110_229_-_management_accounting_20150608072759 Flashcards

1
Q

What are the two types of value that management accounting focuses on?Which is more important?

A

Customer value and shareholder value.S/holder value is more important.

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2
Q

What is the main difference between mgmt an financial accounting?

A

financial accounting is focused on reporting of info to external parties while mgmt accounting is more internally focused. In addition, financial accounting is highly regulated whereas mgmt accounting is not.

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3
Q

What is the difference between contemporary and conventional mgmt accounting systems.

A

compared to conventional systems, contemporary mgmt systems:- recognizes that costs can be caused by a range of different factors and/or activities.- performance mgmt looks at non-financial info as well- cost managed focuses on the causes of costs and how they can be controlled pro actively

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4
Q

At the highest level possible, what are the two ways that costs can be classified for accounting purposes?

A

Expensed (P&L) or capitalised in the balance sheet.

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5
Q

What is the difference between fixed and variable costs and what is the ‘relevant range’ in relation to such costs.

A

The classification of Fixed and variable costs focuses on the way costs behave as the level of activity changes. If activity increases, variable costs generally increase and fixed costs remain the same. The relevant range is the range of activity over which the firm expects cost behaviour to be consistent. i.e. the range over which estimates of fixed and variable costs are valid

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6
Q

What is a cost object?

A

Any items for which a manager wants to measure a cost..

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7
Q

Distinguish direct and indirect costs in a manufacturing context. Give examples

A

Direct manufacturing costs can be identified with or traced to a particular cost object whereas indirect costs cannot. Costs must be able to be able to be traced in an economically feasible way. Examples of direct costs include direct material costs and direct labour costs. Indirect costs include those that are applied by way of manufacturing overhead. e.g. indirect materials, indirect labour, electricity, depreciation, rent, insurance etc.

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8
Q

The various activities in a value chain can be divided into three different categories. What are they and what sort of activities do they involve.Hint: river

A
  1. Upstream - earlier costs in the R&D, design and supply phase.2. Production costs - costs incurred to physically produce products3. Downstream costs- later costs including marketing, distribution and customer services.Various support services (including HR and accounting functions) are ancillary to the value chain activities.
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9
Q

What is a cost driver? What is the conventional approach to understanding cost drivers vs contemporary approaches?

A

A cost driver is an activity or factor that causes costs to be incurred.Conventional approaches recognise that production volume and sales volume are the only cost drivers.Contemporary viewpoints recognise that there are a range of other drivers such as activity based costing.

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10
Q

What are the four levels in which activity based approaches classify costs?

A
  1. unit level costs (per unit)2. Batch level costs3. product (per type of product)4. Facility level
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11
Q

What is a step fixed cost?

A

A cost that remains fixed over a wide range of activity levels but slumps to a different amount for levels outside of that range.

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12
Q

What are the three categories of costs that typically make up total product costs (or manufacturing costs)?

A

Direct labour, direct materials and manufacturing overhead.

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13
Q

What is a simple definition of manufacturing overhead?

A

ALL costs that cannot be traced to manufactured goods in an economically feasible way (i.e. indirect costs).In addition, man. overhead includes the costs of man. SUPPORT DEPARTMENTS

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14
Q

How does product costing for external reporting purposes differ from that typically used for managerial accounting purposes?

A

For external reporting purposes, only production costs are included in product costs. For managerial accounting purposes, production/manufacturing costs AS WELL AS upstream and downstream costs may be included. [Whether upstream or downstream costs are included depends on whether costs are being looked at from a short term or long term perspective.]

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15
Q

Describe the system of manufacturing costs in the accounts.[KEY REVISION]

A
  1. As raw materials are purchased, they are transferred (dr’d) to the raw material inventory account.2. As production takes place, all man. costs are Dr’d to the WIP account (including direct labour and man. overhead costs)3. When products are completed, products are transferred from WIP inventory to finished goods4. When products are sold, costs are transferred form finished goods to COGS expense.5. COGS is closed to the P&L at the end of the period and transferred to the P&L.
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16
Q

What are the three main “inventory” accounts?

A

Raw materials WIPFinished goods

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17
Q

What sort of account is the “manufacturing overhead” Dr account (asset or expense)?

A

Neither.It is a temporary account that allows us to accumulate the expense over time.

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18
Q

Why does over and under applied overhead occur?

A

Because when overhead is applied to products using a predetermined rate, overhead actually incurred differs from that actually applied.

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19
Q

How is under/over applied overhead treated in the accounts at the end of the period? (2 ways)

A

It is either closed to COGS (i.e. any variance is posted to bring the man. overhead account to zero)orIt is pro rated to COGS, WIP inventory and finished good inventory (more accurate)

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20
Q

What are the 2 “conventional” product costing systems? How do they differ?

A

Job costing and process costing.Job costing:- manufacturing costs are accumulated and traced to different jobs/batches - products are typically individual or uniqueProcess costing- costs are traced to processes, accumulated and are averaged across all units produced.- more common in a mass production environment where there are repetitive processes- products are typically identical or very similar.

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21
Q

Differentiate the journal entries where labour costs are direct and indirect to a particular job.

A

When labour costs are direct, DR WIPCR Wages payable/paidWhen costs are indirectDR Manufacturing overheadCR Wages payable/paid

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22
Q

How is a manufacturing overhead predetermined rate determined e.g. per labour hour.

A

The total budgeted man. overhead costs is divided by the total number of budgeted labour hours e.g. $20/ labour hour

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23
Q

When would it be appropriate for an org. not to have a WIP account for costing purposes?

A

Where the org does not have partially completed products (WIP) at the end of the period (e.g. a soft drink manufacturer).

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24
Q

What are the two main steps when using the process costing system?

A
  1. Estimate the cost of the production process2. Calculate the average cost per unit (by dividing total costs by total number of units produced)
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25
Q

Process costing is more complex where there are WIP inventories at the beginning and end of a period. What needs to be considered in this case?

A

The following needs to be considered:- units started in the previous period (opening WIP) and completed in the current period- Units started and completed during the period - units that are incomplete at the end of the period (ending WIP)To account for the factors above, we need to use equivalent units.

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26
Q

What are equivalent units? How are they used to calculate product cost using the process costing method?

A

In order to factor in that units in ending WIP are at different stages of completion with respect to MATERIAL and CONVERSION costs, equivalent units are used.

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27
Q

Describe the two different measures of equivalent units that are used when WIP is involved?

A

Equivelant units of:DIRECT MATERIAL andCONVERSION COSTS (the costs of direct labour and man, overhead incurred to convert raw material to a finished product.

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28
Q

What are the four steps in process costing when there is beginning and ending WIP?

A
  1. Analyse the physical flow of units (i.e. units in opening WIP, units started &transferred out )2. Calculate the equivalent units (for both direct material and conversion)3. Calculate the unit costs (by adding up all costs incurred and dividing them by the total equivelant units) 4. Analyse the total costs (by multiplying the total cost per equivelant unit * equivelant units)
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29
Q

What are the two methods that can be used to calculate equivalent units?How do they differ?

A

Weighted average cost AND FIFOThe weighted average cost method includes total costs incurred (including those in opening WIP) when calculating unit costs and equivalent units.The FIFO method assumes that the WIP inventory is completed before the production of new units commences. Therefore, the equivalent units in opening WIP are subtracted from the total e. units. (i.e. only the costs incurred in the current month are used).

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30
Q

What is hybrid costing?

A

a costing method that draws on combination of both job and process costing features.Costs are typically applied on a per-batch basis. A.K.A Operation costing.

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31
Q

What are the five steps in the “service” value chain?

A
  1. R&D2. Design3. Production/ delivery4. Marketing5. Customer Suport
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32
Q

What are the 3 different types of service entities?

A
  1. Professional services - unique services provided by professional staff e.g. PwC2.Mass services - many customers, non customised service e.g. supermarket3. Service shops - In the middle between professional services and mass services firms.
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33
Q

What costing systems are more suitable for different types of service firms.

A

Professional services = job costingMass services - process costingService shops - hybrid costing

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34
Q

What is the key difference between costing for manufacturing and service firms for external reporting purposes?

A
  • Generally, in service firms there is no inventory. - There are no external reporting requirements to estimate individual service costs. Therefore, such systems should only be implemented where benefits exceed costs.
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35
Q

What are the relevant factors that should be considered when determining if a service costing system should be implemented?

A

Service costing can be used to:-assess profitability- set prices-plan and control costs etc[managers decision making needs]

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36
Q

How does costing in a retail and wholesale business differ from that of a service firm?

A
  • Tangible goods are sold- inventories and COGS are recorded in the accounting ledger
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37
Q

What is the COGS formula?

A

Cost of beginning inventory + purchases - cost of ending inventory.

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38
Q

What sort of costs are typically included in overhead for service firms?

A

Upstream and downstream costs

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39
Q

What is a cost pool and how is it used to allocate costs to products?What is a requirement where costs are pooled?

A

A cost pool = a collection of costs that are allocated to cost objects.Cost pooling is used to simplify the cost allocation process. In order to be pooled, costs must have a common allocation base (A.K.A Cost driver).

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40
Q

What is a cost driver? What are common examples of cost drivers?

A

Cost driver = an activity or factor that causes costs to be incurred.Machine hours, labour hours, units of output, floor area etc.

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41
Q

How does overhead allocation differ between product costing and responsibility area costing?

A

For product costing, indirect product costs are used.For responsibility area costing, costs are only indirect costs of the specific responsibility area.

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42
Q

What are the three methods used to allocate overhead costs when using the product costing system?

A
  1. Plantwide rate2. Departmental rate3. Activity based costing
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43
Q

How is the plantwide overhead rate used to allocate costs to products? What are the three steps?[Common sense & KEY REVISION]

A

The plantwide overhead rate gathers all man. overhead costs into a pool and allocating them using the following 3 steps:1. Identify the cost driver2. Calculate the predetermined man. o/head rate by dividing the budgeted man. o/head by the budgeted level of the cost driver. e.g. $9 per labour hour. 3. Apply overhead based on the predetermined rate and the products consumption of the cost driver. e.g. 2 labour hours = $18.

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44
Q

What is the departmental rate method of allocating overhead costs to products? What is the two stage allocation process?

A

Man. o/head is allocated based on different cost drivers in different departments.(recognizing that the costs of man. costs may differ across different depts).1. Assign overhead costs to production departments using the appropriate cost driver. 2. Apply them to the products by calculating a predetermined man. overhead rate for each dept.

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45
Q

What is the ABC method of allocating overhead costs? What is the two stage process that is used to allocate costs using ABC?

A

ABC = recognizing that there may be a number of different cost drivers for many cost items, ABC focuses on the allocation of activity costs. e.g. quality control activity costs may be allocated to products based on the amount of labour hours the product spends in the quality control dept. 1. Overhead costs are assigned to acitivites2. Overhead costs are applied to products (based on the activity cost per unit of cost driver).

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46
Q

What are the negatives of the plantwide and departmental o/head costing systems compared to ABC?

A
  • less accurate- tends to overcost high-volume simple products and undercost low volume complex products. - increasingly, more costs are non-volume driven e.g. depreciation- the proportion of overhead costs as a proportion of total costs is increasing, making them even more important over time.
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47
Q

What are the three methods that are used to allocate SUPPORT department costs to production depts?

A
  • Direct- Step-Down- Reciprocal Service
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48
Q

How is the direct method of allocating support costs used?

A

Each support dept costs are allocated among the production dept that consumes part of the support depts output (based on relative proportion)Note: Services provided between service departments are ignored.

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49
Q

How is the step-down method of allocating support costs used?

A

support dept costs are allocated to products, PARTIALLY recognizing the services that are provided by one support dept to another. Note: the full set of support relationships are NOT recognized. We must choose a sequence in which to allocate the support dept costs.

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50
Q

How is the reciprocal method of allocating support costs used?

A

This method fully recognises the provision of services between service departments.[Method Not revised].

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51
Q

The bill of activities is the final step of the ABC costing process. what info dies it show?

A

It shows the activities, cost per unit of activity driver, quantuty if activity drivers consumed and therefore the costs of activities consumed by a product.

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52
Q

What is ABM?

A

Activity based management = a model that provides info to managers to help reduce costs and improve other sources of customer value.Info from ABC is used to analyse activities, cost drivers + performance.

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53
Q

What is CVP analysis? What are the key groups of costs that should be indentified for CVP?

A

Cost volume profit analysis = used to determine the effects of changes in sales volume on costs,revenues and profit. As a starting point, costs should be seperated into variable and fixed costs.

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54
Q

What is the break even point and what are the formulas that can be used?

A

Break even point = the volume of sales where revenues and expenses are equal and profit = zero. Formulas:BEP (units) = Fixed costs/ Unit contribution margin BEP(sales $) = Fixed costs/Unit contribution margin ratio

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55
Q

What is the unit contribution margin and the unit contribution margin ratio in the context of the break even point?

A

Unit contribution margin = the difference between the sales revenue and total variable costs per unit i.e. the amount available to cover fixed costs and then contribute to profits. Unit contribution margin raio = the unit contribution margin divided by the unit sales price.

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56
Q

What does the PV (profit volume) graph show?

A

The total amount of profit or loss at different levels of sales volume.It has:- a fixed costs line (horizontal)-Total costs lines -Revenue line

57
Q

What is the modified version of the break even point formula that can be used to calculate “Target net profit”?

A

Target sales volume = (fixed expenses+ TARGET NET PROFIT)/Unit contribution margin This formula can be used to determine the level of sales volume that must be achieved to reach a certain level of profit.

58
Q

What is the modified version of the break even point formula that can be used to calculate “Target net profit” INCLUDING INCOME TAXES?

A

= fixed expenses + (Target net profit/(1-tax rate))/ unit contribution margin i.e. gross up the profit amount by the tax rate so that after tax profits are achieved at the desired level.

59
Q

What is the “saftey margin” and how does CVP analysis asisst managers in applying the saftey margin to the business?

A

The safety margin is the difference between the BUDGETED sales and the BREAK EVEN sales volume. It gives managers a feel for how close projected sales are to the break even point.

60
Q

What does it mean when fixed costs are ‘stepped’ in the context of CVP analysis?

A

Different fixed costs may aply to different levels of sales/production volume. Therefore, the fixed costs lines and the total costs line on a CVP/PV graph will be stepped.

61
Q

What is the weighted average unit contribution margin and how is it used for break-even point analysis?

A

Weighted average unit contribution margin = the average of the products’ unit contribution margins, weighted by the SALES MIX e.g. 25/75 This version of the BEP formula is used when an organisation sells multiple products

62
Q

Over what time frame should CVP analysis be used for decision making purposes?

A

Short term only.

63
Q

What are the four characteristics of relevant cost information for manager decision making?

A
  1. costs that are relevant differ among the alternative courses of action (i.e. those that remian the same need not be considered)2. costs must relate to the future (historical costs are ignored)3. Costs must be timely4. Cos information can be qualitative or quantitative
64
Q

What is the difference between opportunity and sunk costs? Which are relevant for decision making?

A

Opportunity costs = the potential benefit given up when the choice of one action precludes a different actionSunk costs are those that have already been incurred. Sunk costs are NOT relevant for future decisions and should always be IGNORED.

65
Q

To accept or reject a SPECIAL order is a common decision that managers must make. What factors should be considered when making such a decision?

A
  • The incremental revenue and incremental costs must be caluclated- Whether there is any excess capacity
66
Q

What are incremental revenues and costs?

A

The additional revenue/costs that will be gained/incurred as a result of choosing one course of action over another. Note: Fixed costs should NOT be included as they remain the same regardless of whether a speacial order is accepted or not.

67
Q

When should a special order be accepted (i.e. when there is and isnt spare capacity)

A

Generally, where there is excess capacity and i. revenues exceed i. costs, the order should be accepted. When there is no excess capacity, the opportunity costs associated with the production of an existing product to take on the special order must be considered.

68
Q

To ‘make or buy’ a product is a key decision that managers must make. What must be considered when making such a decision?

A

Avoidable and unavoidable costs must be considered. i.e. only the avoidable costs that will not be incurred in the furture if a particular decision is made are relevant. The decision should be made where avoidable costs Note: these factors are also relevant for a competitive bidding situation when determining prices.

69
Q

What is the main difference betwen outsourcing decisions and make or buy product decisions?

A

Outsourcing decisions tend to be more LONG TERM.

70
Q

What factors must be considered when considering an “add or delete product/department” decision?

A

The unavoidable costs must be factored into the decision. Only where operating income for the firm increases should the decision go ahead.

71
Q

What are joint products?

A

Two or more products produced simultaneously from the one production process. Such products cannot be seperated prior to split off.

72
Q

What is the “split off point” in the context of joint products cost allocation?

A

the stage in the production process where the joint products are identifiable as seperate products.

73
Q

What are the two methids that are used for joint cost allocation?

A

1.Physical measure i.e. based on weights/unitsAND2.Monetary measure (i.e relative sales /gross margin/Net realisable value)

74
Q

How does market positioning influence pricin positions (hint: how does cost and customer value come into it)

A

When positioning itself in he market, typically the cost will form the LOWER limit of the price and the customer value sets the UPPER limit.

75
Q

What is price elasticity? when is demand elastic/inelastic?

A

Price elasticity refers o the impact of price changes on sales volume.When a demand is elastic it means that pice has a negatie impact on sales volume.Inelastic demand is where price has little or no impact on sales volume.

76
Q

What is a basic assumption of all economic profit models (in relation to elasticity)?

A

That demand in elastic

77
Q

What are the three different pricing strategies?

A
  1. Value based pricing - where the customers perception of value guides pricing2. Economic value pricing - based on marginal benefits recieved3. Cost based pricing - based on a cost pricing formula (including a mark up)
78
Q

what is the formula for cost based pricing?(common sense)

A

Price = cost +(mark up percentage*cost)

79
Q

What are the two methods for determining cost when using the ‘cost plus’ pricing method?

A
  1. Absorption costing (i.e. Direct Material + Direct Labour + Variable Man o/head + fixed man. o/head). Fixed man. o/head is “INVENTORIED”.2. Variable costing (i.e. same as absorption costing except NO Fixed man. o/head is included). fixed man. o/head is instead EXPENSED during the period.
80
Q

Absorption cost pricing methods include fixed man. o/head. What are the benfits/disadvantages of using this pricing method?

A

Benefits:It provides an equitable price as all costs are evenly allocatedCost effective method as pricing can use costing dataDisadvantages:As allocated fixed costs are included, it isnt clear from the data how total costs will change as sales/production volume increases. Not consistent with CVP

81
Q

What are the advantages and disadvantages of using variable cost pricing techniques?

A

Advantages:Doesn’t obscure prices by including fixed costs (making them appear variable)Consistent with CVPDisadvantagesNot useful for the long term and pricing does not reflect fixed costs that must be incurred. (a higher margin % must be used to factor this in)

82
Q

What is the formula for calculating the mark up %?

A

= (required profit + costs not included in cost base)/(annual volume*cost base) Costs not included in cost base are typically fixed costs when the variable costing method is being used.

83
Q

what are the two strategic pricing methods used to price NEW products?

A
  1. Skimming pricing - prices are initially set igh to reap short term profits off a new product. Over time the price will be lowered. 2. Penetration pricing - a low initial price is set to attract market share.
84
Q

Whn determining the most ‘tactical’ product mix, what factors should be considered? (particularly where there are scarce resources)

A

Where there are limited resources the optimum product mix should be determined by the products with the greatest contribution margin per unit of the scarce resource

85
Q

When calculating the cost of goods (using equivelant units for WIP) contrast the process used to calculate the COG completed during the month AND the cost of closing WIP? What are the important points to note when undergoing this process?

A
  1. For cost of goods completed during the period, use the “units completed and transferred” figure and multipy it by the total cost per equivelant units figure for both conversion and materials. 2. Cost of good at period end uses the closing units multiplied by the same cost per equivelant units figure. -note this differs for FIFO method)-Opening WIP does not need to be converted to equivelant units
86
Q

What are the two types of value that management accounting focuses on?Which is more important?

A

Customer value and shareholder value.S/holder value is more important.

87
Q

What is the main difference between mgmt an financial accounting?

A

financial accounting is focused on reporting of info to external parties while mgmt accounting is more internally focused. In addition, financial accounting is highly regulated whereas mgmt accounting is not.

88
Q

What are the five purposes of budgeting?

A
  1. Planning2. Facilitating communication and co-ordination3. Allocating resources4. Controlling profit and resources5. evaluating performance and providing incentives.
89
Q

What is responsibility accounting?

A

Holding management responsible for activities and performance of their area of the business.

90
Q

What is the difference between budgeting and strategic planning?

A

Budgeting =short term and strategic planning = long term.

91
Q

Contrast the line item and zero based budgeting techniques?

A

Line item budgeting techniques allocate resources line by line. Zero based budgeting techniques - when all activities in the org. start with no budget. to receive an allocation, managers must justify each activity in terms of usefulness to the business.

92
Q

What is a responsibility center? What different types are there?

A

Responsibility center = a sub unit of the org whose manager is held accountable for the sub-units activities and performance.Different types = cost centres, revenue centres, profit centres, investment centres.

93
Q

What is the typical process through which managers set the annual of master budget?

A

Firstly, managers look at the SALES budget. this is determined by looking at forecasting and other budget assumptions such as past sales/trends etc.Next, COST budgets are determined based on the forecasted sales.

94
Q

What are some internal and external factors that impact operating sales budgets?

A

Internal:- past sales/trends- new products planned- pricing policy- planned marketing & promotionsExternal- Economy-Industry- Consumer Trends- Political/legal events- Competitor activity

95
Q

What factors impact operating cost budgets?

A
  • production budget levels- desired WIP and finished goods levels- direct materials levels (including purchase and ussage)- direct labour budgets- manufacturing overhead
96
Q

What is budgetary slack and budget difficulty in the context of behavioral budgeting issues?

A

Budgetary slack = the difference between the revenue or cost projection that a person provides and the realistic estimate of that revenue or cost. Budget difficulty - in order for employees to be motivated to reach budgets, they must be able to accept the budgets/targets as their own (i.e. goal congruence)

97
Q

Businesses are in CONTROL when operations proceed to plan and objectives are achieved.What are the three necessary requirements for control?

A
  1. a predetermined STANDARD performance level/forecast2. A measure of ACTUAL performance3. A COMPARISON between standard and actual performance is made to form a COST VARIANCENote: these are also the three steps in the STANDARD COSTING budgetary control system.
98
Q

What are the two most common ways of setting standards for standard costing budgetary purposes?

A
  1. Analysis of historical data - focus is on the past. (note: past data may include inefficiencies of the past).2. Engineering methods - focus is what it SHOULD cost in the future. A combination of both of these methods is common in practice.
99
Q

Contrast perfection and practical standards in the context of setting standards for controlling costs?

A

Practical standards - where standard costs are set so that actual costs come close to the actual budget.Perfection standards - where standard costs are set based on near perfect operating conditions (unattainable?)

100
Q

Contrast a flexible and a static budget.

A

Static budget = based on planned level of output only. (i.e. one level of activity)Flexible budget = based on budgeted revenues and costs on actual level of output (i.e. a range of levels of activities)

101
Q

What is the benefit of a flexible budget over a static budget?

A

Flexible budgets provide a more accurate basis for comparing actual and expected costs for the actual level of activity.

102
Q

What is a “variance” in the context of standard costing? What the the two variance outcomes?

A

A variance = the difference between cost and planned cost of productionOutcomes:- favourable (F) - if operating income increases relative to the budgeted amount- Unfavourable (U) - if operating income decreases relative to the budgeted amount.

103
Q

What are the two main types of variance (i.e. not variance outcomes)?

A

Purchase price variance - the difference between standard and actual prices paid for resources purchased and used in the production of goods and services.Efficiency variance - provides information about how economically direct resources such as materials are used.

104
Q

What does ‘management exception’ mean in the context of budget variances?

A

Only variances that are significant (or material) should be investigated.

105
Q

What are the behavioural implications of budget variances?

A

Standard costing can create incentives for managers to meet targets (which has good and bad implications for behaviour)

106
Q

What is a flexible overhead budget? What is the common sense formula that can be used to calculate overhead at different levels?

A

Flexible o/head budget = shows flexible overhead budgets at various levels of activity.Formula =Budgeted costs = (Variable o/head cost per unit of activity * total activity units) + budgeted fixed o/head.

107
Q

What are the journal entries required to reflect variances when using standard costing?Key: Sosts of direct material, direct labour and man o/head are all charged to inventory using standard costs (NOT ACTUAL costs).

A

Favorable variances are Cr’d to inventory (representing a saving in production costs)Unfavourable variances are Dr’d to inventory (oposite to above).Variances are closed off to COGS at the end of the accounting period. (or if the variance is large, the variance should be prorated between WIP, FG, and COGS)

108
Q

What are some criticisms of standard costing systems for budgeting and control activities?

A
  • focusses on consequences rather than the causes of problems.- reports are not timely- focus on cost minimisation may not be consistent with other objectives e.g. quality.
109
Q

What is supply chain management (SCM)?

A

Managing costs and the supply chain activities by creating close relationships with SUPPLIER and CUSTOMERS

110
Q

What method can be used to analyse supplier costs?What sort of costs are included in the “total costs of ownership” when using such a method?

A

ABC can be used to estimate the cost of dealing with suppliers.It can be used to estimate the Total costs of ownership i.e. - costs of purchasing (ordering, receiving, inspection etc)- costs of poor quality- costs of delivery failure

111
Q

When comparing net profit after using either the absorption costing or the Variable costing method, what differences are there?

A

Because the absorption costing method includes fixed manufacturing overhead in product costs, inventory is valued higher than that of the variable costing method. Therefore, such costs are included in closing inventory that is brought forward under the absorption method (as opposed to being expensed under the variable method). therefore, profit is higher using the absorption method.

112
Q

What are the three types of costs that a manager looks to control as part of inventory management?

A
  • Ordering costs (including the cost of setting up plant when inventory is produced in house)- Carrying costs- Shortage costs a.k.a Stock out costs.
113
Q

What is the EOQ?

A

The economic order quantity is the optimum size for individual inventory items that minimises the total ordering and carrying costs.

114
Q

What is the ROP (inventory re order point)? What us the formula (common sense)

A

the level of inventory on hand that triggers the placement of a new order (i.e. the point in which inventory should be re-ordered)Formula = inventory per period of time x order lead time

115
Q

What is safety stock in the context of inventory management?

A

It is the extra inventory kept on hand to cover any above-average usage or demand.

116
Q

What are some characteristics of the JIT inventory management system?

A
  • simplification of the production process by removing non-value-added activities- pull method i.e. inventory requirements are tailored to meet customer requirements rather than inventory requirements- flexibility- few suppliers- materials and parts delivered in small lots as needed- zero inventories
117
Q

What is CRM?

A

Customer relationship management looks at collecting and analysing data to understand customers behaviour patterns and needs.

118
Q

What costing method can be used to determine the profitability of customers?

A

ABC can be used to determine the profitability of customers.

119
Q

What is TQM?

A

A management approach that focuses on meeting customer requirements by achieving continuous improvement in products and services.

120
Q

Contrast conventional based performance measurement systems compared to contemporary systems.

A

Conventional methods focus on financial aspects. Focus is on consequences rather than causes.Contemporary includes BOTH financial and non-financial aspects. The contemporary focus is on activities that ADD VALUE. It is more actionable and emphasizes continuous improvement,

121
Q

What is the ROI formula?

A

ROI = Profit/invested capitalor(Profit/sales revenue)*(sales revenue/invested capital)orreturn on sales x investment turnover

122
Q

What is “return on sales”, “investment turnover”and “invested capital” (used in the ROI formula)

A

Return on sales = the % of each sales dollar that remains as profit after all expenses are deducted.Investment turnover = the # of times or # of sales dollars generated for every dollar of invested capital.Invested capital = assets available to generate profit

123
Q

What can be done to improve ROI? Hint: think about the different factors in the ROI fomulae

A
  • increase return on sales (by increasing sales price/revenue or decreasing expenses)- increase investment turnover (by increasing sales revenue or reducing invested capital)
124
Q

What are the benefits of using ROI to measure performance?

A
  • widely used- encourages managers to focus on profits- promotes an understanding of the relationship between revenues, costs and assets - can be used to evaluate the relative performance of investment centres (even if those units are of different sizes)
125
Q

What are the limitations of ROI as a performance measurement tool?

A
  • focus is on short term performance- encourages the deferral of asset replacement- discourages managers from accepting projects that are acceptable from the org’s view but decreases the investment centres ROI
126
Q

What are the behavioral issues associated with the use of ROI as a performance measurement tool?

A
  • managers may act in a self-interest manner (i.e. short term vs. long term)- Lack of goal congruence
127
Q

What is the RI performance measurement method?

A

Residual income = Profit -(invested capital x imputed interest rate)The RI shows the residual income of the investment over and above the orgs required return. RI helps to overcome the issues associated with the ROI method.

128
Q

What is “invested capital” and “imputed interest rate” in the context of the RI formula?

A

Invested capital = plants/equipment/buildingsImputed interest charge - based on required rate of return (usually WACC)

129
Q

What are the advantages of the RI performance measurement tool?

A
  • more likely to promote goal congruence as it takes into account the organisations required rate of return
130
Q

What are the disadvantages of the RI performance measurement tool?

A
  • cannot be used to assess the relative performance of units that are different sizes. (like ROI)- also tends to encourage short term focus (same as ROI)
131
Q

When using performance measurement techniques, what are the general different types of ASSETS that can be included in the formulae?

A
  • Total assets that the investment manager is responsible for-Total productive assets that the investment manager is responsible for- Total assets less liabilities- average or end of year balances
132
Q

What are the different NON CURRENT ASSET measures that can be used?

A
  • Carrying amount (i.e. less depreciation)- Acquisition costNote: the carrying amount shows a misleading increase in ROI and RI over time.
133
Q

What is the EVA and how is it used to measure shareholder value?What is the EVA formula?

A

Economic value added shows the spread between the return generated by the business and the cost of capital.Formula:NPBT- (capital employed x WACC)

134
Q

How does an org improve EVA?

A

-Borrow additional fund when profits exceed the cost of borrowing.- pay off debt- improve profitabilityNote: no future orientation

135
Q

What are some examples of non financial performance measures?What can be some issues of using such measures to measure performance.

A

Customer satisfaction, # of defects, internal quality audit, productivity, safety reports etc.issues: how to choose, trade offs between different measures, some measures lack integrity and do not translate into financial outcomes.

136
Q

What is the balanced scorecard and what are the four perspectives?

A

The balanced scorecard reports on performance measures in key strategic areas of the businesses:1. Financial2. Customers3. Internal business processes4. Learning & Growth

137
Q

What are lag and lead indicators in the context of balanced scorecard outcome measures?

A

Lag - where performance outcomes are monitored providing limited information for managers to directly manage performance.Lead - measures are used that drive outcomes and provide info that is actionable and manageable.

138
Q

Why would a PMS not work?

A
  • no link to strategy- when performance is acceptable on all dimension except profit- when customers do not buy product, even when prices are competitive- managers are not concerned when performance management reports are not supplied- untimely- complicated- does not encourage participation and empowerment- does not encourage continuous improvement
139
Q

What are the behavioural issues related to PMS?

A
  • resistance to change when targets are unfair or unachievable- resistance to change when rewards are affected by changes- no support across entire org- bottom up approaches help this- new measures should not be seen to be an add-on to an already crap system.