管理会计英语7ppt课件.ppt

ManagementAccountingandControlSystems AssessingPerformanceovertheValueChain Chapter7 2 ManagementAccountingandControlSystem GeneratesandusesinformationtohelpdecisionmakersassesswhetheranorganizationisachievingitsobjectivesAcostmanagementsystemisoneofthecentralperformancemeasurementsystemsatthecoreofalargerentityknownasamanagementaccountingandcontrolsystem 3 Control InManagementAccountingAndControl Asetof ProceduresToolsPerformancemeasuresSystemsUsedbyorganizationstoguideandmotivateemployeestoachieveorganizationalobjectives 4 InControl AsystemisincontrolifitisonthepathtoachievingitsstrategicobjectivesFortheprocessofcontroltohavemeaningandcredibility theorganizationmusthavetheknowledgeandabilitytocorrectsituationsthatitidentifiesasoutofcontrol 5 FiveStagesOfControl PlanningExecutionMonitoringEvaluationCorrection 6 StagesofControl Planning Developinganorganization sobjectivesChoosingactivitiestoaccomplishtheobjectivesSelectingmeasurestodeterminehowwelltheobjectivesweremet 7 StagesofControl ExecutionandMonitoring ExecutionImplementingtheplanMonitoringTheprocessofmeasuringthesystem scurrentlevelofperformance 8 StagesOfControl EvaluationandCorrecting EvaluationWhenfeedbackaboutthesystem scurrentlevelofperformanceiscomparedtotheplannedlevelsothatanydiscrepanciescanbeidentifiedandcorrectiveactionprescribedCorrectingTakingtheappropriateactionstoreturnthesystemtoastateofincontrol 9 AWell DesignedMACS Designersofmanagementaccountingandcontrolsystems MACS havebothbehavioralandtechnicalconsiderationstomeetThetechnicalconsiderationsfallintotwocategoriesRelevanceoftheinformationgeneratedScopeofthesystem 10 CharacteristicsofWell definedMACS AccurateTimelyConsistentFlexible 11 ScopeOfTheSystem MustbecomprehensiveandincludeallactivitiesacrosstheentirevaluechainoftheorganizationIftheMACSmeasuresandassessesperformanceinonlytheactualproductionprocess itignorestheperformanceof SuppliersDesignactivitiesPostproductionactivitiesassociatedwithproductsWithoutacomprehensivesetofinformation managerscanonlymakelimiteddecisions 12 TheValueChain AsequenceofactivitiesthatshouldcontributemoretotheultimatevalueoftheproductthantoitscostAllproductsflowthroughthevaluechain Beginswithresearch development andengineeringMovesthroughmanufacturingContinuesontocustomersCustomersmayrequireserviceandwilleitherconsumetheproductdisposeofitafterithasserveditsintendedpurpose 13 TheValueChain Thevaluechainmaybedividedintocycles whichcorrespondtodifferentcostcontrolapproaches TargetCosting ValueEngineering KaizenCosting Total Life CycleCostingEnvironmentalCostingBenchmarking 14 Total Life CycleCosting Total life cyclecosting TLCC isthenameoftheprocessofmanagingallcostsalongthevaluechainTLCCisalsoknownasmanagingcosts fromthecradletothegrave 15 Total Life CycleCosting ATLCCsystemprovidesinformationformanagerstounderstandandmanagecoststhroughaproduct sstages 16 Total Life CycleCosting DecidinghowtoallocateresourcesoverthelifecycleusuallyisaniterativeprocessOpportunitycostsplayaheightenedroleinatotal life cyclecostperspective 17 Total Life CycleCosting Numerouslife cycleconceptshaveemergedinvariousfunctionalareasofbusinessATLCCperspectiveintegratestheconceptssothattheycanbeunderstoodintheirentiretyFromthemanufacturer sperspective total life cycleproductcostingintegratesfunctionallife cycleconcepts 18 Research Development AndEngineering RD E Cycle TheRD ECyclehasthreestages MarketresearchProductdesignProductdevelopment 19 CostControlintheRD ECycle Bysomeestimates 80 to85 ofaproduct stotallifecostsarecommittedbydecisionsmadeintheRD EcycleDecisionsmadeinthiscyclearecritical Anadditionaldollarspentonactivitiesthatoccurduringthiscyclecansaveatleast 8to 10onmanufacturingandpost manufacturingactivities DesignchangesServicecosts 20 ManufacturingCycle AftertheRD Ecycle thecompanybeginsthemanufacturingcycleUsuallyatthisstagethereisnotasmuchroomforengineeringflexibilitytoinfluenceproductcostsandproductdesignbecausetheyhavebeensetinthepreviouscycle 21 CostControlintheManufacturingCycle Operationsmanagementmethodshelptoreducemanufacturinglife cycleproductcostsCompanieshavebeguntousemanagementaccountingmethodssuchasactivity basedcostmanagementtoidentifyandreducenon value addedactivitiesinanefforttoreducecostsinthemanufacturingcycle 22 Post saleService DisposalCycle TheservicecyclebeginsoncethefirstunitofaproductisinthehandsofthecustomerDisposaloccursattheendofaproduct slifeandlastsuntilthecustomerretiresthefinalunitofaproductThecostsforserviceanddisposalarecommittedintheRD Estage 23 TheServiceCycle Theservicecycletypicallyconsistsofthreestages RapidgrowthFromthefirsttimetheproductisshippedtothegrowthstageofitssalesTransitionFromthepeakofsalestothepeakintheservicecycleMaturityFromthepeakintheservicecycletothetimeofthelastshipmentmadetoacustomer 24 TheDisposalCycle Disposaloccursattheendofaproduct slifeandlastsuntilthecustomerretiresthefinalunitofaproductDisposalcostsoftenincludethoseassociatedwitheliminatinganyharmfuleffectsassociatedwiththeendofaproduct susefullifeProductswhosedisposalcouldinvolveharmfuleffectstotheenvironment suchasnuclearwasteortoxicchemicals oftenincurveryhighcosts 25 Life CycleCosts Thefollowingtableillustratesfourtypesofproductsandthepercentageoflife cyclecostsincurredineachcycle 26 TargetCosting AmethodofprofitplanningandcostmanagementthatfocusesonproductswithdiscretemanufacturingprocessesItsgoalistodesigncostsoutofproductsintheRD Estageofaproduct stotallifecycleItisarelevantexampleof Howawell designedMACScanbeusedforstrategicpurposesHowcriticalitisfororganizationstohaveasysteminplacethatconsidersperformancemeasurementacrosstheentirevaluechain 27 TheTraditionalMethod BeginswithmarketresearchintocustomerrequirementsfollowedbyproductspecificationCompaniesengageinproductdesignandengineeringandobtainpricesfromsuppliersAftertheengineersanddesignershavedeterminedproductdesign costisestimate 28 TargetCostingMethod Althoughtheinitialstepsappearsimilartotraditionalcosting therearesomenotabledifferences Marketingresearchiscustomer drivenCostsaremanagedusingconcurrentdesignandengineeringThetotal life cycleconceptisusedbymakingitakeygoaltominimizethecostofownershipofaproductoveritsusefullife 29 TheTargetCostingMethod Price leadcosting usedtodetermineatargetsellingpriceandtargetproductvolumebasedonthecompany sperceivedvalueoftheproducttothecustomerThetargetprofitmarginresultsfromalong runprofitanalysis oftenbasedonreturnonsalesThetargetcostisthedifferencebetweenthetargetsellingpriceandthetargetprofitmargin 30 TheTargetCostingMethod Oncethetargetcosthasbeenset thecompanymustdeterminetargetcostsforeachcomponentThevalueengineeringprocessincludesexaminationofeachcomponentofaproducttodeterminewhetheritispossibletoreducecostswhilemaintainingfunctionalityandperformanceSeveraliterationsusuallyareneededbeforeitispossibletodeterminethefinaltargetcost 31 TheTargetCostingMethod Twootherdifferencescharacterizetheprocess Cross functionalproductteamsmakeupofindividualsrepresentingtheentirevaluechainguidetheprocessthroughoutSuppliersplayacriticalroleinmakingtargetcostingwork 32 CostAnalysis example Costanalysisrequires5sub activities 1 Developalistofproductcomponentsandfunctions2 Doafunctionalcostbreakdown3 Determinearelativerankingofcustomerrequirements4 Relatefeaturestofunctions5 Developrelativefunctionalrankings 33 ConductValueEngineering example Valueengineering organizedeffortdirectedatthevariouscomponentsforthepurposeofachievingthesefunctionsatthelowestoverallcostwithoutreductionsinrequiredperformance reliability maintainability quality safety recyclability andusability 34 ConductValueEngineering example Twosub activities Identifycomponentsforcostreductionbycomputingavalueindex ratioofthevaluetothecustomerandthepercentageoftotalcostdevotedtoeachcomponent Generatecostreductionideas 35 ConcernsAboutTargetCosting SomestudiesoftargetcostinginJapanindicatethattherearepotentialproblemsinimplementingthesystemCompaniesmaymanagemanyofthesefactors 36 ExamplesofProblemswithTargetCosting LackofunderstandingofthetargetcostingconceptPoorimplementationoftheteamworkconceptEmployeeburnoutOverly longdevelopmenttime 37 KaizenCosting Alsofocusedoncost reductionFocusesonreducingcostsduringthemanufacturingstageofthetotallifecycleofaproductKaizenistheJapanesetermformakingimprovementstoaprocessthroughsmall incrementalamountsratherthanthroughlargeinnovations 38 KaizenCosting 2of2 Kaizencosting sgoalistoensurethatactualproductioncostsarelessthantheprioryearcostKaizen sgoalsaretiedtotheprofit planningsystemIfthecostofdisruptionstoproductionaregreaterthanthesavingsduetokaizencosting thenitwillnotbeapplied 39 ExampleFromAutoPlant AnannualbudgetedprofittargetisallocatedtoeachplantEachautomobilehasapredeterminedcostbase whichisequaltotheactualcostofthatautomobileinthepreviousyearAllcostreductionsusethiscostbaseastheirstartingpointThetargetedcostreductionistheamountthecostbasemustbereducedtoreachtheprofittarget 40 ExampleFromAutoPlant ThetargetreductionrateistheratioofthetargetreductionamounttothecostbaseThisrateisappliedovertimetoallvariablecostsThenmanagementmakescomparisonsofactualreductionamountsacrossallvariablecoststothepre establishedtargetedreductionamountsIfdifferencesexist variancesfortheplantaredetermined 41 ConcernsAboutKaizenCosting ThesystemplacesenormouspressureonemployeestoreduceeveryconceivablecostKaizencostingleadstoincrementalratherthanradicalprocessimprovementsThiscancausemyopiaasmanagementtendstofocusonthedetailsratherthantheoverallsystem 42 EnvironmentalCosting Environmentalremediation compliance andmanagementhavebecomecriticalaspectsofmanybusinessesAllpartsofthevaluechain andtheircosts areaffectedbyenvironmentalissuesTheseissuesarebeingincorporatedintocostmanagementsystemsandoverallMACSdesign 43 ControllingEnvironmentalCosts OnlywhenmanagersandemployeesbecomeawareofhowtheactivitiesinwhichtheyengagecreateenvironmentalcostswilltheybeabletocontrolandreducethemTheactivitiesthatcauseenvironmentalcostshavetobeidentifiedThecostsassociatedwiththeactivitieshavetobedeterminedThesecostsmustbeassignedtothemostappropriateproducts distributionchannels andcustomers 44 TypesofEnvironmentalCosts Environmentalcostsfallintotwocategories ExplicitcostsImplicitcosts 45 Benchmarking AwayfororganizationstogatherinformationregardingthebestpracticesofothersOftenhighlycosteffectiveSelectingappropriatebenchmarkingpartnersisacriticalaspectoftheprocessTheprocesstypicallyconsistsoffivestages 46 Stage1 InternalstudyandpreliminarycompetitiveanalysesTheorganizationdecideswhichkeyareastobenchmarkforstudyThecompanydetermineshowitcurrentlyperformsonthesedimensionsbyinitiatingPreliminaryinternalcompetitiveanalysisPreliminaryexternalcompetitiveanalysesBothtypesofanalyseswilldeterminethescopeandsignificanceofthestudyforeacharea 47 Stage2 1of2 Developinglong termcommitmenttothebenchmarkingprojectandcoalescingthebenchmarkingteamthelevelofcommitmenttobenchmarkingmustbelongtermLong termcommitmentrequiresObtainingthesup