管理会计英语课件07
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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).
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).
管理会计课件 英文
1 - 11 1-11 - 11111111h11111ythtr
The Nature of Planning and Controlling
Management Process Internal Accounting System
Budgets, Special Reports
Other information systems
Mayfair Starbucks Store, March 31, 20X1
Sales Less: Ingredients Store labor Other labor Utilities, etc. Total expenses Operating income
Budget $50,000
22,000 12,000 6,000 4,500 $44,500 $ 5,500
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 - 14 1-11 - 14111111h11111ythtr
Budget: quantitative expression of a plan of action
Performance reports: compare actual results with budgeted amounts provide feedback by comparing results with plans highlight variances
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
管理会计讲义chap007.ppt
Variable Costing
Sales (20,000 × $30)
$ 600,000
Less variable expenses:
Beginning inventory
$-
Add COGM (25,000for sale
250,000
Fixed Manufacturing Overhead
Period Costs
Variable Selling and Administrative Expenses Fixed Selling and Administrative Expenses
Variable Costing
Product Costs
inventories. d. It depends. . .
McGraw-Hill/Irwin
Slide 5
Unit Cost Computations
Harvey Company produces a single product with the following information available:
There is no beginning inventory.
Now, let’s compute net operating income using both absorption and variable costing.
McGraw-Hill/Irwin
Slide 9
Absorption Costing
Fixed manufacturing overhead deferred in inventory is 5,000 units × $6 = $30,000.
McGraw-Hill/Irwin
会计英语第七单元课件
2 This flow of data is the same in either a manual or a computerized accounting systems. 3 small companies: may not be necessary 4 work sheet is a useful device for understanding the flow of the accounting data from the unadjusted trial balance to the financial statements.
250
250
50 43400
50 9755 16960 33645
50 26440
Income statement : Cr. $16960 – Dr. $9755 = $7205 (net income) Balance sheet: Dr. $33645 – Cr. $26440 = $7205 $7205 + $26440 = $33645 (net income increases OE)
4000
16340 4275 250 500
1600
985
15Supplies 800 expense 16 Misc. 455 Expense 17 Total 42600 42600 18Insuranc e expense 19 Rent revenue
1240
100
120
20Wages payable 21Depreciation expense 22Accumulated Depreciation Total
Unit Seven Accounting Cycle
管理会计双语版总结.ppt
11
Sales
Variable Costs
Contribution Margin
Direct Material Direct Labor Variable Mfg. Variable S&A
Fixed Mfg. Fixed S&A
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)
4
Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace
Direct labor : trace
Manufacturing overhead : allocate
Cost pool and allocation base
(Sales) – (VC ratio * Sales) – FC = TP ratio * Sales
10
Chapter 6 : Business Decisions using Cost Behavior
Absorption costing and variable costing
Functional and contribution income statement
Sensitivity analysis
9
CVP Equations
Sales – Variable Costs – Fixed Costs = target profit (SP/unit * units) – (VC/unit * units) – FC = target profit
Sales
Variable Costs
Contribution Margin
Direct Material Direct Labor Variable Mfg. Variable S&A
Fixed Mfg. Fixed S&A
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)
4
Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace
Direct labor : trace
Manufacturing overhead : allocate
Cost pool and allocation base
(Sales) – (VC ratio * Sales) – FC = TP ratio * Sales
10
Chapter 6 : Business Decisions using Cost Behavior
Absorption costing and variable costing
Functional and contribution income statement
Sensitivity analysis
9
CVP Equations
Sales – Variable Costs – Fixed Costs = target profit (SP/unit * units) – (VC/unit * units) – FC = target profit
管理会计英文课件 (7)
7-12
How Costs are Treated Under Activity–Based Costing
Unit-Level Activity Batch-Level Activity
Manufacturing companies typically combine their activities into five classifications.
7-4
How Costs are Treated Under Activity–Based Costing
ABC differs from traditional cost accounting in three ways. Manufacturing costs Nonmanufacturing costs
Product-Level Activity Customer-Level Activity
Organizationsustaining Activity
7-13
Characteristics of Successful ABC Implementations
Strong top management support Link to evaluations and rewards
Activity-Based Costing: A Tool to Aid Decision Making
Chapter 7
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA
管理会计英文课件
$ 0.026 $ 104 ???? $ 40 ???? ???? $ 25
12-9
Identifying Relevant Costs
Which costs and benefits are relevant in Cynthia’s decision? The cost of the car is a sunk cost and is not relevant to the current decision. The annual cost of insurance is not relevant. It will remain the same if she drives or takes the train.
12-3
Relevant Costs and Benefits
A relevant cost is a cost that differs between alternatives. A relevant benefit is a benefit that differs between alternatives.
Relaxing on the train is relevant even though it is difficult to assign a dollar value to the benefit.
The kennel cost is not relevant because Cynthia will incur the cost if she drives or takes the train.
However, the cost of gasoline is clearly relevant if she decides to drive. If she takes the train, the cost would not be incurred, so it varies depending on the decision.
财务管理会计案例培训课件英文版
财务管理会计案例培训课件英文版
Activity Based Costing (ABC)
The objective of activity-based costing is to understand
overhead and the profitability of products and customers.
accumulated that relate to a single activity in the ABC
system.
$$ $
$$$
The Mechanics of ABC
At Classic Brass, the ultimate cost objects are:
Department 3
Departmental Overhead Rates
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Indirect Materials
Department 2
Other Overhead
Departmental Overhead Rates
Finishing Department Painting Department
Shipping Department
A two stage process is necessary because costs are allocated to departments
Department 3
Stage Two: Costs applied to products
Products
Departmental Overhead Rates
Activity Based Costing (ABC)
The objective of activity-based costing is to understand
overhead and the profitability of products and customers.
accumulated that relate to a single activity in the ABC
system.
$$ $
$$$
The Mechanics of ABC
At Classic Brass, the ultimate cost objects are:
Department 3
Departmental Overhead Rates
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Indirect Materials
Department 2
Other Overhead
Departmental Overhead Rates
Finishing Department Painting Department
Shipping Department
A two stage process is necessary because costs are allocated to departments
Department 3
Stage Two: Costs applied to products
Products
Departmental Overhead Rates
管理会计英语课件07
Management Accounting and Control Systems:
Assessing Performance over the Value Chain
Chapter 7
Management Accounting and Control System
Generates and uses information to help decision makers assess whether an organization is achieving its objectives
15
Total-Life-Cycle Costing
Deciding how to allocate resources over the life cycle usually is an iterative process
Opportunity costs play a heightened role in a total-life-cycle cost perspective
?identifycomponentsforcostreductionbycomputingavalueindexratioofthevaluetothecustomerandthepercentageoftotalcostdevotedtoeachcomponent?generatecostreductionideas35concernsabouttargetcosting?somestudiesoftargetcostinginjapanindicatethattherearepotentialproblemsinimplementingthesystem?companiesmaymanagemanyofthesefactors36examplesofproblemswithtargetcosting?lackofunderstandingofthetargetcostingconcept?poorimplementationoftheteamworkconcept?employeeburnout?overlylongdevelopmenttime37kaizencosting?alsofocusedoncostreduction?focusesonreducingcostsduringthemanufacturingstageofthetotallifecycleofaproduct?kaizenisthejapanesetermformakingimprovementstoaprocessthroughsmallincrementalamountsratherthanthroughlargeinnovations38kaizencosting2of2?kaizencostingsgoalistoensurethatactualproductioncostsarelessthantheprioryearcost?kaizensgoalsaretiedtotheprofitplanningsystem?ifthecostofdisruptionstoproductionaregreaterthanthesavingsduetokaizencostingthenitwillnotbeapplied39examplefromautoplant?anannual
Assessing Performance over the Value Chain
Chapter 7
Management Accounting and Control System
Generates and uses information to help decision makers assess whether an organization is achieving its objectives
15
Total-Life-Cycle Costing
Deciding how to allocate resources over the life cycle usually is an iterative process
Opportunity costs play a heightened role in a total-life-cycle cost perspective
?identifycomponentsforcostreductionbycomputingavalueindexratioofthevaluetothecustomerandthepercentageoftotalcostdevotedtoeachcomponent?generatecostreductionideas35concernsabouttargetcosting?somestudiesoftargetcostinginjapanindicatethattherearepotentialproblemsinimplementingthesystem?companiesmaymanagemanyofthesefactors36examplesofproblemswithtargetcosting?lackofunderstandingofthetargetcostingconcept?poorimplementationoftheteamworkconcept?employeeburnout?overlylongdevelopmenttime37kaizencosting?alsofocusedoncostreduction?focusesonreducingcostsduringthemanufacturingstageofthetotallifecycleofaproduct?kaizenisthejapanesetermformakingimprovementstoaprocessthroughsmallincrementalamountsratherthanthroughlargeinnovations38kaizencosting2of2?kaizencostingsgoalistoensurethatactualproductioncostsarelessthantheprioryearcost?kaizensgoalsaretiedtotheprofitplanningsystem?ifthecostofdisruptionstoproductionaregreaterthanthesavingsduetokaizencostingthenitwillnotbeapplied39examplefromautoplant?anannual
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
Lesson 7 Transfer Pricing 英文管理会计课件 Management Accounting
18
Topic 2: Transfer pricing policies_Market-based
Market-based Transfer Prices
➢ Lead to optimal decision-making when three conditions are satisfied:
1. The market for the intermediate product is perfectly competitive
– the price one subunit (department or division) charges for a product or service supplied to another subunit of the same organization
➢ Management control systems use transfer prices to coordinate the actions of subunits and to evaluate their performance
8
Topic 1: Organizational structure and decentralization
Benefits of Decentralization
➢ Creates greater responsiveness to local needs ➢ Leads to gains from faster decision making ➢ Increases motivation of subunit managers ➢ Assists management development and learning ➢ Sharpens the focus of subunit managers
Topic 2: Transfer pricing policies_Market-based
Market-based Transfer Prices
➢ Lead to optimal decision-making when three conditions are satisfied:
1. The market for the intermediate product is perfectly competitive
– the price one subunit (department or division) charges for a product or service supplied to another subunit of the same organization
➢ Management control systems use transfer prices to coordinate the actions of subunits and to evaluate their performance
8
Topic 1: Organizational structure and decentralization
Benefits of Decentralization
➢ Creates greater responsiveness to local needs ➢ Leads to gains from faster decision making ➢ Increases motivation of subunit managers ➢ Assists management development and learning ➢ Sharpens the focus of subunit managers
财务管理会计案例培训课件英文版
costs of the activity involved.
Product-Level Activity
Organizationsustaining Activity
Customer-Level Activity
Identifying Activity to Include
Activity Cost Pool is a “bucket” in
Factory equipment depreciation
$300,000
Percent consumed by customer orders 20%
$ 60,000
Assigning Costs to Activity Cost Pools
Using the total costs and percentage consumption of overhead, costs are assigned to activity pools.
and then to products.
Departmental Overhead Rates
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Indirect Materials
Department 2
Other Overhead
Activity Based Costing
Departmental Overhead Rates
Plantwide Overhead
Rate
Overhead Allocation
Plantwide Overhead Rate
Product-Level Activity
Organizationsustaining Activity
Customer-Level Activity
Identifying Activity to Include
Activity Cost Pool is a “bucket” in
Factory equipment depreciation
$300,000
Percent consumed by customer orders 20%
$ 60,000
Assigning Costs to Activity Cost Pools
Using the total costs and percentage consumption of overhead, costs are assigned to activity pools.
and then to products.
Departmental Overhead Rates
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Indirect Materials
Department 2
Other Overhead
Activity Based Costing
Departmental Overhead Rates
Plantwide Overhead
Rate
Overhead Allocation
Plantwide Overhead Rate
管理会计课件 英文
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 9 9 -- 13
Financial Measures of Performance
Financial measures are often lagging indicators that arrive too late.
Top management develops organization-wide goals, measures, and targets. They also identify the critical processes needed to achieve the goals.
Top management and critical process managers develop key success factors and performance measures. They also identify specific objectives.
Critical process managers and lower-level managers develop specific performance measures for each objective.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 99-7
Jeff Schatzberg, University of Arizona
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 99-1
Financial Measures of Performance
Financial measures are often lagging indicators that arrive too late.
Top management develops organization-wide goals, measures, and targets. They also identify the critical processes needed to achieve the goals.
Top management and critical process managers develop key success factors and performance measures. They also identify specific objectives.
Critical process managers and lower-level managers develop specific performance measures for each objective.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 99-7
Jeff Schatzberg, University of Arizona
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 99-1
管理会计英语培训课程(ppt 45页)
• 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
the production mix
Example - Garment Manufacturer
• The costs of utilities, plant administration, maintenance, and depreciation for the machinery and plant facility will not alter with a change in the product mix, because the plant is operating at full capacity
The Impact Of Opportunity Costs
• If the garment manufacturer receives a special order request, it would have to decide the minimum price it would accept
– 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
the production mix
Example - Garment Manufacturer
• The costs of utilities, plant administration, maintenance, and depreciation for the machinery and plant facility will not alter with a change in the product mix, because the plant is operating at full capacity
The Impact Of Opportunity Costs
• If the garment manufacturer receives a special order request, it would have to decide the minimum price it would accept
– 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
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14
Total-Life-Cycle Costing
A TLCC system provides information for managers to understand and manage costs through a product’s st-Cycle Costing
2
“Control” In Management Accounting And Control
A set of:
Procedures Tools Performance measures Systems
Used by organizations to guide and motivate employees to achieve organizational objectives
Relevance of the information generated Scope of the system
9
Characteristics of Well-defined MACS
Accurate Timely Consistent Flexible
10
Scope Of The System
By some estimates, 80% to 85% of a product’s total life costs are committed by decisions made in the RD&E cycle Decisions made in this cycle are critical:
Total-LifeCycle Costing Environmental Costing Benchmarking
13
Total-Life-Cycle Costing (
Total-life-cycle costing (TLCC) is the name of the process of managing all costs along the value chain TLCC is also known as managing costs “from the cradle to the grave”
6
Stages of Control: Execution and Monitoring
Execution
Implementing the plan
Monitoring The process of measuring the system’s current level of performance
7
Stages Of Control: Evaluation and Correcting
Evaluation When feedback about the system’s current level of performance is compared to the planned level so that any discrepancies can be identified and corrective action prescribed Correcting Taking the appropriate actions to return the system to a state of in control
Begins with research, development, and engineering Moves through manufacturing Continues on to customers Customers may require service and will either consume the product dispose of it after it has served its intended purpose
21
Post-sale Service & Disposal Cycle
The service cycle begins once the first unit of a product is in the hands of the customer Disposal occurs at the end of a product’s life and lasts until the customer retires the final unit of a product The costs for service and disposal are committed in the RD&E stage
Management Accounting and Control Systems: Assessing Performance over the Value Chain
Chapter 7
Management Accounting and Control System
Generates and uses information to help decision makers assess whether an organization is achieving its objectives A cost management system is one of the central performance measurement systems at the core of a larger entity known as a management accounting and control system
3
In Control
A system is in control if it is on the path to achieving its strategic objectives For the process of control to have meaning and credibility, the organization must have the knowledge and ability to correct situations that it identifies as out of control
16
Total-Life-Cycle Costing
Numerous life-cycle concepts have emerged in various functional areas of business A TLCC perspective integrates the concepts so that they can be understood in their entirety From the manufacturer’s perspective, total-life-cycle product costing integrates functional life-cycle concepts:
19
Manufacturing Cycle
After the RD&E cycle, the company begins the manufacturing cycle Usually at this stage there is not as much room for engineering flexibility to influence product costs and product design because they have been set in the previous cycle
Suppliers Design activities Postproduction activities associated with products
Without a comprehensive set of information, managers can only make limited decisions
17
Research, Development, And Engineering (RD&E) Cycle
The RD&E Cycle has three stages: Market research Product design Product development
18
Cost Control in the RD&E Cycle
12
The Value Chain
The value chain may be divided into cycles, which correspond to different cost control approaches
Research, Development & Engineering Cycle Manufacturing Cycle Post-Sale Service and Disposal Cycle Target Costing & Value Engineering Kaizen Costing
20
Cost Control in the Manufacturing Cycle
Operations management methods help to reduce manufacturing life-cycle product costs Companies have begun to use management accounting methods such as activity-based cost management to identify and reduce non-valueadded activities in an effort to reduce costs in the manufacturing cycle
Deciding how to allocate resources over the life cycle usually is an iterative process Opportunity costs play a heightened role in a total-life-cycle cost perspective