管理会计双语人教版 Chapter 03

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管理会计双语课件 Management accounting

益原则 ) should be less than the benefits it provides.
01 会计信息的概念
Example
The following statements refer to qualities of good information:
（ⅰ） It should be communicated to the right person （ⅱ） It should always be completely accurate before it
关), Complete (完整 ), Accurate (准确 ), Clear (清楚), it should inspire confidence , it should be appropriately communicated , its volume should be manageable, it should be timely (及时 )and its cost (成本收
QUEห้องสมุดไป่ตู้TION
Accounting Information
C ONTENTS
1
信息的概念 The definition of
Information
2 信息的作用
The use of Information
3 案例
Case
01 会计信息的概念
Data and information
Data （数据） is the raw material for data processing.
01 会计信息的概念
Identify the users of TLC Daycare’s accounting information as internal(I) or external(E).

财管专业——《管理会计(双语)》

《管理会计（双语）》课程教学大纲课程编码：12120204211课程性质：专业必修课学分：3课时：48开课学期：5适用专业：财务管理一、课程简介《管理会计(双语)是财务管理专业（本科）的一门必修课程。

是以现代企业所处的社会经济环境为背景，明确阐明以企业为主体，密切联系现代会计的预测、决策、规划、控制、考核评价等职能，系统地介绍了现代管理会计的基本理论、基本方法和实用操作技术。

课程分为三部分，第一部分主要交代了管理会计的基本原理和传统管理会计的基本方法；第二部分主要分别讨论管理会计各项职能在实践中的应用程序与具体操作方法。

第三部分集中介绍管理会计发展的新领域。

管理会计是一门理论性较强、计算内容较多的课程。

通过该门课程的学习，使学生领会管理会计的精髓，掌握管理会计的基本理论和基本方法，学会各种分析方法的应用技能和技巧，不断提高学生分析问题和解决问题的能力。

二、教学目标课程总体目标：通过本课程教学，掌握管理会计的基本理论和基本分析方法，结合相应的实践教学，培养学生能独立开展各项管理会计工作的能力。

（一）知识要求：1.了解管理会计的产生与发展，明确管理会计的特点、职能、内容和任务；2.掌握成本习性与变动成本法、本量利分析等管理会计基础分析方法，并了解方法的一般原理；3.掌握短期经营决策分析、长期投资决策分析、全面预算、标准成本控制、责任会计等内容的基本理论与方法。

（二）能力要求：1、具有热爱管理会计工作，爱岗敬业的道德观念；2、具有胜任管理会计工作的良好业务素质和身体素质；3、具有预测、决策、规划、控制的实务能力；4、具有管理会计工作的职业判断、分析和思维能力三、教学内容（一）Chapter 1 Managerial Accounting Concepts and PrinciplesThe main content: Chapter 1 introduces students to managerial accounting and the manufacturing process. Students will learn how managerial accounting is used in the management decision process. They will also be exposed to the terminology used to describe costs related to manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe managerial accounting and the role of managerial accounting in a business.2. Define and illustrate the following costs: 1. direct and indirect costs, 2. direct materials,direct labor, and factory overhead costs, 3. product and period costs.3. Describe and illustrate the following statements for a manufacturing business: 1.balance sheet, 2. statement of cost of goods manufactured, 3. income statement.4. Describe the uses of managerial accounting information.Some key points: direct and indirect costs, direct materials, direct labor, factory overhead costs, product and period costs; cost of goods manufactured.Teaching methods: use of multimedia tools. We ad opt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（二）Chapter 2Job Order CostingThe main content：Chapter 2 introduces students to managerial job order cost systems. Students will be exposed to the terminology used to describe costs related to manufacturing. The first of two basic manufacturing accounting systems, job order, is described in this chapter. Students learn how costs flow through a manufacturing system and the basis for determining product costs under job order costing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe cost accounting systems used by manufacturing businesses.2. Describe and illustrate a job order cost accounting system.3. Describe the use of job order cost information for decision making.4. Describe the flow of costs for a service business that uses a job order cost accountingsystem.Some key points: Job Order Cost System; Overapplied Factory Overhead; Underapplied Factory Overhead; predetermined overhead rate;Teaching methods: use of multimedia tools. We adopt Classroom-based teaching,which is suppl emented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（三）Chapter 3Process Cost SystemsThe main content：Chapter 3 completes the coverage of manufacturing accounting by introducing process costing. The text demonstrates process costing under the FIFO method. The average cost method is presented in th e chapter’s appendix. Chapter 3 also discusses the impact of just-in-time systems on manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe process cost systems.2. Prepare a cost of production report.3. Journalize entries for transactions using a process cost system.4. Describe and illustrate the use of cost of production reports for decision making.5. Compare just-in-time processing with traditional manufacturing processing.Some key points: Process Cost System; First-in, First-out (FIFO) Method; Cost of Production Report; Just-in-Time (JIT) Processing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（四）Chapter 4 Cost Behavior and Cost-Volume-Profit AnalysisThe main content: In Chapter 4, students learn how to conduct cost-volume-profit analysis. In preparation for this activity, the chapter discusses variable, fixed, and mixed costs.Learning Objectives：After studying the chapter, your students should be able to:1. Classify costs as variable costs, fixed costs, or mixed costs.2. Compute the contribution margin, the contribution margin ratio, and the unitcontribution margin.3. Determine the break-even point and sales necessary to achieve a target profit.4. Using a cost-volume-profit chart and a profit-volume chart, determine the break-evenpoint and sales necessary to achieve a target profit.5. Compute the break-even point for a company selling more than one product, theoperating leverage, and the margin of safety.Some key points:variable costs; fixed costs; mixed costs; High-Low Method; Contribution Margin; Cost-Volume-Profit Analysis; Contribution Margin Ratio; Unit Contribution Margin.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（五）Chapter 5 BudgetingThe main content: Chapter 5 emphasizes accounting activities that help managers plan, direct, and control the operations of a business. Budgeting is used to establish business goals in the planning function. Budgets help guide managers’ operational decisions. Budgets are also used to control operations as actual results are compared to the budgeted results.Learning Objectives：After studying the chapter, your students should be able to:1. Describe budgeting, its objectives, and its impact on human behavior.2. Describe the basic elements of the budget process, the two major types of budgeting,and the use of computers in budgeting.3. Describe the master budget for a manufacturing company.4. Prepare the basic income statement budgets for a manufacturing company.5. Prepare balance sheet budgets for a manufacturing company.Some key points: Goal Conflict；Budgetary Slack；Continuous Budgeting；Static Budget；Flexible Budget；Zero-Based Budgeting；Capital Expenditures Budget.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（六）Chapter 6 Performance Evaluation Using Variances from Standard Costs The main content: Standard cost systems set budgets for the materials, labor, and factory overhead used by a manufacturer to produce its product. Deviations from these standards are reported as variances.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the types of standards and how they are established.2. Describe and illustrate how standards are used in budgeting.3. Compute and interpret direct materials and direct labor variances.4. Compute and interpret factory overhead controllable and volume variances.5. Journalize the entries for recording standards in the accounts and prepare an incomestatement that includes variances from standard.6. Describe and provide examples of nonfinancial performance measures.Some key points: Direct Labor Rate Variance ；Direct Materials Price Variance；Direct Labor Time Variance；Direct Materials Quantity Variance；Budgeted Variable Factory Overhead；Factory Overhead Cost Variance Report；Controllable Variance；Volume Variance.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（七）Chapter 7 Performance Evaluation for Decentralized Operations The main content: Chapter 7 applies responsibility accounting to cost, profit, and investment centers. The chapter demonstrates the responsibility accounting reports that are used to evaluate department or division performance. This provides an excellent opportunity to remind your students that managers are judged, at least in part, using accounting data.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the advantages and disadvantages of decentralized operations.2. Prepare a responsibility accounting report for a cost center.3. Prepare responsibility accounting reports for a profit center.4. Compute and interpret the rate of return on investment, the residual income, and thebalanced scorecard for an investment center.5. Describe and illustrate how the market price, negotiated price, and cost priceapproaches to transfer pricing may be used by decentralized segments of a business.Some key points:Responsibility Accounting；Balanced Scorecard；Profit Margin；DuPont Formula；Rate of Return on Investment (ROI)；Investment Center ;Residual Income；Investment TurnoverTeaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（八）Chapter 8 Differential Analysis, Product Pricing, and Activity-Based CostingThe main content: This chapter covers (1) differential analysis, (2) methods of determining the selling price of a product using a cost-plus markup approach, (3) the effects of production bottlenecks, and (4) activity-based costing. The cost-plus approach of product cost is described in Objective 2; total cost and variable cost methods are presented in the chapter appendix. All topics in this chapter are able to stand alone. Therefore, the instructor is free to cover only one or two of the topics if class time is a limited resource as the term draws to a close.Learning Objectives：After studying the chapter, your students should be able to:1. Prepare differential analysis reports for a variety of managerial decisions.2. Determine the selling price of a product, using the product cost concept.3. Compute the relative profitability of products in bottleneck production processes.4. Allocate product costs using activity-based costing.Some key points:Product Cost Concept ; Target Costing; Production Bottleneck; Theory of Constraints (TOC); Activity-Based Costing (ABC).Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（九）Chapter 9 Capital Investment AnalysisThe main content: Capital investment analysis is a topic that usually receives detailed coverage in introductory finance courses and/or intermediate accounting. The purpose of this chapter is to give students a brief introduction to the basics of capital investment analysis using the following methods: average rate of return, cash payback, net present value, and internal rate of return.Learning Objectives：After studying the chapter, your students should be able to:1. Explain the nature and importance of capital investment analysis.2. Evaluate capital investment proposals using the average rate of return and cashpayback methods.3. Evaluate capital investment proposals using the net present value and internal rate ofreturn methods.4. List and describe factors that complicate capital investment analysis.5. Diagram the capital rationing process.Some key points: Capital Investment Analysis；Time Value of Money Concept；Average Rate of Return；Cash Payback Period；Internal Rate of Return (IRR) Method；Capital Rationing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.四、整体课时分配五、课程考核与成绩评定1.考核方式：考查；笔试；闭卷。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 4

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 4ACTIVITY-BASED COSTINGQUESTIONS FOR WRITING AND DISCUSSION1.Unit costs provide essential informationneeded for inventory valuation and prepara-tion of income statements. Knowing unit costs is also critical for many decisions such as bidding decisions and accept-or-reject special order decisions.2.Cost measurement is determining the dollaramounts associated with resources used in production. Cost assignment is associating the dollar amounts, once measured, with units produced.3.An actual overhead rate is rarely used be-cause of problems with accuracy and timeli-ness. Waiting until the end of the year to en-sure accuracy is rejected because of the need to have timely information. Timeliness of information based on actual overhead costs runs into difficulty (accuracy problems) because overhead is incurred nonuniformly and because production also may be non-uniform.4.For plantwide rates, overhead is first col-lected in a plantwide pool, using direct trac-ing. Next, an overhead rate is computed and used to assign overhead to products. 5.First stage: Overhead is assigned to produc-tion department pools using direct tracing, driver tracing, and allocation. Second stage: Individual departmental rates are used to assign overhead to products as they pass through the departments.6.Departmental rates would be chosen overplantwide rates whenever some depart-ments are more overhead intensive than others and if certain products spend more time in some departments than they do in others.7.Plantwide overhead rates assign overheadto products in proportion to the amount of the unit-level cost driver used. If the prod-ucts consume some overhead activities in different proportions than those assigned by the unit-level cost driver, then cost dis-tortions can occur (the product diversity factor). These distortions can be significant if the nonunit-level overhead costs represent a significant proportion of total overhead costs.8.Low-volume products may consume non-unit-level overhead activities in much greater proportions than indicated by a unit-levelcost driver and vice versa for high-volumeproducts. If so, then the low-volume prod-ucts will receive too little overhead and thehigh-volume products too much.9.If some products are undercosted and oth-ers are overcosted, a firm can make a num-ber of competitively bad decisions. For ex-ample, the firm might select the wrongproduct mix or submit distorted bids.10.Nonunit-level overhead activities are thoseoverhead activities that are not highly corre-lated with production volume measures. Ex-amples include setups, material handling,and inspection. Nonunit-level cost driversare causal factors—factors that explain theconsumption of nonunit-level overhead. Ex-amples include setup hours, number ofmoves, and hours of inspection.11.Product diversity is present whenever prod-ucts have different consumption ratios fordifferent overhead activities.12.An overhead consumption ratio measuresthe proportion of an overhead activity con-sumed by a product.13.Departmental rates typically use unit-levelcost drivers. If products consume nonunit-level overhead activities in different propor-tions than those of unit-level measures, thenit is possible for departmental rates to moveeven further away from the true consumptionratios, since the departmental unit-level ra-tios usually differ from the one used at theplant level.14.Agree. Prime costs can be assigned usingdirect tracing and so do not cause cost dis-tortions. Overhead costs, however, are notdirectly attributable and can cause distor-tions. For example, using unit-level activitydrivers to trace nonunit-level overhead costswould cause distortions.15.Activity-based product costing is an over-head costing approach that first assignscosts to activities and then to products. Theassignment is made possible through theidentification of activities, their costs, and theuse of cost drivers.16.An activity dictionary is a list of activitiesaccompanied by information that describeseach activity (called attributes)17. A primary activity is consumed by the finalcost objects such as products and custom-ers, whereas secondary activities are con-sumed by other activities (ultimately con-sumed by primary activities).18.Costs are assigned using direct tracing andresource drivers.19.Homogeneous sets of activities are pro-duced by associating activities that have thesame level and that can use the same driverto assign costs to products. Homogeneoussets of activities reduce the number of over-head rates to a reasonable level.20. A homogeneous cost pool is a collection ofoverhead costs that are logically related tothe tasks being performed and for whichcost variations can be explained by a singleactivity driver. Thus, a homogeneous pool ismade up of activities with the same process,the same activity level, and the same driver.21.Unit-level activities are those that occur eachtime a product is produced. Batch-level activi-ties are those that are performed each time abatch of products is produced. Product-levelor sustaining activities are those that areperformed as needed to support the variousproducts produced by a company. Facility-level activities are those that sustain a facto-ry’s general man ufacturing process.22.ABC improves costing accuracy wheneverthere is diversity of cost objects. There arevarious kinds of cost objects, with productsbeing only one type. Thus, ABC can be use-ful for improving cost assignments to costobjects like customers and suppliers. Cus-tomer and supplier diversity can occur for asingle product firm or for a JIT manufactur-ing firm.23.Activity-based customer costing can identifywhat it is costing to service different custom-ers. Once known, a firm can then devise astrategy to increase its profitability by focus-ing more on profitable customers, convertingunprofitable customers to profitable oneswhere possible, and “firing” customers thatcannot be made profitable.24.Activity-based supplier costing traces allsupplier-caused activity costs to suppliers.This new total cost may prove to be lowerthan what is signaled simply by purchaseprice.EXERCISES4–11.Quarter 1 Quarter 2 Q uarter 3 Quarter 4 Total Units produced 400,000 160,000 80,000 560,000 1,200,000 Prime costs $8,000,000 $3,200,000 $1,600,000 $11,200,000 $24,000,000 Overhead costs $3,200,000 $2,400,000 $3,600,000 $2,800,000 $12,000,000 Unit cost:Prime $20 $20 $20 $20 $20Overhead 8 15 45 5 10Total $28 $35 $65 $25 $30 2. Actual costing can produce wide swings in the overhead cost per unit. Thecause appears to be nonuniform incurrence of overhead and nonuniform production (seasonal production is a possibility).3. First, calculate a predetermined rate:OH rate = $11,640,000/1,200,000= $9.70 per unitThis rate is used to assign overhead to the product throughout the year.Since the driver is units produced, $9.70 would be assigned to each unit.Adding this to the actual prime costs produces a unit cost under normal cost-ing:Unit cost = $9.70 + $20.00 = $29.70This cost is close to the actual annual cost of $30.00.1. $13,500,000/3,600,000 = $3.75 per direct labor hour (DLH)2. $3.75 ⨯ 3,456,000 = $12,960,0003. Applied overhead $ 12,960,000A ctual overhead 13,600,000U nderapplied overhead $ 640,0004. Predetermined rates allow the calculation of unit costs and avoid the prob-lems of nonuniform overhead incurrence and nonuniform production asso-ciated with actual overhead rates. Unit cost information is needed throughout the year for a variety of managerial purposes.4–31. Predetermined overhead rate = $4,500,000/600,000 = $7.50 per DLH2. Applied overhead = $7.50 ⨯ 585,000 = $4,387,5003. Applied overhead $ 4,387,500Actual overhead 4,466,250Underapplied overhead $ (78,750)4. Unit cost:Prime costs $ 6,750,000Overhead costs 4,387,500Total $ 11,137,500Units ÷750,000Unit cost $ 14.851. Predetermined overhead rate = $4,500,000/187,500 = $24 per machine hour(MHr)2. Applied overhead = $24 187,875 = $4,509,0003. Applied overhead $ 4,509,000Actual overhead 4,466,250Overapplied overhead $ 42,7504. Unit cost:Prime costs $ 6,750,000Overhead costs 4,509,000Total $ 11,259,000Units ÷750,000Unit cost $ 15.01**Rounded5. Gandars needs to determine what causes its overhead. Is it primarily labordriven (e.g., composed predominantly of fringe benefits, indirect labor, and personnel costs), or is it machine oriented (e.g., composed of depreciation on machinery, utilities, and maintenance)? It is impossible for a decision to be made on the basis of the information given in this exercise.1. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ⨯ 288,000 = $616,320Assembly Department: $1.96 ⨯ 196,000 = $384,160Overhead variances:Drilling Assembly Total Actual overhead $602,000 $ 412,000 $ 1,014,000 Applied overhead 616,320 384,160 1,000,480 Overhead variance $ (14,320) over $ 27,840 under $ 13,520 3. Unit overhead cost = [($2.14 ⨯ 4,000) + ($1.96 ⨯ 1,600)]/8,000= $11,696/8,000= $1.46**Rounded1. Activity rates:Machining = $632,000/300,000= $2.11* per MHrInspection = $360,000/12,000= $30 per inspection hour*Rounded2. Unit overhead cost = [($2.11 ⨯ 8,000) + ($30 ⨯ 800)]/8,000= $40,880/8,000= $5.114–71. Yes. Since direct materials and direct labor are directly traceable to eachproduct, their cost assignment should be accurate.2. Elegant: (1.75 ⨯ $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ⨯ $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.4–7 Concluded3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ⨯ 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ⨯ 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assign-ments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a non-unit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ⨯ 500 $ 1,800$3.60 ⨯ 4,500 $ 16,200Setups:$15 ⨯ 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.90Activity dictionary:Activity Activity Primary/ ActivityName Description Secondary Driver Providing nursing Satisfying patient Primary Nursing hours care needsSupervising Coordinating Secondary Number of nurses nurses nursing activitiesFeeding patients Providing meals Primary Number of mealsto patientsLaundering Cleaning and Primary Pounds of laundry bedding and delivering clothesclothes and beddingProviding Therapy treatments Primary Hours of therapy physical directed bytherapy physicianMonitoring Using equipment to Primary Monitoring hours patients monitor patientconditions1. dCost of labor (0.75 ⨯ $40,000) $30,000Forklift (direct tracing) 6,000 Total cost of receiving $36,000 2. b3. a4. c5. dActivity rates (Questions 2–5):Receiving: $36,000/50,000 = $0.72 per partSetup: $60,000/300 = $200 per setupGrinding: $90,000/18,000 = $5 per MHrInspecting: $45,000/4,500 = $10 per inspection hour6. aOverhead rate = $231,000/20,000 = $11.55 per DLH Direct materials $ 850Direct labor 600Overhead ($11.55 ⨯ 50) 578*Total cost $ 2,028Units ÷100Unit cost $ 20.28*Rounded4–9 Concluded7. bDirect materials $ 850.00Direct labor 600.00Overhead:Setup 200.00 ($200 ⨯ 1)Inspecting 40.00 ($10 ⨯ 4)Grinding 100.00 ($5 ⨯ 20)Receiving 14.40 ($0.72 ⨯ 20) Total costs $ 1,804.40Units ÷100Unit cost $ 18.04**Rounded4–101. Unit-level: Testing products, inserting dies2. Batch-level: Setting up batches, handling wafer lots, purchasingmaterials, receiving materials3. Product-level: Developing test programs, making probe cards,engineering design, paying suppliers4. Facility-level: Providing utilities, providing space4–111. Unit-level activities: MachiningBatch-level activities: Setups and packing Product-level activities: ReceivingFacility-level activities: None2. Pools and drivers:Unit-levelPool 1:Machining $80,000Activity driver: Machine hoursBatch-levelPool 2:Setups $24,000Packing 30,000Total cost $54,000Product-levelPool 3:Receiving $18,000Activity driver: Receiving orders4–11 Concluded3. Pool rates:Pool 1: $80,000/40,000 = $2 per MHrPool 2: $54,000/300 = $180 per setupPool 3: $18,000/600 = $30 per receiving order 4. Overhead assignment:InfantryPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 200 = 36,000Pool 3: $30 ⨯ 200 = 6,000Total $ 82,000Special forcesPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 100 = 18,000Pool 3: $30 ⨯ 400 = 12,000Total $ 70,0004–121. Deluxe Percent Regular PercentPrice $900 100% $750 100% Cost 576 64 600 80 Unit gross profit $324 36% $150 20% Total gross profit:($324 ⨯ 100,000) $32,400,000($150 ⨯ 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe Regular Unit-level:Machining:$200 ⨯ 100,000 $20,000,000$200 ⨯ 300,000 $60,000,000 Batch-level:Setups:$3,000 ⨯ 300 900,000$3,000 ⨯ 200 600,000 Packing:$20 ⨯ 100,000 2,000,000$20 ⨯ 400,000 8,000,000 Product-level:Engineering:$40 ⨯ 50,000 2,000,000$40 ⨯ 100,000 4,000,000 Facility-level:Providing space:$1 ⨯ 200,000 200,000$1 ⨯ 800,000 800,000 Total overhead $ 25,100,000 $ 73,400,000 Units ÷100,000 ÷800,000 Overhead per unit $ 251 $ 91.75Deluxe Percent Regular Percent Price $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ⨯ 100,000) $12,000,000($175.50 ⨯ 800,000) $140,400,000*$529 + $251**$482.75 + $91.75***Rounded3. Using activity-based costing, a much different picture of the deluxe and regu-lar products emerges. The regular model appears to be more profitable. Per-haps it should be emphasized.4–131. JIT Non-JITSales a$12,500,000 $12,500,000Allocation b750,000 750,000a$125 ⨯ 100,000, where $125 = $100 + ($100 ⨯ 0.25), and 100,000 is the average order size times the number of ordersb0.50 ⨯ $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ⨯ 200 $ 800,000$4,000 ⨯ 20 $ 80,000Selling costs:$8,000 ⨯ 20 160,000$8,000 ⨯ 20 160,000Service costs:$2,000 ⨯ 100 200,000$2,000 ⨯ 50 100,000T otal $ 1,160,000 $ 340,000For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assignments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per or-der. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs toEmery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Fur-thermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT cus-tomers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–141. Supplier cost:First, calculate the activity rates for assigning costs to suppliers: Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance Foy Purchase cost:$23.50 ⨯ 400,000 $ 9,400,000$21.50 ⨯ 1,600,000 $ 34,400,000 Inspecting components:$120 ⨯ 40 4,800$120 ⨯ 1,960 235,200 Reworking products:$507 ⨯ 90 45,630$507 ⨯ 1,410 714,870 Warranty work:$600 ⨯ 400 240,000$600 ⨯ 7,600 4,560,000 Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is con sidered, the cost of Vance is $23.23, which is less than Foy’s component.Lumus should accept the contractual offer made by Vance.4–14 Concluded2. Warranty hours would act as the best driver of the three choices. Using thisdriver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost as-signed to each component would be:Vance Foy Lost sales:$125 ⨯ 400 $ 50,000$125 ⨯ 7,600 $ 950,000$ 50,000 $ 950,000 U nits supplied ÷ 400,000 ÷1,600,000I ncrease in unit cost $ 0.13* $ 0.59**RoundedPROBLEMS4–151. Product cost assignment:Overhead rates:Patterns: $30,000/15,000 = $2.00 per DLHFinishing: $90,000/30,000 = $3.00 per DLHUnit cost computation:Duffel BagsPatterns:$2.00 ⨯ 0.1 $0.20$2.00 ⨯ 0.2 $0.40Finishing:$3.00 ⨯ 0.2 0.60$3.00 ⨯ 0.4 1.20Total per unit $0.80 $1.602. Cost before addition of duffel bags:$60,000/100,000 = $0.60 per unitThe assignment is accurate because all costs belong to the one product.4–15 Concluded3. Activity-based cost assignment:Stage 1:Pool rate = $120,000/80,000 = $1.50 per transactionStage 2:Overhead applied:Backpacks: $1.50 ⨯ 40,000* = $60,000Duffel bags: $1.50 ⨯ 40,000 = $60,000*80,000 transactions/2 = 40,000 (number of transactions had doubled)Unit cost:Backpacks: $60,000/100,000 = $0.60 per unitDuffel bags: $60,000/25,000 = $2.40 per unit4. This problem allows the student to see what the accounting cost per unitshould be by providing the ability to calculate the cost with and without the duffel bags. With this perspective, it becomes easy to see the benefits of the activity-based approach over those of the functional-based approach. The activity-based approach provides the same cost per unit as the single-product setting. The functional-based approach used transactions to allocate accounting costs to each producing department, and this allocation probably reflects quite well the consumption of accounting costs by each producing department. The problem is the second-stage allocation. Direct labor hours do not capture the consumption pattern of the individual products as they pass through the departments. The distortion occurs, not in using transac-tions to assign accounting costs to departments, but in using direct labor hours to assign these costs to the two products.In a single-product environment, ABC offers no improvement in product cost-ing accuracy. However, even in a single-product environment, it may be poss-ible to increase the accuracy of cost assignments to other cost objects such as customers.4–161. Plantwide rate = $660,000/440,000 = $1.50 per DLHOverhead cost per unit:Model A: $1.50 ⨯ 140,000/30,000 = $7.00Model B: $1.50 ⨯ 300,000/300,000 = $1.502. Departmental rates:Department 1: $420,000/180,000 = $2.33 per MHr*Department 2: $240,000/400,000 = $0.60 per DLHDepartment 1: $420,000/40,000 = $10.50 DLHDepartment 2: $240,000/40,000 = $6.00 per MHrOverhead cost per unit:Model A: [($2.33 ⨯ 10,000) + ($0.60 ⨯ 130,000)]/30,000 = $3.38Model B: [($2.33 ⨯ 170,000) + ($0.60 ⨯ 270,000)]/300,000 = $1.86Overhead cost per unit:Model A: [($10.50 ⨯ 10,000) + ($6.00 ⨯ 10,000)]/30,000 = $5.50Model B: [($10.50 ⨯ 30,000) + ($6.00 ⨯ 30,000)]/300,000 = $1.65*Rounded numbers throughoutA common justification is that of using machine hours for machine-intensivedepartments and labor hours for labor-intensive departments. Using this rea-soning, the first set of departmental rates would be selected (machine hours for Department 1 and direct labor hours for Department 2).3. Calculation of pool rates:Driver Pool RateBatch-level pool:Setup and inspection Product runs $320,000/100 = $3,200 per runUnit-level pool:Machine andmaintenance Machine hours $340,000/220,000 = $1.545 per MHr Note: Inspection hours could have been used as an activity driver instead of production runs.Overhead assignment:Model BBatch-level:Setups and inspection$3,200 ⨯ 40 $ 128,000$3,200 ⨯ 60 $ 192,000Unit-level:Power and maintenance$1.545 ⨯ 20,000 30,900$1.545 ⨯ 200,000 309,000Total overhead $ 158,900 $ 501,000Units produced ÷30,000 ÷ 300,000Overhead per unit $ 5.30 $ 1.674. Using activity-based costs as the standard, we can say that the first set ofdepartmental rates decreased the accuracy of the overhead cost assignment (over the plantwide rate) for both products. The opposite is true for the second set of departmental rates. In fact, the second set is very close to the activity assignments. Apparently, departmental rates can either improve or worsen plantwide assignments. In the first case, D epartment 1’s costs are assigned at a 17:1 ratio which overcosts B and undercosts A in a big way.Yet, this is the most likely set of rates at the departmental level! This raises some doubt about the conventional wisdom regarding departmental rates.4–171. Labor and gasoline are driver tracing.Labor (0.75 ⨯ $120,000) $ 90,000 Time = Resource driverGasoline ($3 ⨯ 6,000 moves) 18,000 Moves = Resource driverDepreciation (2 ⨯ $6,000) 12,000 Direct tracingTotal cost $ 120,0002. Plantwide rate = $600,000/20,000= $30 per DLHUnit cost:DeluxePrime costs $80.00 $160Overhead:$30 ⨯ 10,000/40,000 7.50$30 ⨯ 10,000/20,000 15$87.50 $1753. Pool 1: Maintenance $ 114,000Engineering 120,000Total $ 234,000Maintenance hours ÷4,000Pool rate $ 58.50Note:Engineering hours could also be used as a driver. The activities are grouped together because they have the same process, are both product lev-el, and have the same consumption ratios (0.25, 0.75).Pool 2: Material handling $ 120,000Number of moves ÷6,000Pool rate $ 20Pool 3: Setting up $ 96,000Number of setups ÷80Pool rate $ 1,200Note: Material handling and setups are both batch-level activities but have dif-ferent consumption ratios.Pool 4: Purchasing $ 60,000Receiving 40,000Paying suppliersTotal $ 130,000Orders processed ÷750Pool rate $ 173.33Note:The three activities are all product-level activities and have the same consumption ratios.Pool 5: Providing space $ 20,000Machine hours ÷10,000Pool rate $ 2Note: This is the only facility-level activity.4. Unit cost:Basic Deluxe Prime costs $ 3,200,000 $ 3,200,000Overhead:Pool 1:$58.50 ⨯ 1,000 58,500$58.50 ⨯ 3,000 175,500 Pool 2:$20 ⨯ 2,000 40,000$20 ⨯ 4,000 80,000 Pool 3:$1,200 ⨯ 20 24,000$1,200 ⨯ 60 72,000 Pool 4:$173.33 ⨯ 250 43,333$173.33 ⨯ 500 86,665 Pool 5:$2 ⨯ 5,000 10,000$2 ⨯ 5,000 10,000 Total $ 3,375,833 $ 3,624,165Units produced ÷40,000 ÷20,000Unit cost (ABC) $ 84.40 $ 181.21Unit cost (traditional) $ 87.50 $ 175.00The ABC costs are more accurate (better tracing—closer representation of actual resource consumption). This shows that the basic model was over-costed and the deluxe model undercosted when the plantwide overhead rate was used.1. Unit-level costs ($120 ⨯ 20,000) $ 2,400,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level ($20 ⨯ 20,000) 400,000Total cost $ 5,200,0002. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level costs 400,000Total cost $ 6,400,000The unit-based costs increase because these costs vary with the number of units produced. Because the batches and engineering orders did not change, the batch-level costs and product-level costs remain the same, behaving as fixed costs with respect to the unit-based driver. The facility-level costs are fixed costs and do not vary with any driver.3. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 30) 2,400,000Product-level costs ($80,000 ⨯ 12) 960,000Facility-level costs 400,000Total cost $ 7,360,000Batch-level costs increase as the number of batches changes, and the costs of engineering support change as the number of orders change. Thus, batches and orders increased, increasing the total cost of the model.4. Classifying costs by category allows their behavior to be better understood.This, in turn, creates the ability to better manage costs and make decisions.1. The total cost of care is $1,950,000 plus a $50,000 share of the cost of super-vision [(25/150) ⨯ $300,000]. The cost of supervision is computed as follows: Salary of supervisor (direct) $ 70,000Salary of secretary (direct) 22,000Capital costs (direct) 100,000Assistants (3 ⨯ 0.75 ⨯ $48,000) 108,000Total $ 300,000Thus, the cost per patient day is computed as follows:$2,000,000/10,000 = $200 per patient day(The total cost of care divided by patient days.) Notice that every maternity patient—regardless of type—would pay the daily rate of $200.2. First, the cost of the secondary activity (supervision) must be assigned to theprimary activities (various nursing care activities) that consume it (the driver is the number of nurses):Maternity nursing care assignment:(25/150) ⨯ $300,000 = $50,000Thus, the total cost of nursing care is $950,000 + $50,000 = $1,000,000.Next, calculate the activity rates for the two primary activities:Occupancy and feeding: $1,000,000/10,000 = $100 per patient dayNursing care: $1,000,000/50,000 = $20 per nursing hour。

《管理会计(双语)》课程 (1)

Action Step involves managers taking actions to lower costs, change resource allocations, and improve quality
9
Behavioral Implications
As measurements are made on operations and especially on individuals and groups their behavior changes
When the measurements are used not only for information, planning, and decision-making, but also for control, evaluation, and reward, employees and managers place great pressure on the measurements themselves
– People react when they are being measured, and they react to the measurements
– They focus on the variables and behavior being measured and spend less attention on those not measured
Early 20th century – DuPont and General Motors expanded the focus to planning and control
1970’s – Japanese manufacturers developed new tools to report on quality, service, customer, and employee performance

管理会计(双语)-3

Costs of goods In process
Cost of finished goods unsold sold Income statement
Inventory costs Bal. sheet
Costs of good sold
Profit statement under marginal costing
A £4.00 C £4.77 B D £4.27 £6.50
3.A company produces a single unit of product for which the variable production cost is $6 per unit. Fixed production overhead is $10000 per month. The selling price is $10 per unit. Suppose that in a particular month, production was in fact 5000units with 4800 units sold and 1200 units left in closing stock. Assume all costs were as budgeted.
CURRENT YEAR 10000000 8625000 300000 500000 575000 1000 units 160000 units 100000 units 61000 units
12000000 10800000 300000 600000 300000 1000 units 120000 units 120000 units 1000 units
Current year 100 86.25 50 15 21.25 10 11.25 5

管理会计(双语)教学大纲

《管理会计》(双语)教学大纲课程名称：《管理会计》(双语)课程编码：B0421004适用专业及层次：会计学专业本科层次课程总学时：48学时课程总学分：3学分理论学时：48学时实践学时：0学时先修课程：会计学原理、成本会计等一、课程的性质、目的与任务管理会计是会计、财管专业的专业基础课。

通过本课程的教学，使学生了解现代管理会计学在会计学科体系中的地位和作用，掌握管理会计的基本内容和基本理论，学会如何在社会主义市场经济条件下和现代企业制度环境中，进一步加工和运用企业内部财务信息，预测经济前景、参与经营决策、规划经营方针、控制经营过程和考评责任业绩的基本程序、操作技能和基本方法。

二、教学内容、教学要求及教学重难点CHAPTER 1 The Role, History, and Direction of Management Accounting【教学内容】Chapter 1 provides an overview of management accounting. This chapter also is anopportunity to discuss ethical behavior.【教学要求】1. Learning the role of management accountants in an organization, and could provide a briefhistorical description of management accounting;2. Mastering the differences between management accounting and financial accounting;3. Understanding the current focus of management accounting，and the importance of ethicalbehavior for managers and management accountants【教学重难点】1. Mastering the differences between management accounting and financial accounting;2. Understanding the current focus of management accounting.CHAPTER 2 Basic Management Accounting Concepts【教学内容】This chapter introduces basic terminology that is used throughout the text. Accounting issometimes called the language of business. Learning the accounting terminology in Chapter 2 is similar to learning a foreign language. Understanding the accounting terminology in Chapter 2 is crucial to students understanding topics covered later.【教学要求】1. Learning tangible and intangible products and explain why there are different product costdefinitions;2. Mastering could prepare income statements for manufacturing and service organizations;3. Understanding the cost assignment process, and the differences between functional-based andactivity-based management accounting systems.【教学重难点】1. Mastering could prepare income statements for manufacturing and service organizations;2. Learning tangible and intangible products and explain why there are different product costdefinitions;CHAPTER 3 Activity Cost Behavior【教学内容】This chapter expands the discussion of cost behavior in Chapter 2; more specifically, it focuses on activity cost behavior. In addition, the resource usage model is presented. This chapter is an important foundation for the activity-based costing system discussed in the next chapter. In addition, several methods to estimate and evaluate the cost equation are discussed.【教学要求】1. Learning cost behavior for fixed, variable, and mixed costs , and the role of multipleregression in assessing cost behavior ;2.Mastering how to separate mixed costs into their fixed and variable components using thehigh-low method, the scatter plot method, and the method of least squares ;3. Understanding the role of the resource usage model in understanding cost behavior, and theuse of managerial judgment in determining cost behavior.【教学重难点】1. Mastering how to separate mixed costs into their fixed and variable components using thehigh-low method, the scatter plot method, and the method of least squares ;2. Understanding the role of the resource usage model in understanding cost behavior, and theuse of managerial judgment in determining cost behavior.CHAPTER 4 Activity-Based Costing【教学内容】Technological changes in manufacturing have made the traditional costing method obsolete in many firms. Unit-based cost systems often are no longer adequate in measuring product costs because overhead costs have increased while direct labor costs have decreased. This chapter introduces an approach that can improve product costing in many firms.【教学要求】1. Learning the importance of unit costs, a detailed description of how activities can be grouped intohomogeneous sets to reduce the number of activity rates2. Mastering how an activity-based costing system works, activity-based customer and suppliercosting;3. Understanding functional-based costing approaches, and why functional-based costingapproaches may produce distorted costs.【教学重难点】1. Mastering how an activity-based costing system works, activity-based customer and suppliercosting;2. Understanding functional-based costing approaches, and why functional-based costingapproaches may produce distorted costs.CHAPTER 5 Job-Order Costing【教学内容】Product costing plays a critical role in the new manufacturing environment and has become a significant factor in the service industries with the impact of deregulation. Nonaccounting majors should realize that understanding the basics of product costing is an important topic covered in the course. This chapter introduces students to the important topic of job-order costing.【教学要求】1. Mastering the differences between job-order costing and process costing, and identify the types offirms that would use each method, and the cost flows associated with job-order costing;2. Understanding how to identify and set up the source documents used in job-order costing.【教学重难点】Mastering the differences between job-order costing and process costing, and identify the typesof firms that would use each method, and the cost flows associated with job-order costing; CHAPTER 6 Process Costing【教学内容】If time permits, coverage of process costing is recommended. It exposes students to a different method of determining costs for products and provides useful insights in later chapters. The material in this chapter is generally difficult for the students because of the amount of detail. If you wish to cover this lightly, I suggest you focus on the weighted average approach.【教学要求】1. Learning the basic characteristics and cost flows associated with process manufacturing, and equivalent units and explain their role in process costing2. Mastering the differences between the weighted average method and the FIFO method ofaccounting for process costs, and prepare a departmental production report using the weighted average method;3. Understanding how to how process costing is affected by nonuniform application of manufacturinginputs and the existence of multiple processing departments.【教学重难点】1. Mastering the differences between the weighted average method and the FIFO method ofaccounting for process costs, and prepare a departmental production report using the weightedaverage method;2. Understanding how to how process costing is affected by nonuniform application of manufacturinginputs and the existence of multiple processing departments.CHAPTER 7 Support Department Cost Allocation【教学内容】Allocation of support-department costs is an important topic for product costing. In recent years the issue of accurate product costing has assumed considerable importance, and managers need to be fully aware of how products are costed and the limitations associated with those assignments. The introductory scenario discusses a copying department in a large regional public accounting firm.【教学要求】1. Mastering how to calculate single charging rates for a support department, and allocatesupport-department costs to producing departments using the direct, sequential, and reciprocalmethods, and calculate departmental overhead rate;2. Understanding the difference between support departments and producing departments..【教学重难点】1. Mastering how to calculate single charging rates for a support department, and allocatesupport-department costs to producing departments using the direct, sequential, and reciprocalmethods, and calculate departmental overhead rate;CHAPTER 8 Functional and Activity-Based Budgeting【教学内容】Budgeting is one topic that most students can relate to since they are involved with their own personal budgets. Students may benefit by reading the scenario at the beginning of the chapter.【教学要求】1. Learning budgeting and discuss its role in planning, control, and decision making;2. Mastering the master budget, identify its major components, and explain the interrelationships of thevarious components, and flexible budgeting and identify the features that a budgetary system should have to encourage managers to engage in goal-congruent behavior.3. Understanding activity-based budgeting.【教学重难点】1.Mastering the master budget, identify its major components, and explain the interrelationships of the various components, and flexible budgeting and identify the features that a budgetary system should have to encourage managers to engage in goal-congruent behavior.2. Understanding activity-based budgeting.CHAPTER 9 Standard Costing: A Managerial Control Tool【教学内容】This chapter covers standard costing and variances.【教学要求】1. Learning how unit standards are set and why standard cost systems are adopted, and the purpose of a standard cost sheet.2. Mastering how to compute the materials and labor variances and explain how they are used forcontrol, and the variable and fixed overhead variances and explain their meanings;3. Understanding the basic concepts underlying variance analysis and explain when variances should beInvestigated.【教学重难点】1. Mastering how to compute the materials and labor variances and explain how they are used forcontrol, and the variable and fixed overhead variances and explain their meanings;2. Understanding the basic concepts underlying variance analysis and explain when variances should beInvestigated.CHAPTER 10 Activity- and Strategic-Based Responsibility Accounting【教学内容】Activity-based management is a fairly new topic in management accounting textbooks. This chapter is important in order to understand the new environment in management accounting. The scenario to Chap- ter 10 is a good place for students to start. In addition, students should be comfortable with the topics from Chapters 3 and 4.【教学要求】1. Learning the difference among functional-based, activity-based, and strategic-based responsibilityaccounting systems.2. Mastering the basic features of the Balanced Scorecard;3. Understanding process value analysis and activity performance measurement.【教学重难点】1. Mastering the basic features of the Balanced Scorecard;2. Understanding process value analysis and activity performance measurement.CHAPTER 11 Quality Costs and Productivity: Measurement, Reporting, and Control【教学内容】This chapter focuses on the measurement and control of quality costs, and does a good job of discussing a topic that is not presented in most first-level management accounting textbooks. It provides an excellent bridge to understanding the new manufacturing environment of a world-class manufacturer. The opening scenario provides an interesting discussion of quality issues.【教学要求】1. Learning the four types of quality costs;2. Mastering how to prepare a quality cost report and explain the difference between the conventionalview of acceptable quality level and the view espoused by total quality control and why quality cost information is needed and how it is used;3. Understanding what productivity is and calculate the impact of productivity changes on profits.【教学重难点】1.Mastering how to prepare a quality cost report and explain the difference between theconventional view of acceptable quality level and the view espoused by total quality control and why quality cost information is needed and how it is used;2. Understanding what productivity is and calculate the impact of productivity changes on profits. CHAPTER 12 Environmental Cost Management【教学内容】In this chapter, Hansen and Mowen discuss environmental and life-cycle costs. These issues are presented in the scenario at the beginning of the chapter.【教学要求】1. Learning the importance of measuring environmental costs;2. Mastering how environmental costs are assigned to products and processes;3. Understanding the life-cycle cost assessment model, and activity- and strategic-based environmentalcontrol.【教学重难点】1. Mastering how environmental costs are assigned to products and processes;2. Understanding the life-cycle cost assessment model, and activity- and strategic-based environmentalcontrol.CHAPTER 13 Performance Evaluation in the Decentralized Firm【教学内容】The scenario in this chapter illustrates some of the issues faced by firms selling abroad. This chapter is relevant because of global competition faced by many firms.【教学要求】1. Learning responsibility accounting and four types of responsibility centers;2. Mastering how to compute and explain return on investment (ROI) and economic value added(EVA);3. Understanding why firms choose to decentralize, and methods of evaluating and rewarding managerial performance, the role of transfer pricing in a decentralized firm.【教学重难点】Mastering how to compute and explain return on investment (ROI) and economic value added(EVA);CHAPTER 14 International Issues in Management Accounting【教学内容】The scenario in this chapter illustrates some of the issues faced by firms selling abroad. This chapter is relevant because of global competition faced by many firms.【教学要求】1. Learning the role of the management accountant in the international environment, and the varying levels of involvement that firms can undertake in international trade;2. Mastering the ways management accountants can manage foreign currency risk,3. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.【教学重难点】1. Mastering the ways management accountants can manage foreign currency risk;2. Understanding why multinational firms choose to decentralize, and how environmental factors canaffect performance evaluation in the multinational firm, and the role of transfer pricing in themultinational firm.CHAPTER 15 Segmented Reporting and Performance Evaluation【教学内容】Coverage of this chapter expands on material outlined briefly in Chapter 2. Here we use thevariable-costing income statement as a way to organize information on cost behavior. A variety of management decision-making applications are presented.【教学要求】1. Learning the differences between variable and absorption costing;2. Mastering how variable costing is useful in evaluating the performance of managers, and how to prepare a segmented income statement based on a variable-costing approach and explain how this format can be used with activity-based costing to assess customer profitability.3. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.【教学重难点】1. Mastering how variable costing is useful in evaluating the performance of managers, and how to prepare a segmented income statement based on a variable-costing approach and explain how this format can be used with activity-based costing to assess customer profitability.2. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.CHAPTER 16 Cost-Volume-Profit Analysis: A Managerial Planning Tool【教学内容】Cost-volume-profit (CVP) analysis can be used to illustrate how managers use accounting data for planning and decision making. Students who enjoy solving puzzles will probably enjoy the discussion of CVP. A more complete analysis of the subject material can be taught by using simple algebra.【教学要求】1. Learning the impact of activity-based costing on cost-volume-profit analysis;2. Mastering the number of units that must be sold to break even or to earn a targeted profit., the amount of revenue required to break even or to earn a targeted profit, and apply cost-volume-profit analysis in a multiple-product setting;3.Understanding a profit-volume graph and a cost-volume-profit graph and explain themeaning of each, and the impact of risk, uncertainty, and changing variables on cost-volume-profit analysis.【教学重难点】Mastering the number of units that must be sold to break even or to earn a targeted profit., theamount of revenue required to break even or to earn a targeted profit, and apply cost-volume-profit analysis in a multiple-product setting;CHAPTER 17 Tactical Decision Making【教学内容】This chapter deals with relevant information and how it is used in short-run decisions.【教学要求】1. Learning the tactical decision-making model;2. Mastering how the activity resource usage model is used in assessing relevancy, and how to apply the tactical decision-making concepts in a variety of business situations.3.Understanding the impact of cost on pricing decisions.【教学重难点】Mastering how the activity resource usage model is used in assessing relevancy, and how to apply the tactical decision-making concepts in a variety of business situations.CHAPTER 18 Capital Investment Decisions【教学内容】This chapter covers the basic capital budgeting models. Taxes are considered later in the chapter. The focus of the chapter is on learning how to apply the models.【教学要求】1. Learning what a capital investment decision is and distinguish between independent and mutually exclusive capital investment decisions;2. Mastering how to compute the payback period and accounting rate of return for a proposed investment and explain their roles in capital investment decisions, and use net present value analysis for capital investment decisions involving independent projects, and use the internal rate of return to assess the acceptability of independent projects.3. Understanding the role and value of postaudits, and why NPV is better than IRR for capitalinvestment decisions involving mutually exclusive projects.【教学重难点】Mastering how to compute the payback period and accounting rate of return for a proposed investmentand explain their roles in capital investment decisions, and use net present value analysis for capital investment decisions involving independent projects, and use the internal rate of return to assess the acceptability of independent projects.CHAPTER 19 Inventory Management【教学内容】The material in this chapter tends to be more quantitative than in previous chapters. While thematerial is very important to many management accountants, the discussion of these topics is often delayed until the second managerial/cost accounting class.【教学要求】1. Learning the traditional inventory management model, and the theory of constraints and explain how it can be used to manage inventory.2. Understanding JIT inventory management, and long-term contracts, continuous replenishment, electronic data interchange, and JIT II.【教学重难点】Understanding JIT inventory management, and long-term contracts, continuous replenishment, electronic data interchange, and JIT II.三、教学章节及学时分配（一）总体学时分配四、教学方法与教学手段说明教学方法式是以普通理论课堂教学和案例教学为主要形式，注重培养学生活学活用的能力。

《管理会计(双语)》教学大纲

《管理会计（双语）》课程教学大纲课程编码：12120203k206课程性质：专业必修课学分：3课时：48开课学期：第五学期适用专业：会计学一、课程简介《管理会计(双语》是会计学专业（本科）的一门必修课程。

第三部分集中介绍管理会计发展的新领域。

管理会计是一门理论性较强、计算内容较多的课程。

具体入下：1.了解管理会计的产生与发展，明确管理会计的特点、职能、内容和任务；2.掌握成本习性与变动成本法、本量利分析等管理会计基础分析方法，并了解方法的一般原理；3.掌握短期经营决策分析、长期投资决策分析、全面预算、标准成本控制、责任会计等内容的基本理论与方法。

三、教学内容（一）Chapter 1 Managerial Accounting Concepts and PrinciplesThe main content: Chapter 1 introduces students to managerial accounting and the manufacturing process. Students will learn how managerial accounting is used in the management decision process. They will also be exposed to the terminology used to describe costs related to manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe managerial accounting and the role of managerial accounting in a business.2. Define and illustrate the following costs: 1. direct and indirect costs, 2. direct materials,direct labor, and factory overhead costs, 3. product and period costs.3. Describe and illustrate the following statements for a manufacturing business: 1.balance sheet, 2. statement of cost of goods manufactured, 3. income statement.4. Describe the uses of managerial accounting information.Some key points: direct and indirect costs, direct materials, direct labor, factory overhead costs, product and period costs; cost of goods manufactured.Teaching methods: use of multimedia tools. We ad opt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（二）Chapter 2Job Order CostingThe main content：Chapter 2 introduces students to managerial job order cost systems. Students will be exposed to the terminology used to describe costs related to manufacturing. The first of two basic manufacturing accounting systems, job order, is described in this chapter. Students learn how costs flow through a manufacturing system and the basis for determining product costs under job order costing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe cost accounting systems used by manufacturing businesses.2. Describe and illustrate a job order cost accounting system.3. Describe the use of job order cost information for decision making.4. Describe the flow of costs for a service business that uses a job order cost accountingsystem.Some key points: Job Order Cost System; Overapplied Factory Overhead; Underapplied Factory Overhead; predetermined overhead rate;Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is suppl emented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（三）Chapter 3Process Cost SystemsThe main content：Chapter 3 completes the coverage of manufacturing accounting by introducing process costing. The text demonstrates process costing under the FIFO method.The average cost method is presented in th e chapter’s appendix. Chapter 3 also discusses the impact of just-in-time systems on manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe process cost systems.2. Prepare a cost of production report.3. Journalize entries for transactions using a process cost system.4. Describe and illustrate the use of cost of production reports for decision making.5. Compare just-in-time processing with traditional manufacturing processing.Some key points: Process Cost System; First-in, First-out (FIFO) Method; Cost of Production Report; Just-in-Time (JIT) Processing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（四）Chapter 4 Cost Behavior and Cost-Volume-Profit AnalysisThe main content: In Chapter 4, students learn how to conduct cost-volume-profit analysis. In preparation for this activity, the chapter discusses variable, fixed, and mixed costs.Learning Objectives：After studying the chapter, your students should be able to:1. Classify costs as variable costs, fixed costs, or mixed costs.2. Compute the contribution margin, the contribution margin ratio, and the unitcontribution margin.3. Determine the break-even point and sales necessary to achieve a target profit.4. Using a cost-volume-profit chart and a profit-volume chart, determine the break-evenpoint and sales necessary to achieve a target profit.5. Compute the break-even point for a company selling more than one product, theoperating leverage, and the margin of safety.Some key points:variable costs; fixed costs; mixed costs; High-Low Method; Contribution Margin; Cost-Volume-Profit Analysis; Contribution Margin Ratio; Unit Contribution Margin.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（五）Chapter 5 BudgetingThe main content: Chapter 5 emphasizes accounting activities that help managers plan, direct, and control the operations of a business. Budgeting is used to establish business goals in the planning function. Budgets help guide managers’ operational decisions. Budgets are also used to control operations as actual results are compared to the budgeted results.Learning Objectives：After studying the chapter, your students should be able to:1. Describe budgeting, its objectives, and its impact on human behavior.2. Describe the basic elements of the budget process, the two major types of budgeting,and the use of computers in budgeting.3. Describe the master budget for a manufacturing company.4. Prepare the basic income statement budgets for a manufacturing company.5. Prepare balance sheet budgets for a manufacturing company.Some key points: Goal Conflict；Budgetary Slack；Continuous Budgeting；Static Budget；Flexible Budget；Zero-Based Budgeting；Capital Expenditures Budget.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（六）Chapter 6 Performance Evaluation Using Variances from Standard Costs The main content: Standard cost systems set budgets for the materials, labor, and factory overhead used by a manufacturer to produce its product. Deviations from these standards are reported as variances.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the types of standards and how they are established.2. Describe and illustrate how standards are used in budgeting.3. Compute and interpret direct materials and direct labor variances.4. Compute and interpret factory overhead controllable and volume variances.5. Journalize the entries for recording standards in the accounts and prepare an incomestatement that includes variances from standard.6. Describe and provide examples of nonfinancial performance measures.Some key points: Direct Labor Rate Variance ；Direct Materials Price Variance；Direct Labor Time Variance；Direct Materials Quantity Variance；Budgeted Variable Factory Overhead；Factory Overhead Cost Variance Report；Controllable Variance；Volume Variance.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（七）Chapter 7 Performance Evaluation for Decentralized Operations The main content: Chapter 7 applies responsibility accounting to cost, profit, and investment centers. The chapter demonstrates the responsibility accounting reports that are used to evaluate department or division performance. This provides an excellent opportunity to remind your students that managers are judged, at least in part, using accounting data.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the advantages and disadvantages of decentralized operations.2. Prepare a responsibility accounting report for a cost center.3. Prepare responsibility accounting reports for a profit center.4. Compute and interpret the rate of return on investment, the residual income, and thebalanced scorecard for an investment center.5. Describe and illustrate how the market price, negotiated price, and cost priceapproaches to transfer pricing may be used by decentralized segments of a business.Some key points:Responsibility Accounting；Balanced Scorecard；Profit Margin；DuPont Formula；Rate of Return on Investment (ROI)；Investment Center ;Residual Income；Investment TurnoverTeaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（八）Chapter 8 Differential Analysis, Product Pricing, and Activity-Based Costing The main content: This chapter covers (1) differential analysis, (2) methods of determining the selling price of a product using a cost-plus markup approach, (3) the effects of production bottlenecks, and (4) activity-based costing. The cost-plus approach of product cost is described in Objective 2; total cost and variable cost methods are presented in thechapter appendix. All topics in this chapter are able to stand alone. Therefore, the instructor is free to cover only one or two of the topics if class time is a limited resource as the term draws to a close.Learning Objectives：After studying the chapter, your students should be able to:1. Prepare differential analysis reports for a variety of managerial decisions.2. Determine the selling price of a product, using the product cost concept.3. Compute the relative profitability of products in bottleneck production processes.4. Allocate product costs using activity-based costing.Some key points:Product Cost Concept ; Target Costing; Production Bottleneck; Theory of Constraints (TOC); Activity-Based Costing (ABC).Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（九）Chapter 9 Capital Investment AnalysisThe main content: Capital investment analysis is a topic that usually receives detailed coverage in introductory finance courses and/or intermediate accounting. The purpose of this chapter is to give students a brief introduction to the basics of capital investment analysis using the following methods: average rate of return, cash payback, net present value, and internal rate of return.Learning Objectives：After studying the chapter, your students should be able to:1. Explain the nature and importance of capital investment analysis.2. Evaluate capital investment proposals using the average rate of return and cashpayback methods.3. Evaluate capital investment proposals using the net present value and internal rate ofreturn methods.4. List and describe factors that complicate capital investment analysis.5. Diagram the capital rationing process.Some key points: Capital Investment Analysis；Time Value of Money Concept；Average Rate of Return；Cash Payback Period；Internal Rate of Return (IRR) Method；Capital Rationing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.四、整体课时分配五、实验教学1. 实验项目与课时分配3.实验报告The basic requirements of the experiment report, including: name of the experiment, purpose of the experiment, case data, case analysis, conclusions and enlightenment.六、课程考核与成绩评定1.考核方式：考查；笔试；闭卷。

管理会计双语版总结

Favorable variance and unfavorable variance Management by exception
20
Chapter 10 : Standard Costing
Standards
Quantity and price standards
Ideal and practical standards
Chapter 9 : The Operating Budget
Performance report
Static budget Flexible budget Static budget variance
Sales volume variance Flexible budget variance
Contribution margin
total vs. per unit Contribution margin ratio
Break-even (in units and in dollars) Target profit (in units and in dollars)
Three formulas (page 136)
11
Sales
Variable Costs
Contribution Margin
Direct Material Direct Labor Variable Mfg. Variable S&A
Fixed Mfg. Fixed S&A
Profit
12
Sales
Cost of Good Sold
Gross Margin
Direct Material Direct Labor Variable Mfg. Fixed Mfg.

管理会计(英)3

Chapter 3Job-Order Costing Solutions to Questions3-1By definition, manufacturing overhead consists of costs that cannot be practically traced to jobs. Therefore, if these costs are to be assigned to jobs, they must be allocated rather than traced.3-2The first step is to estimate the total amount of the allocation base (the denominator) that will be required for next period’s estimated level of production. The second step is to estimate the total fixed manufacturing overhead cost for the coming period and the variable manufacturing overhead cost per unit of the allocation base. The third step is to use the cost formula Y = a + bX to estimate the total manufacturing overhead cost (the numerator) for the coming period. The fourth step is to compute the predetermined overhead rate.3-3The job cost sheet is used to record all costs that are assigned to a particular job. These costs include direct materials costs traced to the job, direct labor costs traced to the job, and manufacturing overhead costs applied to the job. When a job is completed, the job cost sheet is used to compute the unit product cost.3-4 A sales order is issued after an agreement has been reached with a customer on quantities, prices, and shipment dates for goods. The sales order forms the basis for the production order. The production order specifies what is to be produced and forms the basis for the job cost sheet. The job cost sheet, in turn, is used to summarize the various production costs incurred to complete the job. These costs are entered on the job cost sheet from materials requisition forms, direct labor time tickets, and by applying overhead.3-5Some production costs such as a factory manager’s salary cannot be traced to a particular product or job, but rather are incurred as a result of overall production activities. In addition, some production costs such as indirect materials cannot be easily traced to jobs. If these costs are to be assigned to products, they must be allocated to the products.3-6If actual manufacturing overhead cost is applied to jobs, the company must wait until the end of the accounting period to apply overhead and to cost jobs. If the company computes actual overhead rates more frequently to get around this problem, the rates may fluctuate widely due to seasonal factors or variations in output. For this reason, most companies use predetermined overhead rates to apply manufacturing overhead costs to jobs.3-7The measure of activity used as the allocation base should drive the overhead cost; that is, the allocation base should cause the overhead cost. If the allocation base does not really cause the overhead, then costs will be incorrectly attributed to products and jobs and product costs will be distorted.3-8Assigning manufacturing overhead costs to jobs does not ensure a profit. The units produced may not be sold and if they are sold, they may not be sold at prices sufficient to cover all costs. It is a myth that assigning costs to products or jobs ensures that those costs will be recovered. Costs are recovered only by selling to customers—not by allocating costs.3-9The Manufacturing Overhead account is credited when overhead cost is applied to Work in Process. Generally, the amount of overhead applied will not be the same as the amount of actual cost incurred because the predetermined overhead rate is based on estimates.3-10Underapplied overhead occurs when the actual overhead cost exceeds the amount ofoverhead cost applied to Work in Process inventory during the period. Overapplied overhead occurs when the actual overhead cost is less than the amount of overhead cost applied to Work in Process inventory during the period. Underapplied or overapplied overhead is disposed of by either closing out the amount to Cost of Goods Sold or by allocating the amount among Cost of Goods Sold and ending inventories in proportion to the applied overhead in each account. The adjustment for underapplied overhead increases Cost of Goods Sold (and inventories) whereas the adjustment for overapplied overhead decreases Cost of Goods Sold (and inventories).3-11Manufacturing overhead may be underapplied for several reasons. Control over overhead spending may be poor. Or, some of the overhead may be fixed and the actual amount of the allocation base may be less than estimated at the beginning of the period. In this situation, the amount of overhead applied to inventory will be less than the actual overhead cost incurred.3-12Underapplied overhead implies that not enough overhead was assigned to jobs during the period and therefore cost of goods sold was understated. Therefore, underapplied overhead is added to cost of goods sold. On the other hand, overapplied overhead is deducted from cost of goods sold.3-13 A plantwide overhead rate is a single overhead rate used throughout a plant. In a multiple overhead rate system, each production department may have its own predetermine overhead rate and its own allocation base. Some companies use multiple overhead rates rather than plantwide rates to more appropriately allocate overhead costs among products. Multiple overhead rates should be used, for example, in situations where one department is machine intensive and another department is labor intensive.3-14When automated equipment replaces direct labor, overhead increases and direct labor decreases. This results in an increase in the predetermined overhead rate—particularly if it is based on direct labor.Exercise 3-1 (10 minutes)The estimated total manufacturing overhead cost is computed as follows: Y = $466,000 + ($3.00 per DLH)(40,000 DLHs) Estimated fixed manufacturing overhead .................. $466,000Estimated variable manufacturing overhead:$3.00 per DLH × 40,000 DLHs ............................. 120,000Estimated total manufacturing overhead cost ............ $586,000 The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $586,000÷ Estimated total direct labor hours (DLHs) ... 40,000 DLHs= Predetermined overhead rate ................... $14.65 per DLHExercise 3-2 (10 minutes)Actual direct labor-hours ......................... 12,600 × Predetermined overhead rate ............... $23.10 = Manufacturing overhead applied ........... $291,060Exercise 3-3 (10 minutes)1. Total direct labor-hours required for Job A-200:Direct labor cost ............................. $120÷ Direct labor wage rate per hour ..... $12= Total direct labor hours (10)Total manufacturing cost assigned to Job A-200: Direct materials .............................. $200Direct labor (120)Manufacturing overhead applied($18 per DLH × 10 DLHs) (180)Total manufacturing cost.................. $500 2. Unit product cost for Job A-200:Total manufacturing cost ................ $500÷ Number of units in the job (50)= Unit product cost ........................ $10Exercise 3-4 (15 minutes)a. Raw Materials ..................... 86,000Accounts Payable ......... 86,000b. Work in Process................... 72,000Manufacturing Overhead ....... 12,000Raw Materials ............. 84,000c. Work in Process................... 105,000Manufacturing Overhead ....... 3,000Wages Payable ............ 108,000 d. Manufacturing Overhead ....... 197,000Various Accounts ......... 197,000Exercise 3-5 (20 minutes) Parts 1 and 2.Exercise 3-6 (20 minutes)1. Cost of Goods ManufacturedDirect materials:Raw materials inventory, beginning .............. $24,000Add: Purchases of raw materials .................. 53,000Total raw materials available .......................Deduct: Raw materials inventory, ending ...... 6,000Raw materials used in production................. 71,000Deduct: Indirect materials included inmanufacturing overhead ........................... 8,000 $ 63,000 Direct labor................................................... 62,000 Manufacturing overhead applied to work inprocess inventory ........................................ 41,000 Total manufacturing costs ............................... 166,000 Add: Beginning work in process inventory ......... 41,000207,000 Deduct: Ending work in process inventory ......... 38,000 Cost of goods manufactured............................ $169,000 2. Cost of Goods SoldFinished goods inventory, beginning ................. $ 86,000Add: Cost of goods manufactured .................... 169,000Cost of goods available for sale........................ 255,000Deduct: Finished goods inventory, ending ......... 93,000Unadjusted cost of goods sold ......................... 162,000Add: Underapplied overhead ........................... 8,000Adjusted cost of goods sold............................. $170,000Exercise 3-7 (10 minutes)1. Actual direct labor-hours ....................... 8,250× Predetermined overhead rate .............. $21.40= Manufacturing overhead applied .......... $176,550Less: Manufacturing overhead incurred.... 172,500Manufacturing overhead overapplied ....... $ 4,0502. Because manufacturing overhead is overapplied, the cost of goods soldwould decrease by $4,050 and the gross margin would increase by $4,050.Exercise 3-8 (30 minutes)1. Cost of Goods ManufacturedDirect materials:Raw materials inventory, beginning .............. $ 8,000Add: Purchases of raw materials .................. 132,000Total raw materials available .......................Deduct: Raw materials inventory, ending ...... 10,000Raw materials used in production................. 130,000 Direct labor................................................... 90,000 Manufacturing overhead applied to work inprocess inventory ........................................ 210,000 Total manufacturing costs ...............................Add: Beginning work in process inventory ......... 5,000435,000 Deduct: Ending work in process inventory ......... 20,000 Cost of goods manufactured............................ $415,000 2. Cost of Goods SoldFinished goods inventory, beginning ................. $ 70,000Add: Cost of goods manufactured .................... 415,000Cost of goods available for sale........................ 485,000Deduct: Finished goods inventory, ending ......... 25,000Unadjusted cost of goods sold ......................... 460,000Add: Underapplied overhead ........................... 10,000Adjusted cost of goods sold............................. $470,0003.Eccles CompanyIncome StatementSales .......................................................... $643,000 Cost of goods sold ($460,000 + $10,000)......... 470,000 Gross margin ...............................................Selling and administrative expenses:Selling expenses ........................................ $100,000Administrative expense ............................... 43,000 143,000 Net operating income .................................... $ 30,000Exercise 3-9 (10 minutes)Yes, overhead should be applied to value the Work in Process inventory at year-end.Because $15,000 of overhead was applied to Job X on the basis of $10,000 of direct labor cost, the company’s predetermined overhead rate must be 150% of direct labor cost.Job Q direct labor cost .................................................. $8,000 × Predetermined overhead rate ...................................... × 150% = Manufacturing overhead applied to Job Q at year-end..... $12,000Exercise 3-10 (10 minutes)Direct material .......................... $12,000 Direct labor............................... 8,000 Manufacturing overhead applied:$8,000 × 120% ...................... 9,600 Total manufacturing cost ............ $29,600 Unit product cost:$29,600 ÷ 200 units ................ $148Exercise 3-11 (30 minutes)1. a. Raw Materials Inventory ........................ 210,000Accounts Payable ............................... 210,000b. Work in Process ................................... 152,000Manufacturing Overhead........................ 38,000Raw Materials Inventory ...................... 190,000c. Work in Process ................................... 49,000Manufacturing Overhead........................ 21,000Salaries and Wages Payable ................. 70,000d. Manufacturing Overhead........................ 105,000Accumulated Depreciation ................... 105,000e. Manufacturing Overhead........................ 130,000Accounts Payable ............................... 130,000f. Work in Process ................................... 300,000Manufacturing Overhead ..................... 300,000 75,000 machine-hours $4 per machine-hour = $300,000.g. Finished Goods..................................... 510,000Work in Process ................................. 510,000h. Cost of Goods Sold ............................... 450,000Finished Goods .................................. 450,000 Accounts Receivable.............................. 675,000Sales ................................................ 675,000 $450,000 × 1.5 = $675,000.Exercise 3-12 (20 minutes)1. T he estimated total manufacturing overhead cost is computed as follows:Y = $750,000 + $4.00 per MH × 150,000 MHs Estimated fixed manufacturing overhead ................ $ 750,000Estimated variable manufacturing overhead$4.00 per MH × 150,000 MHs ............................ 600,000Estimated total manufacturing overhead cost .......... $1,350,000The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $1,350,000÷ Estimated total machine-hours (MHs) ........ 150,000 MHs= Predetermined overhead rate ................... $9.00 per MH 2. Total manufacturing cost assigned to Job 500:Direct materials .............................. $350Direct labor (230)Manufacturing overhead applied$9.00 per MH × 30 MHs (270)Total manufacturing cost.................. $8503. Computing underapplied/overapplied overhead:Actual manufacturing overhead (a) ....... $1,325,000Actual machine-hours ......................... 147,000× Predetermined overhead rate ............ $9.00= Manufacturing overhead applied (b)... $1,323,000Underapplied overhead (a) – (b)........... $ 2,000Manufacturing overhead underapplied ... $2,000The closing entry would increase cost of goods sold by $2,000 anddecrease net operating income by $2,000.Exercise 3-13 (15 minutes)1. Actual manufacturing overhead costs.............. $ 48,000Manufacturing overhead applied:10,000 MH × $5 per MH............................. 50,000 Overapplied overhead cost ............................ $ 2,000 2. Direct materials:Raw materials inventory, beginning.............. $ 8,000Add: Purchases of raw materials .................. 32,000Raw materials available for use ...................Deduct: Raw materials inventory, ending ...... 7,000Raw materials used in production ................ $ 33,000 Direct labor................................................. 40,000 Manufacturing overhead cost applied to workin process ................................................ 50,000 Total manufacturing cost ..............................Add: Work in process, beginning .................... 6,000129,000 Deduct: Work in process, ending.................... 7,500 Cost of goods manufactured.......................... $121,500Exercise 3-14 (30 minutes)Note to the instructor: This exercise is a good vehicle for introducing the concept of predetermined overhead rates. This exercise can also beused as a launching pad for a discussion of the appendix to the chapter.1. UnitsProduced Manufacturing OverheadHigh activity level (First quarter) .... 80,000 $228,000 Low activity level (Third quarter).... 20,000 192,000 Change ...................................... 60,000 $36,000 Variable cost = Change in cost ÷ Change in activity= $36,000 ÷ 60,000 units= $0.60 per unit producedTotal cost (First quarter) .......................................... $228,000Variable cost element ($0.60 per unit × 80,000 units) .. 48,000Fixed cost element.................................................. $180,000 These fixed and variable cost estimates can be used to estimate the total manufacturing overhead cost for the fourth quarter as follows: Y = $180,000 + ($0.60 per unit)(60,000 units) Estimated fixed manufacturing overhead .................. $180,000 Estimated variable manufacturing overhead$0.60 per unit × 60,000 units .............................. 36,000 Estimated total manufacturing overhead cost ............ $216,000Total manufacturing cost and unit product cost:Direct materials .................................................. $180,000 Direct labor ....................................................... 72,000 Manufacturing overhead ...................................... 216,000 Total manufacturing costs .................................... $468,000 ÷ Number of units to be produced ........................= Unit product cost............................................. $7.80Exercise 3-14 (continued)2. The fixed portion of the manufacturing overhead cost is causing the unitproduct costs to fluctuate. The unit product cost increases as the level of production decreases because fixed overhead is being spread over fewer units.3. The unit product cost can be stabilized by using a predeterminedoverhead rate that is based on expected activity for the entire year. The cost formula created in requirement 1 can be adapted to compute the annual predetermined overhead rate. The annual fixed manufacturing overhead is $720,000 ($180,000 per quarter × 4 quarters). The variable manufacturing overhead per unit is $0.60. The cost formula is as follows: Y = $720,000 + $0.60 per unit × 200,000 units Estimated fixed manufacturing overhead .................. $720,000Estimated variable manufacturing overhead$0.60 per unit × 200,000 units ............................. 120,000Estimated total manufacturing overhead cost ............ $840,000The annual predetermined overhead rate is computed as follows:Estimated total manufacturing overhead .... $840,000÷ Estimated total units produced .............. 200,000= Predetermined overhead rate ................ $4.20 per unitThe predetermined overhead rate of $4.20 would be used throughout the entire year, thereby eliminating the impact of seasonal variations in demand on unit product costs.Exercise 3-15 (15 minutes)1. Milling Department:The estimated total manufacturing overhead cost in the Milling Department is computed as follows:Y = $390,000 + ($2.00 per MH)(60,000 MH) Estimated fixed manufacturing overhead .................. $390,000 Estimated variable manufacturing overhead$2.00 per MH × 60,000 MHs ................................ 120,000 Estimated total manufacturing overhead cost ............ $510,000 The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead .... $510,000÷ Estimated total machine-hours .............. 60,000 MHs = Predetermined overhead rate ................ $8.50 per MH Assembly Department:The estimated total manufacturing overhead cost in the Assembly Department is computed as follows:Y = $500,000 + ($3.75 per DLH)(80,000 DLH) Estimated fixed manufacturing overhead .................. $500,000 Estimated variable manufacturing overhead$3.75 per DLH × 80,000 DLHs ............................. 300,000 Estimated total manufacturing overhead cost ............ $800,000 The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead .... $800,000÷ Estimated total direct labor-hours .......... 80,000 DLHs = Predetermined overhead rate ................ $10.00 per DLHExercise 3-15 (continued)2. Total manufacturing cost assigned to Job 407:Direct materials ($800 + $370) ....................... $1,170Direct labor ($45 + $160) (205)Milling Department (90 MHs × $8.50 per MH).... $765Assembly Department (20 DLH × $10 per DLH) . 200 965Total manufacturing cost ................................ $2,3403. Yes; if some jobs require a large amount of machine time and a smallamount of labor time, they would be charged substantially less overhead cost if a plantwide rate based on direct labor hours were used. Itappears, for example, that this would be true of Job 407 which required considerable machine time to complete, but required a relatively small amount of labor hours.Exercise 3-16 (15 minutes)1. Item (a): Actual manufacturing overhead costs for the year.Item (b): Overhead cost applied to work in process for the year.Item (c): Cost of goods manufactured for the year.Item (d): Cost of goods sold for the year.2. Manufacturing Overhead............................ 30,000Cost of Goods Sold............................... 30,0003. The overapplied overhead will be allocated to the other accounts on thebasis of the amount of overhead applied during the year in the ending balance of each account:Work in process .............................. $ 32,800 8 %Finished goods ................................ 41,000 10Cost of goods sold ........................... 336,200 82Total cost ....................................... $410,000 100 %Using these percentages, the journal entry would be as follows:Manufacturing Overhead ......................... 30,000Work in Process (8% × $30,000) ......... 2,400Finished Goods (10% × $30,000) ........ 3,000Cost of Goods Sold (82% × $30,000) ... 24,600Exercise 3-17 (30 minutes)1. The predetermined overhead rate is computed as follows:Y = $106,250 + $0.75 per MH × 85,000 MHs Estimated fixed manufacturing overhead .................. $106,250Estimated variable manufacturing overhead$0.75 per MH × 85,000 MHs ................................ 63,750Estimated total manufacturing overhead cost ............ $170,000The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $170,000÷ Estimated total machine-hours ................. 85,000 MHs= Predetermined overhead rate ................... $2.00 per MH2. The amount of overhead cost applied to Work in Process for the yearwould be: 80,000 machine-hours × $2.00 per machine-hour = $160,000.This amount is shown in entry (a) below:(Utilities)(Insurance)(Maintenance)(Indirect materials)(Indirect labor)(Depreciation)Balance(Direct materials)(Direct labor)(Overhead)3. Overhead is underapplied by $8,000 for the year, as shown in theManufacturing Overhead account above. The entry to close out thisbalance to Cost of Goods Sold would be:Cost of Goods Sold .................................... 8,000Manufacturing Overhead.......................... 8,000Exercise 3-17 (continued)4. When overhead is applied using a predetermined rate based onmachine-hours, it is assumed that overhead cost is proportional tomachine-hours. When the actual level of activity turns out to be 80,000 machine-hours, the costing system assumes that the overhead will be 80,000 machine-hours × $2.00 per machine-hour, or $160,000. This is a drop of $10,000 from the initial estimated total manufacturing overhead cost of $170,000. However, the actual total manufacturing overhead did not drop by this much. The actual total manufacturing overhead was $168,000—a drop of only $2,000 from the estimate. The manufacturing overhead did not decline by the full $10,000 because of the existence of fixed costs and/or because overhead spending was not under control.These issues will be covered in more detail in later chapters.Exercise 3-18 (45 minutes)1 a. The estimated total manufacturing overhead cost is computed asfollows:Y = $1,100,000 + $5.00 per MH × 50,000 MHs Estimated fixed manufacturing overhead ................. $1,100,000 Estimated variable manufacturing overhead$5.00 per MH × 50,000 MHs ............................... 250,000 Estimated total manufacturing overhead cost ........... $1,350,000 The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $1,350,000÷ Estimated total machine-hours (MHs) ........ 50,000 MHs= Predetermined overhead rate ................... $27.00 per MH 1 b and 1 c. Total manufacturing cost assigned to Jobs D-75 and C-100:D-75 C-100 Direct materials ............................... $ 700,000 $ 550,000Direct labor ..................................... 360,000 400,000Manufacturing overhead applied($27.00 per MH × 20,000 MHs;$27.00 per MH × 30,000 MHs) ....... 540,000 810,000Total manufacturing cost ................... $1,600,000 $1,760,000Bid prices for Jobs D-75 and C-100:D-75 C-100 Total manufacturing cost ................... $1,600,000 $1,760,000× Markup percentage ....................... 150% 150%= Bid price ..................................... $2,400,000 $2,640,0001 d. Because the company has no beginning or ending inventories andonly Jobs D-75 and C-100 were started, completed, and sold during the year, the cost of goods sold is equal to the sum of themanufacturing costs assigned to both jobs of $3,360,000(= $1,600,000 + $1,760,000).Exercise 3-18 (continued)2 a. Molding Department:The estimated total manufacturing overhead cost in the MoldingDepartment is computed as follows:Y = $800,000 + $5.00 per MH × 20,000 MHEstimated fixed manufacturing overhead ................. $800,000Estimated variable manufacturing overhead$5.00 per MH × 20,000 MHs ............................... 100,000Estimated total manufacturing overhead cost ........... $900,000The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $900,000÷ Estimated total machine-hours ................. 20,000 MHs= Predetermined overhead rate ................... $45.00 per MH Fabrication Department:The estimated total manufacturing overhead cost in the Fabrication Department is computed as follows:Y = $300,000 + $5.00 per MH × 30,000 MHEstimated fixed manufacturing overhead ................. $300,000Estimated variable manufacturing overhead$5.00 per MH × 30,000 MHs ............................... 150,000Estimated total manufacturing overhead cost ........... $450,000The predetermined overhead rate is computed as follows:Estimated total manufacturing overhead ....... $450,000÷ Estimated total direct labor-hours ............. 30,000 MHs= Predetermined overhead rate ................... $15.00 per MHExercise 3-18 (continued)2b and 2c. Total manufacturing costs assigned to Jobs D-75 and C-100:D-75 C-100 Direct materials ......................... $700,000 $550,000Direct labor ............................... 360,000 400,000Molding Department(15,000 MHs × $45 per MH;5,000 MHs × $45 per MH) ....... 675,000 225,000Fabrication Department(5,000 MH × $15 per MH;25,000 MH × $15 per MH) ....... 75,000 375,000Total manufacturing cost ............ $1,810,000 $1,550,000Bid prices for Jobs D-75 and C-100:D-75 C-100 Total manufacturing cost ............. $1,810,000 $1,550,000× Markup percentage ................. 150% 150%= Bid price ............................... $2,715,000 $2,325,0002 d. Because the company has no beginning or ending inventories andonly Jobs D-75 and C-100 were started, completed, and sold during the year, the cost of goods sold is equal to the sum of themanufacturing costs assigned to both jobs $3,360,000 (= $1,810,000 + $1,550,000).3. The plantwide and departmental approaches produce identical cost ofgoods sold figures. However, these two approaches lead to different bid prices for Jobs D-75 and C-100. The bid price for Job D-75 using the departmental approach is $315,000 higher than the bid price using the plantwide approach. This is because the departmental cost pools reflect the fact that Job D-75 is an intensive user of Molding machine-hours.The overhead rate in Molding ($45) is three times higher than theoverhead rate in Fabrication ($15). Conversely, Job C-100 is anintensive user of the less-expensive Fabrication machine-hours, so its departmental bid price is $315,000 lower than the plantwide bid price.。

管理会计（英文版）课后习题答案（高等教育出版社）chapter3

管理会计（英文版）课后习题答案（高等教育出版社）chapter3管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 3ACTIVITY COST BEHAVIORQUESTIONS FOR WRITING AND DISCUSSION1.Knowledge of cost behavior allows a man-ager to assess changes in costs that result from changes in activity. This allows a man-ager to assess the effects of choices that change activity. For example, if excess ca-pacity exists, bids that at least cover variable costs may be totally appropriate. Knowing what costs are variable and what costs are fixed can help a manager make better bids.2.The longer the time period, the more likelythat a cost will be variable. The short run is a period of time for which at least one cost is fixed. In the long run, all costs are variable.3.Resource spending is the cost of acquiringthe capacity to perform an activity, whereas resource usage is the amount of activity ac-tually used. It is possible to use less of the activity than what is supplied. Only the cost of the activity actually used should be as-signed to products.4.Flexible resources are those acquired fromoutside sources and do not involve any long-term commitment for any given amount of resource. Thus, the cost of these resources increases as the demand for them increas-es, and they are variable costs (varying in proportion to the associatedactivity driver).mitted resources are acquired by theuse of either explicit or implicit contracts toobtain a given quantity of resources, regard-less of whether the quantity of resource available is fully used or not. For multiperiod commitments, the cost of these resources essentially corresponds to committed fixed costs. Other resources acquired in advance are short term in nature and essentially cor-respond to discretionary fixed costs.mitted fixed costs are those incurred forthe acquisition of long-term activity capacity and are not subject to change in the short run. Annual resource expenditure is inde-pendent of actual usage. For example, the cost of a factory building is a committed fixed cost. Discretionary fixed costs are those incurred for the acquisition of short-term activity capacity, the levels of which can be altered quickly. In the short run, resource expenditure is also independent of actual ac-tivity usage. An engineer’s salary is an e x-ample of such an expenditure.7. A variable cost increases in direct proportionto changes in activity usage. A one-unit in-crease in activity usage produces an in-crease in cost. A step cost, however, in-creases only as activity usage changes in small blocks or chunks. An increase in cost requires an increase in several units of activ-ity. When a step cost changes over relativelynarrow ranges of activity, it may be moreconvenient to treat it as a variable cost.8. A step cost with narrow steps can be treatedas variable, while one with wide steps is typ-ically treated as fixed.9.An activity rate is the resource expenditure for an activity divided by the activity’s pra c- tical capacity.10.Mixed costs are usually reported in total in the accounting records. How much of the cost is fixed and how much is variable is un- known and must be estimated.11. A scattergraph allows a visual portrayal of the relationship between cost and activity. It reveals to the investigator whether a rela- tionship may exist and, if so, whether a li- near function can be used to approximate the relationship.12.Managers can use their knowledge of cost relationships to estimate fixed and variable components. A scattergraph can be used as an aid in this process. From a scattergraph,a manager can select two points that best represent the relationship. These two points can then be used to derive a linear cost for- mula. The high-low method tells the manag- er which two points to select to compute the linear cost formula. The selection of these two points is not left to judgment.13.Because the scatterplot method is not re- stricted to the high and low points, it is poss- ible to select two points that better represent the relationship between activity and costs, producing a better estimate of fixed and va- riable costs. The main advantage of thehigh-low method is that it removes subjec-tivity from the choice process. The same linewill be produced by two different people.14.Assuming that the scattergraph reveals thata linear cost function is suitable, then themethod of least squares selects a line thatbest fits the data points. The method alsoprovides a measure of goodness of fit sothat the strength of the relationship betweencost and activity can be assessed.15.The best-fitting line is the one that is “clo s-est” to the data points. This is usually meas-ured by the line that has the smallest sum ofsquared deviations.16.No. The best-fitting line may not explainmuch of the total cost variability. There mustbe a strong relationship as well. 17.The coefficient of determination is the per-centage of total variability in costs explainedby the activity. As such, it is a measure ofthe goodness of fit, the strength of the rela-tionship between cost and activity.18.The correlation coefficient is the square rootof the coefficient of determination. The cor-relation coefficient reveals the direction ofthe relationship in addition to the strength ofthe relationship.19.If the variation in cost is not well explainedby activity usage (the coefficient of determi-nation is low) as measured by a single driv-er, then other explanatory variables may beneeded to build a good cost formula.20.If the mixed costs are immaterial, then themethod of decomposition is unimportant. Furthermore, sometimes managerial judg-ment may be more useful for assigningcosts than the use of formal statistical me-thodology.EXERCISES3–11. N umber of Units Total Cost Cost per Unit0 $240,000 NA100,000 240,000 $2.40200,000 240,000 1.20300,000 240,000 0.80400,000 240,000 0.60500,000 240,000 0.482. This depreciation cost is strictly fixed.3–21. Miles Traveled Total Cost Cost per Mile0 $ 0 $0.005,000 6,500 1.30*10,000 13,000 1.3015,000 19,500 1.3020,000 26,000 1.3025,000 32,500 1.30 *$5,200/4,000 or $26,000/20,000 = $1.30 2. The cost of fuel for the delivery activity is strictly variable. 3–31. Number of Units Total Cost Cost per Unit0 $10,000 NA10,000 10,000 $1.0020,000 10,000 0.5030,000 20,000 0.6740,000 20,000 0.5050,000 30,000 0.602. Forming machines rental cost is a step cost.Resource Flexible/Committed Cost BehaviorJet rental Committed FixedHotel rooms Committed FixedBuffet Flexible VariableFavor package Flexible VariableBuses Committed Step3–51. Total Cost Unit CostPlastic$ 10,800 $0.027Direct labor andvariable overhead28,000 0.020 Mold sets320,000 0.050Other facility costs410,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds andother facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the produc-tion of action figures in general. Other facility costs are strictly fixed.1. X-ray film and developing supplies are likely to vary with the number of pa-cemakers produced. As production increases, we would expect more film and developing supplies to be used. Inspectors and X-ray machines should re-main constant within the relevant range.2. Total cost = $310,000 + ($1.60 ? 100,000) = $470,000Total fixed cost = $310,000Total variable cost = $1.60 ? 100,000 = $160,0003. Unit cost = $470,000/100,000 = $4.70 per pacemaker4. Unit fixed cost = $310,000/100,000 = $3.10 per pacemaker5. Unit variable cost = $1.60 per pacemaker6. a. $438,000/80,000 = $5.48; $310,000/80,000 = $3.88; $1.60b. $502,000/120,000 = $4.18; $310,000/120,000 = $2.58; $1.60The unit cost increases in the first case and decreases in the second case.This is attributable to spreading fixed costs over fewer units of activity output in the first case and over more units in the second case. The unit variable cost stays constant.1. Committed resources: trucks and technicians’ salariesFlexible resources: supplies, small tools, and fuel2. Variable activity rate = $840,000/70,000 = $12 per callFixed activity rate = $1,200,000*/80,000 = $15 per callTotal cost of one call = $12 + $15 = $27 per call*($26,250 ? 40) + ($6,000 ? 25)3. Activity availability = Activity usage + Unused capacityCalls available = Calls made + Unmade calls80,000 calls = 70,000 calls + 10,000 calls4. Total cost of Cost of Cost ofc ommitted resources = activity used + unused capacity$1,200,000 = ($15 ? 70,000) + ($15 ? 10,000)$1,200,000 = $1,050,000 + $150,000Note: The analysis is restricted to committed resources, since only these re-sources will ever have any unused capacity.1. Committed resource charges: monthly fee, activation fee, cancellation fee (iftriggered by contract cancellation prior to one year)Flexible resource charges: all additional charges for airtime, long distance and roaming2. Plan 1:Minutes available = Minutes used + Unused minutes60 minutes = 45 minutes + 15 minutesPlan 2:Minutes available = Minutes used + Unused minutes120 minutes = 45 minutes + 75 minutesPlan 1 is more cost effective. Jana will have some unused capacity (on aver-age, 15 minutes a month), and the overall cost will be lower by $10 per month.3. Plan 1*:Minutes available = Minutes used + Unused minutes60 minutes = 90 minutes + (- 30) minutesPlan 1*:M inutes available = Minutes used + Unused minutes60 minutes = 60 minutes + 0 minutesAdditional minutes = 30 minutes*There are a number of ways to illustrate the use of minuteswith Plan 1. Here are two possibilities. The problem, of course, is that all included monthly minutes are used, and Jana must purchase additional minutes.Plan 2:Minutes available = Minutes used + Unused minutes120 minutes = 90 minutes + 30 minutesPlan 2 is now more cost effective, as the monthly cost is $30. Under Plan 1, Jana will pay $20 plus $30 (30 minutes ? $1.00) or $50 per month. (The $1.00 additional charge includes the airtime and regional roaming charge.)1.Cost of Oil Changes$0$1,000$2,000$3,000$4,000$5,000$6,000$7,000$8,000$9,00005001,0001,500Number of Oil ChangesC o s tThe scattergraph provides evidence for a linear relationship.2. High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,3503–9 Concluded3. Output of the regression routine calculated by a spreadsheet:Rounding the coefficients:Variable rate = $4.65 per oil changeFixed cost = $1,697Predicted cost for January = $1,697 + $4.65 (oil changes)= $1,697 + $4.65(1,000) = $6,347R2 = 0.97 (rounded)This says that 97 percent of the variability in the cost of providing oil changes is explained by the number of oil changes performed.4. The least-squares method is better because it uses all eight data points in-stead of just two.3–101.The scattergraph provides evidence for a linear relationship, but the observa-tion for 300 moves may be an outlier.2. High (800, $14,560); Low (100, $3,000)V = ($14,560 – $3,000)/(800 – 100)= $11,560/700 = $16.51 per move (rounded)F = $3,000 – $16.51(100)= $3,000 – $1,651 = $1,349Cost = $1,349 + $16.51 (moves)Predicted cost = $1,349 + $16.51(550) = $10,430 (rounded) 3–10 Concluded3. Output of the regression routine calculated by a spreadsheet:Rounding the coefficients:Variable rate = $18.43 per moveFixed cost = $498Cost = $498 + $18.43 (moves)= $498 + $18.43(550) = $10,635 (rounded)R2 = 0.93 (rounded)This says that 93 percent of the variability in the cost of moving materials is explained by the number of moves.4. Normally, we would prefer the least-squares method since the data appear tobe linear. However, the third observation may be an outlier. If the third obser-vation (300 moves and $3,400 of cost) is dropped, the R2 rises to 99 percent.The new cost formula would beCost = $1,411 + $17.28 (moves)The higher fixed cost is much more in keeping with what we observed with the scatterplot in requirement 1.1. Independent variable = number of inspections;Dependent variable = inspection costHigh point (500, $10,000); low point (100, $6,200)2. Variable rate = ($10,000 –$6,200)/(500 –100) = $3,800/400 = $9.50 per inspectionFixed cost = $10,000 – ($9.50)(500) = $5,250Formula for inspection cost = $5,250 + $9.50XEstimated inspection cost = $5,250 + $9.50(280) = $7,9103. Output of regression routine using spreadsheet program:Variable rate = $9.62 per hourFixed cost = $5,370Formula for setup cost = $5,370 + $9.62XEstimated setup cost = $5,370 + $9.62(280) = $8,064 (rounded)R2 = 0.958 or 95.8%The coefficient of determination is high—indicating a strong relationship be-tween inspection cost and the number of inspections.1. Depreciation:Variable rate = ($170,000 – $170,000)/(48,000 – 24,000) = 0 Fixed cost = $170,000 – $0(24,000) = $170,000Depreciation = $170,000Depreciation is purely fixed.Power usage:Variable = ($16,320 – $8,160)/(48,000 – 24,000) = $0.34Fixed cost = $8,160 – $0.34(24,000) = $0Power usage = $0.34(machine hours)Power usage is purely variable.Maintenance:Variable rate = ($149,000 –$101,000)/(48,000 –24,000) = $2.00Fixed cost = $101,000 – $2.00(24,000) = $53,000Maintenance = $53,000 + $2.00(machine hours)Maintenance is a mixed cost.2. Depreciation = $170,000Power usage = $0.34(32,000) = $10,880Maintenance = $53,000 + $2.00(32,000) = $117,0003. Machine related overhead = Depreciation + Power usage + Maintenance= $170,000 + $0.34(MHr) + $53,000 + $2.00(MHr)= $223,000 + $2.34(MHr)For 32,000 machine hours:Machine-related overhead = $223,000 + $2.34(32,000)= $223,000 + $74,880 = $297,880Cost formulas can be combined if the activities they describe share a com-mon objective and if the activity driver is the same. If the activities are not logically related, then it may not be wise to combine cost formulas even if they have a common driver.1. Maintenance cost = $5,750 + $16X2. Maintenance cost = $5,750 + $16(650) = $5,750 + $10,400 = $16,1503. To obtain the percentage explained, r needs to be squared: 0.89 0.89 = 79.21percent. The relationship appears strong but perhaps could be improved by searching for another explanatory variable. Leaving about 20 percent of the variability unexplained may produce less than satisfactory predictions.4. Maintenance cost = 12($5,750) + $16(8,400) = $69,000 + $134,400 = $203,400Note: The fixed cost from the regression results is the fixed cost for the month (since monthly data were used to estimate the equation). However, the question asks for the cost for the year. Therefore, the fixed cost from the re-gression equation must be multiplied by 12.3–141. Overhead = $2,130 + $17(DLH) + $810(setups) + $26(purchase orders)2. Overhead = $2,130 + $17(600) + $810(50)+ $26(120)= $2,130 + $10,200 + $40,500+ $3,120= $55,9503. Since total setup cost is $40,500 for the following month,a 50 percent de-crease would reduce setup cost to $20,250, saving $20,250 for the month.1. Warranty repair cost = $2,000 + $60(number of defects) –$10(inspectionhours)2. Warranty repair cost = $2,000 + $60(100) –$10(150) = $6,5003. The number of defects is positively correlated with warranty repair costs. In-spection hours are negatively correlated with warranty repair costs.4. In this equation, the independent variables—number of defects and inspec-tion hours—account for 88 percent of the variability in warranty repair costs.It seems that analysts have identified some very good drivers for warranty re-pair costs.3–161. Independent variable = direct labor hours; dependent variable = overheadcostHigh point (1,300, $35,200); low point (800, $23,370)Note: The high point is the point of highest direct labor hours (the indepen-dent variable), not the highest cost (which is for Month 7 in this case).2. Variable rate = ($35,200 – $23,370)/(1,300 – 800)= $11,830/500 = $23.66 per direct labor hourFixed cost = $35,200 – ($23.66)(1,300) = $4,442Formula for overhead cost = $4,442 + $23.66 (direct labor hours)Estimated overhead cost = $4,442 + $23.66(1,120) = $30,941 (rounded)3–16 Concluded3. Output of regression routine using spreadsheet program:Variable rate = $25.21 per direct labor hourFixed cost = $3,132Formula for overhead cost = $3,132 + $25.21 (direct labor hours)Estimated overhead cost = $3,132 + $25.21(1,120) = $31,367 (rounded)R2 = 0.95, or 95%The coefficient of determination is high—indicating a strong relationship be-tween overhead cost and direct labor hours.3–171. a2. c3. a4. e5. ePROBLEMS3–181. Salaries:Senior accountant—fixedOffice assistant—fixedInternet and software subscriptions—mixed Consulting by senior partner—variable Depreciation (equipment)—fixed Supplies—mixedAdministration—fixedRent (offices)—fixedUtilities—mixed2. Internet and software subscriptions:V = (Y2– Y1)/(X2– X1)= ($850 – $700)/(150 – 120) = $5 per hourF = Y2– VX2= $850 – ($5)(150) = $100Consulting by senior partner:V = (Y2– Y1)/(X2– X1)= ($1,500 – $1,200)/(150 – 120) = $10 per hour F = Y2– VX2= $1,500 – ($10)(150) = $0Supplies:V = (Y2– Y1)/(X2– X1)= ($1,100 – $905)/(150 – 120) = $6.50 per hour F = Y2– VX2= $1,100 – ($6.50)(150) = $125Utilities:V = (Y2– Y1)/(X2– X1)= ($365 – $332)/(150 – 120) = $1.10 per hour F = Y2– VX2= $365 – ($1.10)(150) = $2003–18 Concluded3. UnitFixed Variable Cost Salaries:Senior accountant $2,500 $ —Office assistant 1,200 —Internet and subscriptions 100 5.00 Consulting —10.00Depreciation (equipment) 2,400 —Supplies 125 6.50Administration 500 —Rent (offices) 2,000 —Utilities 200 1.10 Total cost $9,025 $22.60 Thus, total clinic cost = $9,025 + $22.60/professional hourFor 140 professional hours:Clinic cost = $9,025 + $22.60(140) = $12,189Charge per hour = $12,189/140 = $87.06Fixed charge per hour = $9,025/140 = $64.46Variable charge per hour = $22.604. F or 170 professional hours:Charge/day = $9,025/170 + $22.60 = $53.09 + $22.60 = $75.69The charge drops because the fixed costs are spread over more professional hours.。

《管理会计(双语)》章节 (1)

Management Accounting, 6e (Atkinson et al.)Chapter 1 How Management Accounting Information Supports Decision Making Objective 11) Management accounting is subject to the rules formulated by standard setters such as the Financial Accounting Standards Board (FASB).Answer: FALSEExplanation: Financial accounting is subject to the rules of the FASB.Diff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking2) Management accounting information is primarily oriented to external stakeholders, such as investors, creditors, regulators, and tax authorities.Answer: FALSEExplanation: Management accounting information is primarily oriented to management. Diff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking3) The International Accounting Standards Board sets the guidelines used for management accounting.Answer: FALSEExplanation: Financial accounting must be consistent with the rules of the IASB.Diff: 1Terms: International Accounting Standards BoardObjective: 1AACSB: Reflective thinking4) A good management accounting system can become a source of competitive advantage for a company.Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking5) Management accounting information is sometimes predictive and forward looking. Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking6) Management accounting has no prescribed rules about its content, how the content is to be developed, and how the content is to be presented.Answer: TRUEDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking7) The Federal Accounting Standards Advisory Board sets cost accounting standards for all federal government activities.Answer: TRUEDiff: 2Terms: Government Accounting Standards BoardObjective: 1AACSB: Reflective thinking8) Management accounting measures can provide advance warnings of problems. Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking9) Information about customer satisfaction is an example of financial information. Answer: FALSEExplanation: Information about customer satisfaction is an example of nonfinancial information.Diff: 1Terms: nonfinancial informationObjective: 1AACSB: Reflective thinking10) Management accounting information can be used for all of the following EXCEPT:A) calculate the cost of a product or service.B) evaluate the performance of a company.C) project materials needs.D) evaluate the market price of the stock.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking11) Which of the following types of information are used in management accounting?A) financial informationB) nonfinancial informationC) information focused on the long termD) All of the above are correct.Answer: DDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking12) Management accounting:A) is both retrospective, providing feedback about past operations, and also prospective, incorporating forecasts and estimates about future events.B) is primarily oriented to external stakeholders.C) must be consistent with rules formulated by the Financial Accounting Standards Board (FASB).D) provides information that is generally available only on a quarterly or annual basis. Answer: ADiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking13) Which of the following descriptors refer to management accounting information?A) It is only retrospective, reporting and summarizing in financial terms the results of past decisions and transactions.B) It is driven by rules.C) It is prepared for shareholders.D) It is oriented to meeting the decision making needs of employees and managers inside the organization.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking14) Which of the following would be considered management accounting information?A) Budgeted production for the year 2011.B) Budgeted Balance Sheet.C) Analysis of trend in stock prices.D) Both budgeted production for the year of 2011, and the budgeted balance sheet. Answer: DDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking15) Management accounting information includes all of the following EXCEPT:A) tabulated results of customer satisfaction surveys.B) the cost of producing a product.C) the percentage of units produced that is defective.D) market price of the stock.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking16) Management accounting reports might include information about:A) customer complaints.B) net income for the year on budgeted income statement.C) total assets on budgeted balance sheet.D) All of the above are correct.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking17) The person MOST likely to use management accounting information is a(n):A) banker evaluating a credit application.B) shareholder evaluating a stock investment.C) governmental taxing authority.D) assembly department supervisor.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking18) Which of the following is NOT a function of a management accounting system?A) strategic developmentB) financial reportingC) controlD) product costingAnswer: BDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking19) Financial accounting:A) focuses on the future and includes activities such as preparing next year's operating budget.B) does not need to comply with GAAP (generally accepted accounting principles).C) is primarily oriented to external stakeholders, such as investors, creditors, regulators and tax authorities.D) is prepared for the use of department heads and other employees.Answer: CDiff: 1Terms: financial accountingObjective: 1AACSB: Reflective thinking20) The person MOST likely to use ONLY financial accounting information is a:A) factory shift supervisor.B) vice president of operations.C) current shareholder.D) department manager.Answer: CDiff: 2Terms: financial accountingObjective: 1AACSB: Reflective thinking21) Historically, management accounting innovations have been developed by:A) the International Accounting Standards Board.B) the Cost Accounting Standards Board.C) Academic accountants.D) Managers.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking22) In general, it was not until the 1970s that management accounting systems:A) were improved because of demands by the FASB and the SEC.B) stagnated and proved inadequate.C) started to develop innovations in costing and performance-measurement systems due to intense pressure from overseas competitors.D) started to address the decision-making needs of managers.Answer: CDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking23) Financial accounting information:A) provides a signal that something is wrong.B) identifies what is wrong.C) explains what is wrong.D) simply summarizes information but gives no indication that anything is wrong. Answer: ADiff: 2Terms: financial accountingObjective: 1AACSB: Reflective thinking24) The regulatory authority responsible for formulating rules of United States GAAP is:A) the Financial Accounting Standards Board.B) the Cost Accounting Standards Board.C) the Federal Accounting Standards Advisory Board.D) the International Accounting Standards Board.Answer: ADiff: 1Terms: financial accounting, FASBObjective: 1AACSB: Reflective thinking25) Management accounting information is BEST described as:A) providing a signal that something is wrong.B) identifying and helping to explain what is wrong.C) simply summarizing information, but giving no indication that anything is wrong.D) measuring overall organizational performance.Answer: BDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking26) Compare and contrast the users and uses of management accounting and financial accounting.Answer: Management accounting provides information to internal decision makers of the business such as line supervisors, division managers and top executives. Its purpose is to help managers plan, organize, control and make operating decisions by predicting future results and evaluating performance.Financial accounting provides information to external decision makers such as investors and creditors. Its purpose is to present a fair picture of the financial condition of the company for use by these parties in making investing and credit decisions.Diff: 2Terms: management accounting, financial accountingObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.27) What is the purpose of management accounting?Answer: Management accounting gathers short-term and long-term financial and nonfinancial information to plan, coordinate, motivate, improve, control, and evaluate success factors of an organization. Management accounting converts data into usable information that supports planning, organizing, and control decision making.Diff: 2Terms: management accountingObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 21) During the history of management accounting, innovations were developed to address the decision-making needs of managers.Answer: TRUEDiff: 2Terms: management accountingObjective: 2AACSB: Reflective thinking2) A key element in any organization's strategy is to identify its target customers and to deliver what those target customers want.Answer: TRUEDiff: 1Terms: strategyObjective: 2AACSB: Reflective thinking3) Management accounting innovations are usually developed by academics.Answer: FALSEExplanation: Management accounting innovations are usually developed by management accountants in the field.Diff: 2Terms: management accountingObjective: 2AACSB: Reflective thinking4) The first modern industry to develop and use large quantities of financial statistics to assess and monitor organizational performance was:A) steel companies.B) lumber companies.C) the railroads.D) automobile companies.Answer: CDiff: 2Terms: financial informationObjective: 2AACSB: Reflective thinking5) Which of the following companies is a service company?A) Lands' EndB) Schwinn BicyclesC) Orkin Pest ControlD) British PetroleumAnswer: CDiff: 1Terms: service companiesObjective: 2AACSB: Reflective thinking6) Historically, service companies have:A) operated in less competitive environments than manufacturing companies.B) enjoyed global customer demand.C) used management accounting information in much the same way as manufacturing companies.D) competed by managing costs to provide the best service at the lowest price.Answer: ADiff: 2Terms: service companiesObjective: 2AACSB: Reflective thinking7) The Hawthorne study revealed that:A) individuals alter their behavior when they know they are being studied.B) groups alter their behavior when they know they are being studied.C) People react when they are being measured.D) All of the above are correct.Answer: DDiff: 2Terms: nonfinancial information, Hawthorne studyObjective: 2AACSB: Reflective thinking8) _______ helped develop the Plan-Do-Check-Act (PDCA) cycle.A) HawthorneB) Deming.C) CarnegieD) FordAnswer: DDiff: 2Terms: plan-do-check-act cycleObjective: 2AACSB: Reflective thinking9) Describe the steps in the PDCA cycle.Answer: The Plan step of the PCDA cycle defines the organization's purpose and selects the focus and scope of its strategy. The Do step of the PDCA cycle involves the implementation of a chosen course of action. In this setting, management accounting information gets communicated to front-line and support employees to inform their daily decisions and work activities. The check step in the PDCA cycle includes two components — measuring and monitoring ongoing performance and taking short-term actions based on the measured performance. In the Act step of the PDCA cycle, managers take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.Diff: 3Terms: plan-do-check-act cycleObjective: 2AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.10) What role has the increasingly competitive business environment played in the development of management accounting?Answer: The competitive environment has changed dramatically. There has been a deregulation movement in North America and Europe during the 1970s and 1980s that changed the ground rules under which service companies operate.In addition, organizations encountered severe competition from overseas companies that offered high-quality products at low prices. There has been an improvement of operational control systems such that information is more current and provided more frequently. Employees need better management accounting information and accurate and timely information to improve the activities they perform and to make decisions. Employees also want innovations in management accounting information. Nonfinancial information has become a critical feedback measure. Finally, the focus of many firms is now on measuring and managing activities.Diff: 3Terms: financial accounting, management accountingObjective: 2AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 31) At the highest level strategic planning involves choosing a strategy that provides the best fit between the organization's environment and its internal resources in order to achieve the organization's objectives.Answer: TRUEDiff: 2Terms: strategyObjective: 3AACSB: Reflective thinking2) Quality is the degree of conformance between what the customer is promised and what the customer receives.Answer: TRUEDiff: 1Terms: qualityObjective: 3AACSB: Reflective thinking3) Government and nonprofit organizations, as well as profit-seeking enterprises, are feeling the pressures for improved performance.Answer: TRUEDiff: 1Terms: government and nonprofit organizationsObjective: 3AACSB: Reflective thinking4) Management accounting information allows managers to compare actual and planned costs and to identify areas and opportunities for process improvement.Answer: TRUEDiff: 1Terms: management accountingObjective: 3AACSB: Reflective thinking5) Management accounting can provide information on customer satisfaction.Answer: TRUEDiff: 2Terms: management accountingObjective: 3AACSB: Reflective thinking6) Planning activities include all of the following EXCEPT:A) estimate the cost and profit consequences from a course of action.B) evaluating the quality of the service provided.C) projecting labor requirements.D) budgeting.Answer: BDiff: 2Terms: plan-do-check-act cycleObjective: 3AACSB: Reflective thinking7) The most important factor in successful organizations is:A) weaknesses.B) competition.C) strategy.D) definition of quality.Answer: CDiff: 2Terms: strategyObjective: 3AACSB: Reflective thinking8) A key element of any organization's strategy is identifying:A) its potential shareholders.B) its target customers.C) competitor's products.D) employee needs.Answer: BDiff: 3Terms: strategyObjective: 3AACSB: Reflective thinking9) Explain the role of management accounting in helping an enterprise develop and implement its strategy.Answer: The organization needs management accounting information to help implement the strategy, allocate resources for the strategy, communicate the strategy, and link employees and operational processes to achieve the strategy. As the strategy gets executed, management accounting information provides feedback about where it is working and where it is not, and guides actions to improve the performance from the strategy..Diff: 2Terms: management accounting, strategyObjective: 3AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 41) Quality expert, W. Edwards Deming, helped develop and disseminate the plan-do-check-act (PDCA) cycle.Answer: TRUEDiff: 2Terms: plan-do-act cycleObjective: 4AACSB: Reflective thinking2) Many organizations start the planning stage by re-affirming or updating its mission statement. Answer: TRUEDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking3) Operating profit is an example of nonfinancial information.Answer: FALSEExplanation: Operating profit is an example of financial information.Diff: 1Terms: financial informationObjective: 4AACSB: Reflective thinking4) The check step in the PDCA cycle includes two components — measuring and monitoring ongoing performance and taking short-term actions based on the measured performance. Answer: TRUEDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking5) Which of the following best represents the Plan step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products..B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy. .D) Implement the chosen course of action.Answer: CDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking6) Which of the following best represents the Do step in the Plan-Do-Check-Act (PDCA) cycle?.A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: DDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking7) Which of the following best represents the Check step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: CDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking8) Which of the following best represents the Act step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: ADiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking9) How the customer is treated at the time of the purchase is an example of the __________ element of the value proposition.A) functionality and featuresB) industry standardsC) qualityD) serviceAnswer: DDiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking10) Managers of service departments need all of the following information EXCEPT:A) efficiency data on work performance.B) quality data on work performance.C) profitability data of the whole company.D) profitability data of the service department.Answer: CDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking11) A national company manufactures a line of modern furniture. Information MOST useful to the employee who assembles the furniture includes:A) a daily report comparing the actual time it took to assemble a piece of furniture to the standard time allowed.B) a monthly report on the proportion of furniture pieces assembled with defects.C) the number of furniture pieces sold this month.D) revenue per employee.Answer: ADiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking12) A national company manufactures a line of modern furniture. Information MOST useful to the top executive includes:A) individual job summaries of materials used.B) monthly financial reports on the company's profitability by product line.C) time reports submitted by each employee.D) scheduled downtime for routine maintenance on machines.Answer: BDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking13) A quarterly report disclosing declining market share information is MOST useful to:A) a front-line employee.B) the manager of operations.C) the chief executive officer.D) the accounting department.Answer: CDiff: 2Terms: financial informationObjective: 4AACSB: Reflective thinking14) A weekly report comparing machine time used to available machine time is information LEAST useful to:A) a front-line employee.B) the manager of operations.C) the chief executive officer.D) the accounting department.Answer: CDiff: 1Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking15) A daily report on the number of quality units assembled by each employee is information MOST useful to:A) a front-line assembly worker.B) the accounting department.C) the chief executive officer.D) the personnel department.Answer: ADiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking16) Which of the following would be MOST helpful for a top manager of a company?A) profitability report of the companyB) information to monitor hourly and daily operationsC) number of customer complaintsD) operating expense summary reported by departmentAnswer: ADiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking17) A law firm would use management accounting information for all of the following decisions EXCEPT:A) staffing needs.B) performance evaluation of staff.C) budgeted purchases of supplies.D) location of annual holiday party.Answer: DDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking18) Management accounting can play a critical role in the service industry because of all the following reasons EXCEPT:A) firms must be especially sensitive to the timeliness and quality of customer service.B) many employees have very little contact with customers.C) customers immediately notice defects and a delay in service.D) dissatisfied customers may never return.Answer: BDiff: 2Terms: management accountingObjective: 4AACSB: Reflective thinkingThe following information pertains to three divisions of Marine Industrial Coatings, Inc. (amounts in millions):19) What is the return on investment for the Chemical Division?A) 1.25%B) 2.25%C) 25.0%D) 50.00%Answer: ADiff: 2Terms: return on investmentObjective: 4AACSB: Analytical skills20) Which division is more profitable based on ROI?A) ChemicalB) Retail paintC) IndustrialD) Both Chemical and Retail paint are more profitable than Industrial.Answer: CDiff: 3Terms: return on investmentObjective: 4AACSB: Analytical skills21) What is the Return on Sales for the Retail paint division?A) 2%B) 4.5%C) 20%D) 45%Answer: CDiff: 2Terms: return on salesObjective: 4AACSB: Analytical skills22) For improving operational efficiencies and customer satisfaction, nonfinancial information is:A) critical.B) moderate.C) infrequently used.D) unnecessary.Answer: ADiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking23) Nonfinancial information might be used for all of the following EXCEPT:A) improve product quality.B) reduce cycle times.C) satisfy customers' needs.D) All of the above are used.Answer: DDiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking24) Is financial accounting or management accounting more useful to an operations manager? Why?Answer: Management accounting is more useful to an operations manager because management accounting reports operating results by department or unit rather than for the company as a whole, it includes financial as well as nonfinancial data such as the number or percent of on-time deliveries and cycle times, and it includes quantitative as well as qualitative data such as the type of rework that was needed on defective units. It also provides information to control operations; it measures and evaluates existing systems to identify problems.Diff: 3Terms: financial accounting, management accountingObjective: 4AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.25) Give two examples of financial information and nonfinancial information.Answer: Financial information includes amounts that can be expressed in dollar amounts such as sales, net income, and total assets. It also includes ratios prepared using financial information such as the percentage increase in sales, return-on-sales, and return-on-investment. Nonfinancial information includes measures that are not expressed in dollar amounts. For example, nonfinancial measures of customer satisfaction include the number of repeat customers or ranked estimates of satisfaction levels. Nonfinancial measures of production quality include percent of on-time deliveries, the number of defects, and production yield.Diff: 3Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 51) The design and introduction of new measurements and systems must be accompanied by an analysis of the behavioral and organizational reactions to the measurements.Answer: TRUEDiff: 2Terms: nonfinancial informationObjective: 5AACSB: Reflective thinking2) People react when they are being measured, and they react to the measurements..Answer: TRUEDiff: 2Terms: measurementsObjective: 5AACSB: Reflective thinking3) Information is never neutral; just the act of measuring and reporting information affects the individuals involved.Answer: TRUEDiff: 2Terms: financial information, nonfinancial informationObjective: 5AACSB: Reflective thinking。

高级管理会计双语课程大纲

高级管理会计双语课程大纲课程名称：高级管理会计（双语）/Advanced Management Accounting （Bilingual）课程编号：241075课程属性：专业教育选修课授课对象：会计学专业本科生总学时/学分：48/3开课学期：第7学期执笔人：先修课程：中级财务会计（上）、编写日期：中级财务会计（下）、管理会计一、课程概述本课程主要讲述管理会计领域中更深层次的内容，其所涉及到的内容包括：管理会计和管理决策之间的关系、决策实务框架内容、决策过程中所涉及的各种深层次问题、当前管理会计最新使用的实务方法、作业本钱法和作业管理内容、管理会计所涉及的代理理论、转移价格的制定及对业绩的影响、管理会计中深层次的道德内容，以及管理会计各种知识内容的整合。

通过本课程学习，学生将在更深的层次上理解管理会计相关理论和实践内容。

This course focuses on the field of deeper content of management accounting.The contents include the relationship between management accounting and management decision-making, decision-making practice frame content, a variety of deep-seated problems involved in the decision-making process, current methods of management accounting practices, activity-based costing method, agency theory in management accounting,transfer pricing and its influence on performance, deep moral content of management accounting, as well as a variety of integrated management accounting knowledge content. Through this course, students will understand the theory and practice of management accounting-related content on a deeper level.二、课程目标1.掌握开展管理会计中所涉及的决策过程相关问题的处理和当前最新的管理会计实务方法；2.熟悉管理会计中决策的作用、实务工作中完成决策工作的必要环节和框架结构、作业本钱法和作业管理的机理和操作、绩效管理中转移价格政策所造成的影响、管理会计实践过程中的道德问题；3.学会当前最新管理会计实务方法的应用、作业本钱法和作业管理的实施以及转移价格的制定；4. 了解管理会计所涉及的深层次的理论，如：代理理论，管理会计实践过程中的道德问题形成的机理等内容。

管理会计MAchap003

Slide 3
McGraw-Hill/Irwin
Types of Product Costing Systems
Process Costing

Job-order Costing
A company produces many units of a single product. Example companies:
Slide 11
McGraw-Hill/Irwin
Indirect Manufacturing Costs
Manufacturing Overhead, including indirect materials and indirect labor, are allocated to all jobs rather than directly traced to each job.
Slide 12
Direct Materials
Job No. 1
Direct Labor Job No. 2 Job No. 3
Manufacturing Overhead
McGraw-Hill/Irwin
The Job Cost Sheet
PearCo Job Cost Sheet
Job Number A - 143
records for each job.
Many different products are produced each period.
McGraw-Hill/Irwin
Slide 6
Comparing Process and Job-Order Costing
Job-Order Number of jobs worked Cost accumulated by Average cost computed by Many Individual Job Job Process Single Product Department Department

管理会计(双语32)辅助资料

管理会计Management Accounting （双语32）学习辅助资料12-13-2学期第一部分授课计划使用教材：Managerial Accounting（管理会计，M. Suzanne Oliver; Charles T. Horngren; 刘俊勇改编），中国人民大学出版社，教育部高校工商管理类教学指导委员会双语教学推荐教材总计学时：32第二部分成绩评定考试课：考查课第三部分主要内容凡例：Terminology-----------专业术语（要求记住中文意思，了解术语的含义）Intensive reading------精读（必须要阅读的教材内容，行数为某一页正文的行数，不包括该页的Exhibit和Stop&Think）Emphasis---------------重点内容（给出的是教材上的大小标题）Questions---------------思考题（取自每一章课后的Decision Guidlines）School assignment----作业题（需要做书面作业，期末会将答案发给大家）Chapter 1 Introduction to Management AccountingTerminology:management accounting( or managerial accounting )管理会计; financial accounting 财务会计;financial statements财务报表;stakeholders利益相关者;management accountability管理责任;Securities Exchange Commission证券交易委员会;Federal Trade Commission联邦贸易委员会;Internal Revenue Service国内税务署;operating activities经营活动;investing activities投资活动;financing activities筹资活动;investor投资者;creditor债权人;planning规划;controlling控制;budget预算;accrual basis应计制（权责发生制）;relevance相关性;reliability可靠性;Generally Accepted Accounting Principles（GAAP,公认会计原则）;cost/benefit analysis成本效益分析;service companies服务性企业;period costs期间成本;merchandising companies商业企业;inventoriable product costs可盘存产品成本;cost of goods sold 销货成本;periodic inventory system定期盘存制;manufacturing companies制造性企业;materials inventory材料存货;work in process inventory在产品存货;finished goods inventory产成品存货;direct cost直接成本;indirect cost间接成本;cost object 成本对象;direct material直接材料;direct labor直接人工;manufacturing overhead制造费用;cost of goods manufactured完工产品成本.Emphasis:Management accountabilityService companiesMerchandising companiesManufacturing companiesTypes of costsInventoriable product costsA closing look at manufacturing overheadCalculating the cost of goods manufacturedCalculating unit product costQuestions: (on page 19—20 )1. What information should management accountants provide? What is the primary focus of management accounting?2. How do you distinguish among service, merchandising, and manufacturing companies? How do their balance sheets differ?3. How do you compute the cost of goods sold?4. How do you compute the cost of goods manufactured for a manufacturer?School assignment: (on page 22—23)P1-24A; P1-25A; P1-26A.Chapter 5 Cost Behavior and Cost-Volume-Profit AnalysisTerminology:cost behavior成本性态或成本习性;cost-volume-profit analysis本量利分析;breakeven point盈亏平衡点或盈亏临界点;sensitivity analysis敏感性分析;variable costs变动成本;fixed costs固定成本;mixed costs混合成本;high-low method高低点法;least squares regression analysis最小平方回归分析;relevant range相关范围;sales revenue 销售收入;operating income营业利润;contribution margin贡献毛益; contribution margin ratio贡献毛益率;contribution margin income statement贡献毛益式利润表;breakeven sales in units盈亏平衡销售量; breakeven sales in dollars盈亏平衡销售额;margin of safety安全边际; margin of safety in units安全边际销售量; margin of safety in dollars安全边际销售额;weighted-average contribution margin加权平均贡献毛益.Emphasis:Cost behaviorVariable costsFixed costsMixed costsHigh-low method to separate fixed cost from variable costLeast squares regression analysis to separate fixed cost from variable costRelevant rangeBasic CVP analysis: what must we sell to break even?Three approachesThe income statement approachThe contribution margin approachUsing CVP to plan profitsUsing CVP for sensitivity analysisChanging the selling priceChanging variable costsChanging fixed costsMargin of safetyEffect of sales mix on CVP analysisQuestions: (on page 159—160)1. How do changes in volume of activity affect total cost and cost per unit?2. How do you calculate the sale needed to break even or earn a target operating income in units and in dollars?3. how will changes in sale price, or variable, or fixed costs affect the breakeven point?School assignment: (on page 163—164)P5-23A; P5-25A; P5-26A.Chapter 6 Absorption and Variable CostingTerminology:absorption costing摊配（完全）成本法;variable costing变动成本法; direct materials 直接材料;direct labor直接人工;variable manufacturing overhead变动性制造费用;fixed manufacturing overhead固定性制造费用;manufacturing costs制造成本;nonmanufacturing costs非制造成本.Emphasis:Absorption costingVariable costingComparisonAbsorption costing pros and consVariable costing pros and consQuestions: (on page 177)1. What is the main difference between absorption and variable costing?2. How do changes in inventory levels affect income under absorption costing and variable costing?School assignment: (on page 183)P6-20A.Chapter 7 the Master Budget: Profit PlanningTerminology:master budget全面预算;operating budget营业预算;capital expenditures budget资本支出预算;financial budget财务预算;sales budget销售预算;production budget生产预算;ended finished goods inventory budget期末产成品存货预算;direct materials budget直接材料预算;direct labor budget直接人工预算;manufacturing overhead budget制造费用预算;selling and administrative expenses budget销售与管理费用预算;budgeted income statement预计利润表;budget balance sheet预计资产负债表;cash budget现金预算.Emphasis:Why managers use budgets?Using budget to plan and controlBenefits of budgetingPlanningCoordination and communicationBenchmarkingUnderstanding the components of the master budgetComponents of the master budgetPreparing the operating budgetThe sales budgetThe production budgeThe direct materials budgetThe direct labor budgetThe manufacturing overhead budgetThe ending finished goods inventory budgetThe selling and administrative expenses budgetPreparing the financial budgetsPreparing the cash budgetThe budgeted income statementThe budget balance sheetQuestions: (on page 206)1. What benefit should a company expect to obtain from developing a budget?2. In what order should managers prepare the components of the master budget?School assignment: (on page 216—218)P7-22A;P7-23A;P7-24A.Chapter 8 Flexible Budgets and Standard CostsTerminology:flexible budget弹性预算; cost variances成本差异;static budget静态预算;favorable variances有利差异;unfavorable variances不利差异;sales volume variance销售量预算差异;flexible budget variance弹性预算差异; standard costing标准成本法;quantity standard 用量标准;price standard价格标准;direct material variances直接材料成本差异;direct materials price variance直接材料价格差异;direct materials efficiency variance直接材料效率差异;direct labor variances直接人工成本差异;direct labor price variance直接人工价格差异;direct labor efficiency variance直接人工效率差异;manufacturing overhead variances制造费用成本差异;overhead flexible budget variance制造费用弹性预算差异;overhead production volume variance制造费用产量差异;standard cost accounting system标准成本会计系统.Emphasis:How managers use flexible budgetsWhat is a flexible budget?Using the flexible budget: why do actual results differ from the static budget? Standard costingPrice standardsQuantity standardsWhy do companies use standard costs?Variance analysisHow to use standard costing: analyzing the flexible budget varianceDirect material variancesDirect materials price varianceDirect materials efficiency varianceDirect labor variancesDirect labor price varianceDirect labor efficiency varianceManufacturing overhead variancesOverhead flexible budget varianceOverhead production volume varianceStandard cost accounting systemQuestions: (on page 239)1. How do you prepare a flexible budget for total costs?2. On which output level is the budget based?3. What actions can you take to avoid an unfavorable sales volume variance?4. What actions can you take to avoid an unfavorable flexible budget variance? (On page 256)1. How to compute a price variance for materials or labor?2. How to compute an efficiency variance for materials or labor?3. who is best able to explain a sales volume variance, sales revenue variance, direct material price variance, direct material efficiency variances, direct labor price variance, direct labor efficiency variance?4. how do you analyze over- or underallocated overhead?School assignment: (on page 260)P8-25A.Chapter 9 Decentralization: Allocating Service Department Costsand Responsibility AccountingTerminology:decentralization分权;responsibility accounting责任会计;responsibility center责任中心;cost center成本中心;revenue center收入中心;profit center利润中心;investment center投资中心;return on investment(ROI)投资报酬率;residual income剩余收益;economic value added(EVA)经济增加值;management by exception例外管理.Emphasis:Decentralization and responsibility accountingFour types of responsibility centersResponsibility accounting performance reportsManagement by exceptionQuestions: (on page 280)1. what kind of a responsibility center does each manager supervise?School assignment: (on page 285)P9-19A.Chapter 10 Short-Term Business DecisionsTerminology:short-term decisions短期决策;relevant information相关信息;relevant revenue相关收入;relevant costs相关成本;irrelevant costs无关成本;sunk costs沉没成本;relevant nonfinancial information相关的非财务信息;quantitative information定量信息;qualitative information定性信息;relevant information approach相关信息法;incremental analysis approach增量分析法;special sales order decision特别订货决策;regular pricing decision正常定价决策;target profit目标利润;price-taker价格接受者;price-setter价格制定者;target pricing目标定价法;cost-plus pricing成本加成定价法;unavoidable fixed costs不可避免成本;avoidable fixed costs可避免成本;make-or-buy decision自制还是外购的决策;sell as is or process further decision 立即出售还是进一步加工的决策;opportunity cost机会成本.Emphasis:How managers make decisionsRelevant informationRelevant nonfinancial informationKeys to making short-term special decisionsSpecial sales order and regular pricing decisionsWhen to accept a special sales orderHow to set regular pricesTarget pricingCost-plus pricingWhen to drop products, departments, or territoriesDropping products under various assumptionsFixed costs continues to exist and will not changeDirect fixed costs that can be avoidedOther considerationsProduct mix: which product to emphasize?Outsourcing and sell as is or process further decisionsWhen to outsourceSell as is or process furtherQuestions: (on page 302)1. What information is relevant to a short-term business decision?2. What are two key guidelines in making short-term special business decisions?School assignment: (on page 319—321)P10-23A; P10-25A; P10-27A; P10-28A.。

管理会计chapter 3

3-5
Types of Product Costing Systems
Process Costing

Job-order Costing
A company produces many units of a single product. Example companies:
1.One unit of product is indistinguishable from Weyerhaeuser (paper manufacturing) 2.other units Aluminum (refining aluminum ingots) Reynolds of product. 3.The identical nature and bottling beverages)enables Coca-Cola (mixing of each unit of product
Will E. Delite
3-14
Measuring Direct Materials Cost
3-15
Measuring Direct Labor Costs
3-16
Job-Order Cost Accounting
3-17
Learning Objective 3
Compute predetermined overhead rates
3-20
Overhead Application Rate
Estimated total manufacturing overhead cost for the coming period Estimated total units in the allocation base for the coming period $640,000 160,000 direct labor hours (DLH)

管理会计chapter3ppt课件

6-9
Mixed Costs Example
If your fixed monthly insurance is $20, your gas cost is $1.5 per KM, and your monthly driving is
1,000 KM, what is the amount of your driving cost?
costs.
© 2009 McGraw-Hill Ryerson Limited
2C-3 ost Classifications for Predicting Cost Behaviour
How a cost will react to changes in the level of
activity within the relevant range.
•
discretionary fixed costs: e.g., ads,
Total variable costs change when activity changes.
Total fixed costs remain unchanged when activity changes.
© 2009 McGraw-Hill Ryerson Limited
6-4
Step-Variable Costs
2. Variable costs per unit are constant w. Total fixed costs are constant within the relevant range.
4. Total variable costs are constant within the relevant range.

双语管理会计

Fundamental Concepts
Chapter 2 (cont.)
基础概念第2章（续）
Compare, contrast, and compute 比较，对照与计算
Gross margin.销货毛利 Contribution margin. 边际贡献 Profit margin. 边际利润 Compare and contrast income statements prepared for managerial use and those prepared for external reporting. 比较并对照用管理目的与用于外部报表的损益表
Distinguish between resources used and resources supplied 区别已使用资源及已供应资源. Identify the advantages of activity-based reporting for unused resources. 明确未使用资源的作业管理基础报告的优点
Understanding the value chain concept in preparing income statements for managerial use. 了解编制管理用损益表时所应用的价值链概念
•al Decision Making
Chapter 3
管理决策的制定第3章
Understand the importance of effective communication among users of managerial accounting information 理解使用管理会计信息进行有些沟通的重要性
Describe how managerial accounting supports the new production environment. 描述管理会计如何支持新的生产环境的

管理会计名词解释(英文)

Prime cost: The sum of direct materials and direct labor costs, as these are the primary inputs into the production process.
Chapter 4
Cost structure: The proportion of the total costs that are variable and fixed.
Relevant range: A firm's normal reange of operations. Over this range, we expect a stable relation between activity and cost.
Segment margin: The contribution margin of a segment( e.g., product, customer, geographical region) less traceable fixed costs.
Controller: The person in an organization who manages the day-to-day accounting and issues guidance concerning corporate accounting policies.
Treasurer: The person in an organiztion who manages cash flows and serves as the contact point for banks, bondholders, and other creditors.

《管理会计(双语)》课程 (3)

13
Manufacturing Costs
Direct Material—materials that can be traced easily to a unit of output and are of significant economic consequence to final product
Avoidable Cost—a cost that can be avoided by taking a specific course of action
11
Make-or-Buy: The Outsourcing Decision
The financial focus in the make-or-buy decision is whether the costs avoided internally are greater than the added external costs when purchasing a product or service from a supplier
8
CVP Analysis for Multiple Products
There are many combinations of sales levels for multiple products that would allow the organization to break even or reach a target profit
– The unit selling price and variable cost remain the same over all levels of production
– All costs are either variable or fixed – Fixed costs remain the same over all levels of