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![Page 1: Managerial and Cost Accounting. Know the major differences between financial accounting and Managerial Accounting Given a set of factory overhead data,](https://reader035.fdocuments.us/reader035/viewer/2022062321/56649e0e5503460f94af81f0/html5/thumbnails/1.jpg)
Managerial and Cost Accounting
TM 661Engineering Economics for
Managers
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Know the major differences between financial accounting and Managerial Accounting
Given a set of factory overhead data, be able to use the high-low method to compute the fixed and variable factory overhead rates.
Given appropriate cost figures, be able to compute associated cost tables using either the job order costing or the process costing method.
Understand the different pricing strategies
Learning Objectives
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Characteristic Managerial Accounting Financial Accounting
Service Perspective
Internal to Managers External to stockholders
Time Frame Present and Future for planning and control
Past financial statements are historical
Reporting Frequency and promptness
Control reports issued frequently (daily) and promptly (one day after period end)
Most financial statements issued monthly a week or more after month end
Degree of Precision of data used
Reasonable accuracy desired, but “close counts” relevance is often more important than reliability
High accuracy desired, with time usually available to achieve it – reliability is of utmost importance
Reporting Standards
None imposed because of internal data
Imposed by generally accepted accounting principles and FASB
Breadth of Concern
Micro- individual units of the organizational plan and act
Macro—financial Statements are for the whole organization
Managerial Vs Financial Accounting
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Different from accounting used for your tax preparation
Tax Accounting: tells you HOW MUCH you sold and What you spent it on
Managerial accounting: tells you Where your income came from and Why you spent it
Two aspects of Managerial AccountingGetting accurate informationUnderstanding what that information is telling
Managerial Accounting
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For cost accounting purposes:Product CostPeriod Cost
Relationship to product or activity:Direct CostIndirect Cost
Relationship between total cost and volume of activityVariable costFixed Cost
Cost Classification
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Time-Frame perspectiveControllable costNon-controllable cost
For other analytical purposesDifferential costAllocated costSunk CostOpportunity cost
Cost Classification Continued
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Owner Equity = Assets - Liabilities
Accounting Equation
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K-Corp Consolidated Balance1997 1996
Current Assets Cash $22,300 $16,800 Accounts Receivable 46,800 38,600 Inventories 54,200 48,200 Total Current Assets $123,300 $103,600Other Assets Land 100,000 100,000 Building 85,400 94,600 Equipment 78,400 85,600
Total Assets $387,100 $383,800
Current Liabilities Accounts Payable $62,400 $55,600
Notes 5,000 20,000Total Current Liabilities $67,400 $75,600 Mortgage 125,800 132,300Total Liabilities $193,200 $207,900Owner's Equity Paid In Capital 100,000 100,000 Retained Earnings 93,900 75,900Total Liabilities & Owner Equity $387,100 $383,800
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K-Corp Income Statement
Net Sales $574,800Cost of Goods Sold 428,300Gross Margin 146,500Operating Expenses Sales Expenses 87,400 Depreciation Equip 7,200 Depreciation Bldg 9,200 Administrative 14,500 Utilities 4,600
Total Operating $122,900Income from Operations 23,600Taxes 5,600Net Income $18,000
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K-Corp Schedule of Cost of Goods SoldDirect MaterialsInvnetory, Dec. 1996 $48,200Purchases 130,000Cost of Direct materials available for use 178,200Inventory, Dec. 1997 54,200Direct Materials Used $124,000Direct Labor 209,500Facotry Overhead: Indirect labor 43,000 Indirect material 27,000 Utilities 5,000 Depreciation 16,200 Miscellaneous 4,000 95,200Total Manufactirng Costs $428,700
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K-Corp Schedule of Cost of Goods SoldDirect MaterialsInventory, Dec. 1996 $48,200Purchases 130,000Cost of Direct materials available for use 178,200Inventory, Dec. 1997 54,200Direct Materials Used $124,000Direct Labor 209,500Factory Overhead: Indirect labor 43,000 Indirect material 27,000 Utilities 5,000 Depreciation 16,200 Miscellaneous 4,000 95,200Total Manufactirng Costs $428,700Add: Work in Process 1996 38,000Less: Work in Process 1997 (41,000)Cost of Goods Manufactured $425,700
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K-Corp Income Statement
Net Sales $574,800Less: Cost of Goods Sold Finished Goods, Dec. 1996 $42,000 Cost of Goods Manuf. 425,700 Cost of Goods Avail for sale $467,700 Finished Goods, Dec. 1997 39,400Cost of Goods Sold 428,300Gross Margin 146,500Operating Expenses Sales Expenses 87,400 Depreciation Equip 7,200 Depreciation Bldg 9,200 Administrative 14,500 Utilities 4,600Total Operating $122,900Income from Operations 23,600Taxes 5,600Net Income $18,000
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Mixed costs are a function of fixed & variable costsCost-Volume formula
Y = a + bx
where Y = mixed cost to break upx = a measure of activity (machine
hrs)a = fixed cost componentb = variable rate per unit x
Cost Behavior & Flexible Budgeting
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High-Low Method
Suppose we have the following:
Factory DirectMonth Overhead Labor HrsApril 2750 250May 2480 280June 2690 230July 2330 190
August 2610 210September 2910 270
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X YHigh 280 2480Low 190 2330Difference 90 150
Variable rate = 150/90 = $1.67 per DLH
High-Low Method
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Fixed Cost Portion
Total Mixed - Variable = $2,480 - 1.67(280) = $2,012
High-Low Method
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Fixed Cost Portion
Total Mixed - Variable = $2,480 - 1.67(280) = $2,012
Total Mixed Cost = $2,012 + 1.67 X
High-Low Method
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Least Squares
Factory Overhead vs Direct Labor Hrs.
2000
2250
2500
2750
3000
150 200 250 300
Laobr Hrs
Ov
erh
ea
d
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Least Squares
Factory Overhead vs Direct Labor Hrs
2000
2250
2500
2750
3000
150 200 250 300
Labor Hrs
Ov
erh
ead
Y = $1,900.27 + 3.054 x
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Geared towards a range of activitiesDynamic rather than static
Flexible Budgeting
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Geared towards a range of activitiesDynamic rather than static
Need to understand rudiments of cost accounting
Job order costingProcess costingActivity based costing
Flexible Budgeting
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K-Corp collects its cost data by the job order cost system. For each job, they know the amount and material costs. Direct labor costs are $9.50 per hour. Factory overhead rate is computed at $4.50 per hour.
Job Order Costing
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Job Order CostingDirect Materials Hrs Rate Cost7/14 Issued $1,2007/20 Issued 8007/25 Issued 500 Total $2,500Direct Labor Week 7/20 180 $9.50 / hr $1,710Week 7/26 160 $9.50 / hr 1,520 Total Labor $3,230Cost Sumamry Direct Material $2,500 Direct Labor 3,230 Factory Overhead 340 $4.50 / hr 1,530 Total Cost $7,260Sell PriceJob Price Cost + 40% $10,164
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A Company produces and sells a chemical product. During a given month the company purchases 15,000 gallons of chemicals at a cost of $30,000. 10,000 gallons are completed and transferred to the next department. 5,000 gallons are 20% complete as to conversion. Factory overhead for the month is $20,000.
Process Costing
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Process Order CostingItems Units Cost Cost/UnitChemicals 15,000 $30,000 $2.00Conversion Costs Chemicals Transferred 10,000 Work in Process (20% of 5,000) 1,000 Total Conversion 11,000 $20,000 $1.82Total Costs $50,000 $3.82
Ending Work in Process Units Cost/Unit CostMaterials 5,000 $2.00 $10,000Conversion Cost 1,000 $1.82 1,818 Total Work in Process $11,818Completed & Transferred 10,000 $3.82 38,182 Total Costs Accounted $50,000
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Historicallydirect labor & material constitute significant elements of cost of goods sold
Currentoverhead costs dominate the cost of production
Activity-based costing is designed to meet the challenge of a changing cost mix by associating manufacturing costs with activities which drive them
Activity Based Costing
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Define Cost Pools(usually support functions)
Identify Cost Drivers(trace costs to the cost pools)
ABC Two-Step Process
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A multinational firm uses traditional accounting to allocate manufacturing and management support costs. However, travel is typically allocated on the basis of employees at plants in France, Germany, Italy, and Greece. Consequently, some plants are likely generating much more management travel than others. The ABC system is chosen to more precisely allocate travel costs to major product lines.
ABC Example
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ABC ExampleTotal Travel $500,000Total Employment 29,100Total Vouchers 500Travel Rate $17.18
Traditional CostingTravel
Plant Employees AllocationFrance 12,500 $214,777Italy 8,600 147,766Germany 4,200 72,165Greece 3,800 65,292
Indirect t ratetravel budget
total workforcecos
$500,
,$17.
000
29 10018
Indirect t ratetravelbudget
total workforcecos
$500,
,$17.
000
29 10018
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ABC Example
1. Determine Cost Pool
ABC Cost PoolPlant
Plant Employees Budget % to Travel TravelFrance 12,500 $2,000,000 5.0% $100,000Italy 8,600 500,000 15.0% 75,000Germany 4,200 1,000,000 17.5% 175,000Greece 3,800 500,000 30.0% 150,000
Total $500,000
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ABC Example
2. Determine Cost Driver
ABCratetravel travel t pool
total vouchers
cos
$500,$1,
000
500000
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ABC Example
Driver Distribution
Travel Vouchers
Plant 1 2 3 4 5 Total
France 50 25 75Italy 80 30 30 140Germany 100 25 20 145Greece 140 140
Total Vouchers 230 50 30 20 170 500
Product Line
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ABC Example
Allocation of Costs
Travel Vouchers
Plant 1 2 3 4 5 Total
France 50,000 25,000 $75,000Italy 80,000 30,000 30,000 140,000Germany 100,000 25,000 20,000 145,000Greece 140,000 140,000Total Vouchers $230,000 $50,000 $30,000 $20,000 $170,000 $500,000
Product Line
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Examines the difference between the net operating profit (after tax) and the cost of capital
Four ways to create value for shareholderincrease profit margins without increasing
capitalinvest in projects that earn more than cost of
capitalfree-up capital than earns less than cost of
capitaluse debt to reduce the cost of capital
Value Added
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Which is the better firm from a shareholder’s point of view?
Value Added
A BAssets (millions) $100 $200Owner Equity 100 200Net Income 24 42ROA 24% 21%ROE 24% 21%
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Firm B has largest Economic Value Added (EVA)
Value Added
A BAssets (millions) $100 $200Owner Equity 100 200Net Income 24 42ROA 24% 21%ROE 24% 21%
Cost of Capital (12%) 12 24EVA ( NI - CoC ) $12 $18
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Firm B has largest Economic Value Added (EVA)
Value Added
A BAssets (millions) $100 $200Owner Equity 100 200Net Income 24 42ROA 24% 21%ROE 24% 21%
Cost of Capital (12%) 12 24EVA ( NI - CoC ) $12 $18
Maximizing ROI is not the right objective!
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Product Pricing is different than Product Cost!
Cost-based pricingCompetitive-based pricingDemand-based pricing
Product Pricing vs Product Cost
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Recognizes a relation ship between pricing and the costs of running a business
The higher your costs…. The higher your prices must be
Pricing = COS * mark-up factor = price
Example $10 * 2 = $20 or 100/50 = 2For 50% COS
Cost Based Pricing
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Recognizes that some products are more price – sensitive to consumers than others, therefore competition is a concern.
GroceriesMilk, bread, butterCan of Artichokes
Competitive-Based Pricing
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Recognizes the viability of charging as much as the market will bear.
The greater demand, the more you can charge
The fewer providers, the more you can charge
The greater the perceived value, the more you can charge!
Demand based pricing
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Home Studios30% cost of goods30% general expenses40% owner’s compensation + net profit
Different per industry
Benchmarks
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Marshall and McManus, Accounting What The Numbers Mean 3rd Edition, Irwin, 1994. Page 12-13
Business Breakthroughs Workshop, Studio Management Services
References