管理会计案例培训教材英文版
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管理会计案例教材英文版
Standard
This variance is unfavorable because the actual cost
exceeds the standard cost.
Product Cost
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
A General Model for Variance Analysis
Actual Quantity ×
Actual Price
Actual Quantity ×
Standard Price
Standards vs. Budgets
Are standards the same as budgets?
Irwin/McGraw-Hill
A standard is the expected cost for one
unit. A budget is the expected cost for all
Variance Analysis Cycle
Identify questions
Receive explanations
Take corrective
actions
Analyze variances
Begin
Prepare standard cost performance
report
Conduct next period’s
Inputs
A
Standard Quantity or Hours
管理会计英语英文版2ppt课件
Thus, the change in owners’ equity is explained by net income, owner contributions, and owner withdrawals. Because owners’ equity must equal assets minus liabilities (net assets), the changes in one side of the equation must equal the changes in the other side. Therefore, changes in net income, owner contributions, and owner withdrawals also explain changes in net assets.
depreciation expense per year=
(Cost - Salvage value) Useful life in years
Balance Sheet
As you know, the balance sheet reports assets, liabilities, and owners’ equity at a moment in time. The income statement summarizes revenue and expense transactions that occur during a period of time. Since revenue and expense transactions affect
There are several commonly used methods: straight-line, units-of-production , sum-of-theyears’ digits and declining-balance.
depreciation expense per year=
(Cost - Salvage value) Useful life in years
Balance Sheet
As you know, the balance sheet reports assets, liabilities, and owners’ equity at a moment in time. The income statement summarizes revenue and expense transactions that occur during a period of time. Since revenue and expense transactions affect
There are several commonly used methods: straight-line, units-of-production , sum-of-theyears’ digits and declining-balance.
管理会计英文版Cost-Volume-ProfitRelationships
$80,000 $200,000
= 40%
Each $1.00 increase in sales results in a total contribution margin increase of 40¢.
Contribution Margin Ratio
Or, in terms of units, the contribution margin ratio is:
Quick Check ✓
Coffee Klatch is an espresso stand in a downtown office building. The average selling price of a cup of coffee is $1.49 and the average variable expense per cup is $0.36. The average fixed expense per month is $1,300. 2,100 cups are sold each month on average. What is the CM Ratio for Coffee Klatch?
300,000 250,000 200,000 150,000
100,000
50,000
-
100 200 300 400 500 600 700 800
Units
Learning Objective 3
Use the contribution margin ratio (CM ratio) to
compute changes in contribution margin and
50,000 -
Total Expenses Fixed Expenses
Lesson 6 Inventory management 英文管理会计课件 Management Accounting
15
Topic 1: Inventory management and EOQ
Inventory Management
➢ Inventory Management is planning, coordinating, and controlling activities related to the flow of inventory into, through, and out of an organization
14,000 12,000 10,000 8,000 6,000 4,000 2,000
-
Annual relevant ordering costs
Annual relevant carring costs
Annual relevant total costs
Order Quantity in units
2. To satisfy customer demand. 3. To avoid shutting down manufacturing
facilities because of machine failure, defective parts, unavailable parts, or late delivery of parts. 4. To buffer against unreliable production processes. 5. To take advantage of discounts. 6. To hedge against future price increases.
choose the inventory quantity per order to minimize costs
13
Topic 1: Inventory management and EOQ
Topic 1: Inventory management and EOQ
Inventory Management
➢ Inventory Management is planning, coordinating, and controlling activities related to the flow of inventory into, through, and out of an organization
14,000 12,000 10,000 8,000 6,000 4,000 2,000
-
Annual relevant ordering costs
Annual relevant carring costs
Annual relevant total costs
Order Quantity in units
2. To satisfy customer demand. 3. To avoid shutting down manufacturing
facilities because of machine failure, defective parts, unavailable parts, or late delivery of parts. 4. To buffer against unreliable production processes. 5. To take advantage of discounts. 6. To hedge against future price increases.
choose the inventory quantity per order to minimize costs
13
Topic 1: Inventory management and EOQ
管理会计英语(英文版课件)1
Accounting-related Lenders Consultants Analysts Traders Managers Directors Underwriters Planners Appraisers
Financial Statements
Financial statements report on the financial performance and condition of an organization. There are four major financial statements Income Statement Balance Sheet Statement of Owner’s Equity Statement of Cash Flows
The system for recording debits and credits follows from the accounting equation: Assets = Liabilities + Owner’s Equity
Equity
Owner’s capital- Owner’s withdrawals+ RevenuesExpenses
Business Profit
Revenues: Amounts earned from selling products or services -Expenses: Costs incurred with revenues =Profit: Amounts earned from revenues less expenses incurred Loss occurs when expenses are more than revenues
财务管理会计案例培训课件英文版(ppt 44)
Direct Materials
Direct Labor
Shipping Costs
Overhead Costs
First-Stage Allocation
Order Size
$/MH
Customer Orders
Product Design
Customer Relations
Second-Stage Allocations
Overhead Costs at Classic Brass (Manufacturing and NonManufacturing)
Production Department
Indirect factory wages
$
Factory equipment depreciation
Factory utilities
How Costs are Treated Under Activity-Based Costing
Activity Based Costing
Departmental Overhead Rates
Plantwide Overhead
Rate
Irwin/McGraw-Hill
Overhead Allocation
Identifying Activity to Include
Activity Cost Pool is a “bucket” in which costs are
accumulated that relate to a single activity in the ABC
system.
$$ $
$$$
© The McGraw-Hill Companies, Inc., 2000
chapter6管理会计英文版
2. The use of budgets to control an organization’s activity is known as budgetary control.
McGraw-Hill/Irwin
Copyright © 2008, The McGraw-Hill Companies, Inc.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
9-9
Advantages of Self-Imposed Budgets
1. Individuals at all levels of the organization are viewed as members of the team whose judgments are valued by top management. 2. Budget estimates prepared by front-line managers are often more accurate than estimates prepared by top managers. 3. Motivation is generally higher when individuals participate in setting their own goals than when the goals are imposed from above. 4. A manager who is not able to meet a budget imposed from above can claim that it was unrealistic. Selfimposed budgets eliminate this excuse.
McGraw-Hill/Irwin
Copyright © 2008, The McGraw-Hill Companies, Inc.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
9-9
Advantages of Self-Imposed Budgets
1. Individuals at all levels of the organization are viewed as members of the team whose judgments are valued by top management. 2. Budget estimates prepared by front-line managers are often more accurate than estimates prepared by top managers. 3. Motivation is generally higher when individuals participate in setting their own goals than when the goals are imposed from above. 4. A manager who is not able to meet a budget imposed from above can claim that it was unrealistic. Selfimposed budgets eliminate this excuse.
管理会计英文课件 (9)
7 8 9 10 11 12 13
Some Additional Information Reduction in resale value of car per mile of wear Round-tip train fare Benefits of relaxing on train trip Cost of putting dog in kennel while gone Benefit of having car in New York Hassle of parking car in New York Per day cost of parking car in New York
Relevant Financial Cost of Driving
Gasoline (460 @ $0.100 per mile) Maintenance (460 @ $0.065 per mile) Reduction in resale (460 @ $0.026 per mile) Parking in New York (2 days @ $25 per day) Total $ 46.00 29.90 11.96 50.00 $ 137.86
12-6
Identifying Relevant Costs
Cynthia, a Boston student, is considering visiting her friend in New York. She can drive or take the train. By car, it is 230 miles to her friend’s apartment. She is trying to decide which alternative is less expensive and has gathered the following information:
财务管理会计案例教材英文版70
that are based on perfection, are
unattainable and discourage most
employees.
Human Resources Manager
Setting Direct Material Standards
Price Standards
Quantity Standards
First, they point to causes of
I see that there
problems and directions for improvement.
is an unfavorable variance.
Second, they trigger investigations in departments
rate.
The activity is the base used to calculate
the predetermined overhead.
Standard Cost Card – Variable A standard cPorsot dcaurcdtfioornoCneousntit of product
A standard is the expected cost for one
unit.
A budget is the expected cost for all
units.
A SstatnadanrddcaosrtdvarCianocse its Vtheaarmiaounntcbey swhich
But why are variances
having responsibility for incurring the costs.
unattainable and discourage most
employees.
Human Resources Manager
Setting Direct Material Standards
Price Standards
Quantity Standards
First, they point to causes of
I see that there
problems and directions for improvement.
is an unfavorable variance.
Second, they trigger investigations in departments
rate.
The activity is the base used to calculate
the predetermined overhead.
Standard Cost Card – Variable A standard cPorsot dcaurcdtfioornoCneousntit of product
A standard is the expected cost for one
unit.
A budget is the expected cost for all
units.
A SstatnadanrddcaosrtdvarCianocse its Vtheaarmiaounntcbey swhich
But why are variances
having responsibility for incurring the costs.
管理会计英语培训课程
Role of Product Costs
• Product cost analysis is also significant when a firm is deciding how best to deploy marketing and promotion resources
– How much commission (or how many other incentives) to provide the sales force for different products
• In the long term, managers have considerably more flexibility to adjust the capacities of activity resources to match the demand for them in producing various products
– How large a discount to offer off list prices
Short-term and Long-term Pricing Considerations
• The costs of many resources are likely to be committed costs in the short-term because firms cannot easily alter the capacities made available for many production and support activities
– Prevent the firm from deploying its capacity for more profitable products or orders, should demand for them arise in the future
管理会计案例教材英文
or Rate
AxB
Standard Cost
per Unit
Direct materials Direct labor Variable mfg. overhead
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
Price Standards
Quantity Standards
Final, delivered cost of materials, net of discounts.
Use product design specifications.
Setting Direct Labor Standards
Rate Standards
Activity Standards
The rate is the variable portion of the predetermined overhead
rate.
The activity is the base used to calculate
the predetermined overhead.
I agree. Ideal standards, that are based on perfection, are unattainable and discourage most employees.
Human Resources Manaterial Standards
Practical standards should be set at levels
that are currently attainable with reasonable and efficient effort.
AxB
Standard Cost
per Unit
Direct materials Direct labor Variable mfg. overhead
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
Price Standards
Quantity Standards
Final, delivered cost of materials, net of discounts.
Use product design specifications.
Setting Direct Labor Standards
Rate Standards
Activity Standards
The rate is the variable portion of the predetermined overhead
rate.
The activity is the base used to calculate
the predetermined overhead.
I agree. Ideal standards, that are based on perfection, are unattainable and discourage most employees.
Human Resources Manaterial Standards
Practical standards should be set at levels
that are currently attainable with reasonable and efficient effort.
Lesson1 Management Accounting Fundamentals 英文管理会计课件 Management Accounting
Considerations
Contents of the MA
1. Management accounting Fundamentals ( Review Chapter 1, 2 and 13)
2. Cost behavior and Variable Costing ( Chapter 9 and 10) 3. Cost-Volume-Profit Analysis (Chapter 3) 4. Decision Making (Chapter 11 and 12) 5. Capital Budgeting (Chapter 21) 6. Inventory Management ( Chapter 20) 7. Quality and Time ( Chapter 19) 8. Balanced Scorecard ( Chapter 19) 9. Transfer Pricing ( Chapter 22) 10. Performance Management and Compensation ( Chapter 23)
9
Topic 1：The role of management accounting
• 1 What is Management accounting? • 2 Management VS. Financial accounting • 3 The History and Current Focus of
Management Accounting
2011
• This course combines traditional Managerial Accounting with modern Managerial Accounting. This course introduces systematically the basics theory of Managerial Accounting, planning and control, and managerial decision-making.
Contents of the MA
1. Management accounting Fundamentals ( Review Chapter 1, 2 and 13)
2. Cost behavior and Variable Costing ( Chapter 9 and 10) 3. Cost-Volume-Profit Analysis (Chapter 3) 4. Decision Making (Chapter 11 and 12) 5. Capital Budgeting (Chapter 21) 6. Inventory Management ( Chapter 20) 7. Quality and Time ( Chapter 19) 8. Balanced Scorecard ( Chapter 19) 9. Transfer Pricing ( Chapter 22) 10. Performance Management and Compensation ( Chapter 23)
9
Topic 1：The role of management accounting
• 1 What is Management accounting? • 2 Management VS. Financial accounting • 3 The History and Current Focus of
Management Accounting
2011
• This course combines traditional Managerial Accounting with modern Managerial Accounting. This course introduces systematically the basics theory of Managerial Accounting, planning and control, and managerial decision-making.
管理会计英语培训课程PPT课件(45张)
Short-term and Long-term Pricing Considerations
• The length of time a firm must commit its production capacity to fill that order is important because a long-term capacity commitment to a marginally profitable order may:
– Managers make decisions about establishing or accepting a price for their products
– Even when prices are set by the market and the firm has little or no influence on product prices, management still has to decide the best mix of products to manufacture and sell
– Such a firm is a price taker, and it chooses its product mix given the prices set in the marketplace for its products
Ability To Influence Prices
– Firms in an industry with relatively little competition, who enjoy large market shares and exercise industry leadership, must decide what prices to set for their products
管理会计案资料新例培训教材英文版(ppt 75)
the manager can actually control to a significant extent.
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Choosing the Budget Period
Operating Budget
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Participative Budget System
Top Management
Middle Management
Middle Management
Supervisor Supervisor Supervisor Supervisor
Selling and Administrative
Budget
Manufacturing Overhead Budget
Irwin/McGraw-Hill
Cash Budget
Budgeted Financial Statements
© The McGraw-Hill Companies, Inc., 2000
Flow of Budget Data
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Budget Committee
A standing committee responsible for
❖overall policy matters relating to the budget ❖coordinating the preparation of the budget
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Choosing the Budget Period
Operating Budget
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Participative Budget System
Top Management
Middle Management
Middle Management
Supervisor Supervisor Supervisor Supervisor
Selling and Administrative
Budget
Manufacturing Overhead Budget
Irwin/McGraw-Hill
Cash Budget
Budgeted Financial Statements
© The McGraw-Hill Companies, Inc., 2000
Flow of Budget Data
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Budget Committee
A standing committee responsible for
❖overall policy matters relating to the budget ❖coordinating the preparation of the budget
财务管理会计案例教材英文版
Final, delivered cost of materials, net of discounts.
Use product design specifications.
Setting Direct Labor Standards
Rate Standards
Time Standards
Use wage surveys and labor contracts.
Use time and motion studies for each labor operation.
Setting Variable Overhead
Standards
Rate Standards
Activity Standards
The rate is the variable portion of the predetermined overhead
But why are variances
having responsibility for incurring the costs.
important to me?
Variance Analysis Cycle
Identify questions
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
12.00 35.00
7.50 54.50
Standards vs. Budgets
Are standards the same as budgets?
might look like this:
Chapter1管理会计英文版
Actual $50,000
24,500 11,600 6,050 4,500 $46,650 $ 3,350
Variance 0
$2,500 U 400 F 50 U 0 $2,150 U $2,150 U
U= Unfavorable – actual exceeds budget F – Favorable – actual is less than budget.
Directing – using daily information (e.g, costs, margins, sales etc) to oversee operations
Controlling – comparing actual results against what was planned; feedback in the form of performance reports is quite useful.
Managerial versus Financial Accounting
Accounting System (accumulates financial and managerial accounting data)
Managerial Accounting Information for decision making, and control of an organization’s operations.
- Mandatory reporting
Differences Between Management Accounting and Financial Accounting (2)
Financial Accounting
- Primarily historical and easily verifiable information
财务管理会资料新计案例教材英文版(ppt 70)
Activity Standards
The rate is the variable portion of the predetermined overhead
rate.
The activity is the base used to calculate
the predetermined overhead.
Use product design specifications.
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Setting Direct Labor Standards
Rate Standards
Time Standards
Use wage surveys and labor contracts.
Variance Analysis Cycle
Identify questions
Receive explanations
Take corrective
actions
Analyze variances
Begin
Prepare standard cost performance
report
Conduct next period’s
1.5 pounds per Zippy at $4.00 per pound
Last week 1,700 pounds of material were purchased and used to make 1,000 Zippies.
Inputs
A
Standard Quantity or ice
or Rate
AxB
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Continuous or Perpetual Budget
1999
2000
2001
This budget is usually a twelve-month budget that rolls forward one month as the current month is completed.
A standing committee responsible for
overall policy matters relating to the budget coordinating the preparation of the budget
The Master Budget Sales Budget
Uncover potential bottlenecks
Responsibility Accounting
Managers should be held responsible for those items — and only those items — that
the manager can actually control to a significant extent.
Budget
Manufacturing Overhead Budget
The Master Budget Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
Selling and Administrative
Selling price per unit
Total sales
April 20,000
May 50,000
June 30,000
Quarter 100,000
The Sales Budget
Budgeted sales (units)
Selling price per unit
Total sales
Selling and Administrative
Budget
The Master Budget Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
Selling and Administrative
April
20,000 units
May
50,000 units
June
30,000 units
July
25,000 units
August 15,000 units.
The selling price is $10 per unit.
The Sales Budget
Budgeted sales (units)
April
20,000
$ 10 $200,000
May
50,000
$ 10 $500,000
June
30,000
$ 10 $300,000
Quarter
100,000
$
10
$ 1,000,000
The Production Budget
Sales Budget
Production Budget
Production must be adequate to meet budgeted sales and provide for sufficient ending inventory.
2002
Participative Budget System
Top Management
Middle Management
Middle Management
Supervisor Supervisor Supervisor Supervisor
Flow of Budget Data
The Budget Committee
Budget
Manufacturing Overhead Budget
Cash Budget
Budgeted Financial Statements
The Sales Budget
Detailed schedule showing expected sales for the coming periods
Choosing the Budget PeriodOperating Budg源自t19992000
2001
The annual operating budget may be divided into quarterly
or monthly budgets.
2002
Choosing the Budget Period
❖ Planning -involves developing objectives and preparing various budgets to achieve these objectives.
❖ Control -involves the steps taken by management that attempt to ensure the objectives are attained.
管理会计案例培训教材英文版
The Basic Framework of
Budgeting Detail
Budget Detail
Budget Detail
Production
Master
Budget
Budget
Summary of
a company’s
plans.
Planning and Control
expressed in units and dollars.
Budgeting Example
Royal Company is preparing budgets for the quarter ending June 30.
Budgeted sales for the next five months are:
Advantages of Budgeting
Communicating plans
Define goal and objectives
Think about and plan for the future
Coordinate activities
Advantages
Means of allocating resources
1999
2000
2001
This budget is usually a twelve-month budget that rolls forward one month as the current month is completed.
A standing committee responsible for
overall policy matters relating to the budget coordinating the preparation of the budget
The Master Budget Sales Budget
Uncover potential bottlenecks
Responsibility Accounting
Managers should be held responsible for those items — and only those items — that
the manager can actually control to a significant extent.
Budget
Manufacturing Overhead Budget
The Master Budget Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
Selling and Administrative
Selling price per unit
Total sales
April 20,000
May 50,000
June 30,000
Quarter 100,000
The Sales Budget
Budgeted sales (units)
Selling price per unit
Total sales
Selling and Administrative
Budget
The Master Budget Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
Selling and Administrative
April
20,000 units
May
50,000 units
June
30,000 units
July
25,000 units
August 15,000 units.
The selling price is $10 per unit.
The Sales Budget
Budgeted sales (units)
April
20,000
$ 10 $200,000
May
50,000
$ 10 $500,000
June
30,000
$ 10 $300,000
Quarter
100,000
$
10
$ 1,000,000
The Production Budget
Sales Budget
Production Budget
Production must be adequate to meet budgeted sales and provide for sufficient ending inventory.
2002
Participative Budget System
Top Management
Middle Management
Middle Management
Supervisor Supervisor Supervisor Supervisor
Flow of Budget Data
The Budget Committee
Budget
Manufacturing Overhead Budget
Cash Budget
Budgeted Financial Statements
The Sales Budget
Detailed schedule showing expected sales for the coming periods
Choosing the Budget PeriodOperating Budg源自t19992000
2001
The annual operating budget may be divided into quarterly
or monthly budgets.
2002
Choosing the Budget Period
❖ Planning -involves developing objectives and preparing various budgets to achieve these objectives.
❖ Control -involves the steps taken by management that attempt to ensure the objectives are attained.
管理会计案例培训教材英文版
The Basic Framework of
Budgeting Detail
Budget Detail
Budget Detail
Production
Master
Budget
Budget
Summary of
a company’s
plans.
Planning and Control
expressed in units and dollars.
Budgeting Example
Royal Company is preparing budgets for the quarter ending June 30.
Budgeted sales for the next five months are:
Advantages of Budgeting
Communicating plans
Define goal and objectives
Think about and plan for the future
Coordinate activities
Advantages
Means of allocating resources