in making the product, which equipment to use, and how long each step should take
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Product Design
Product life-cycle management (PLM) software Helps improve the efficiency and effectiveness of the
product design process
Three key components Computer aided design (CAD) software to design new
products. Digital manufacturing software that simulates how those
products will be manufactured. Product data management software that stores all data
associated with products.
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Product Design Threats
Poor product design resulting in excess costs
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Product Design Controls
Poor product design resulting in excess costs Accounting analysis of costs arising from product design
choices Analysis of warranty and repair costs
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Planning and Scheduling
Two common methods of production planning Manufacturing resource planning
Balance existing production capacity and raw materials needs to meet forecasted sales demands.
Push Manufacturing Goods are produced in expectations of customer
demand. Lean Manufacturing
Just in time inventory Goal is to eliminate inventories of raw materials, and
finished goods Pull manufacturing
Goods are produced in response to customer orders.
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Planning and Scheduling
Master Production schedule (MPS) Contains information about customer orders, sales
forecast, and inventory levels of finished goods Specifies
How much product to produce When to produce
Used to develop a detailed timetable that specifies daily production, and raw materials needed.
Production order Lists the operations to be performed Quantity to be produce Delivery location
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Planning and Scheduling
Materials requisition Authorizes the removal of the necessary quantity of raw
materials Contains detailed information about the raw materials
used Order number Date of issue Part numbers quantities
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Planning and Scheduling Threats
Over- or underproduction
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Planning and Scheduling Controls
Over- or underproduction Production planning systems Review and approval of production schedules and orders Restriction of access to production orders and production
schedules
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Production Operations
Computer Integrated manufacturing (CIM) Various forms of IT Robots, computer controlled machinery, etc.
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Production Operations Threats
Theft of inventory
Theft of fixed asset
Poor performance
Suboptimal investment in fixed assets
Loss of inventory or fixed assets due to fire or other disasters
Disruption of operations
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Production Operations Controls
Theft of inventory Physical access control Documentation of all inventory movement Segregation of duties—custody of assets from recording
and authorization of removal Restriction of access to inventory master data Periodic physical counts of inventory and reconciliation of
those counts to recorded quantities
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Production Operations Controls
Theft of fixed asset Physical inventory of all fixed assets Restriction of physical access to fixed assets Maintaining detailed records of fixed assets, including
disposal
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Production Operations Controls
Poor performance Training Performance reports
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Production Operations Controls
Suboptimal investment in fixed assets Proper approval of fixed asset acquisitions, including use
of requests for proposals to solicit multiple competitive bids
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Production Operations Controls
Loss of inventory or fixed assets due to fire or other disasters Physical safeguards (e.g., fire sprinklers) Insurance
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Production Operations Controls
Disruption of operations Backup and disaster recovery plans
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Cost Accounting Threats
Inaccurate cost data
Inappropriate allocation of overhead costs
Misleading reports
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Cost Accounting Controls
Inaccurate cost data Source data automation Data processing integrity controls
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Cost Accounting Controls
Inappropriate allocation of overhead costs Time-driven activity-based costing
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Cost Accounting Controls
Misleading reports Innovative performance metrics
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Assigning Production Costs
Job-Order Costing Assigns costs to specific production batches, or jobs
If the product or service is uniquely identifiable
Process Costing Assigns costs to each process, or work center, in the production cycle,
and then calculates the average cost for all units produced. If the product or service is similar and produced in mass quantities
Activity-Based Costing Traces costs to the activities that create them Uses a greater number of overhead pools
Batch Product Organization
Identifies cost drivers Cause-and-effect relationship
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Quality Control Measures
Quality control costs can be divided into four areas: Prevention costs – associated with changes to production
process designed to reduce the product defect rate. Inspection costs – are associated with testing to ensure
that products meet quality standards Internal failure costs – are associated with reworking, or
scrapping, products identified as being defective prior to sale.
External failure costs – result when defective product are sold to customers. They include such costs as product liability claims, warranty and repair expenses, loss of customer satisfaction, and damage to the company’s reputation.
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