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The McGraw-Hill Companies, Inc., 1999Irwin/McGraw-Hill
19CHAPTER
Managerial
AccountingConcepts and
Principles
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The McGraw-Hill Companies, Inc., 1999Irwin/McGraw-Hill
Managerial and FinancialAccounting
Managerialaccountingprovides informationfor managers of an
organization whoplanandcontrolits operations.
Financialaccountingprovides information
to stockholders,
creditors and otherswho are outsidethe organization.
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Nature of Managerial Accounting
Financial Accounting Managerial Accounting
1. Users and Investors, creditors and Managers, employees and
decision makers other external users other internal users
2. Purpose of Making investment, credit Planning, decision
information and other decisions making and control
3. Flexibility Structured and often Relatively flexible
of practice controlled by GAAP (no GAAP)
4. Timeliness of Often available only Available quickly without
information after audit is complete need to wait for audit
5. Time dimension Historical information Many projections
with minimum predictions and estimates
6. Focus of Emphasis on Projects, processes and
information whole organization segments of an organization
7. Nature of Monetary Monetary and
information information nonmonetary information
Exh.
19-2
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Reporting Manufacturing Activities
Merchandisers . . .
Buy finished goods.
Sell finished goods.
Manufacturers . . .
Buy raw materials.
Produce and sellfinished goods.
SaleMart
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Balance Sheet of a Manufacturer
Manufacturing
Inventory
Classifications
Raw
Materials
Finished
Goods
Goods in
Process
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Balance Sheet of a Manufacturer
Raw
Materials
Finished
Goods
Goods in
Process
Partially completeproducts.
Material to whichsome labor and/or
overhead havebeen added.
Completed
productsfor sale.
Materials
waiting to beprocessed.
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Balance Sheet of a Manufacturer
MERCHANDISER
Current Assets
Cash
Receivables
Merchandise
Inventory
MANUFACTURER
Current Assets
Cash
Receivables
Inventories
Raw MaterialsGoods in Process
Finished Goods
The only difference is inventory.
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Income Statement of aManufacturer
Exh.
19-6
BeginningMerchandise
Inventory
BeginningFinished Goods
Inventory
Cost of GoodsPurchased
Cost of GoodsManufactured
EndingMerchandise
Inventory
EndingFinished Goods
Inventory
Cost of Goods
Sold
Merchandiser Manufacturer
+
_
+
==
_
The major
difference
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Income Statement of aManufacturer
Manufacturing Company
Cost of goods sold: Beg. finished
goods inv. 14,200$
+ Cost of goods
manufactured 234,150
= Goods available
for sale 248,350$ - Ending
finished goods
inventory (12,100)
= Cost of goods
sold 236,250$
Merchandising Company
Cost of goods sold: Beg. merchandise
inventory 14,200$
+ Purchases 234,150
= Goods available
for sale 248,350$
- Ending merchandise
inventory (12,100)
= Cost of goods
sold 236,250$
Exh.
19-7
Cost of goods sold for manufacturers differs onlyslightly from cost of goods sold for merchandisers.
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Income Statement of aManufacturer
Direct Materials
Materials that are clearly and easily
identified with a particular product.
Example:
Steel used to
manufacture
the automobile.
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Income Statement of aManufacturer
Direct Labor
Labor costs that are clearly traceableto, or readily identifiable with, the
finished product.
Example:
Wages paid to an
automobile assembly
worker.
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Income Statement of aManufacturer
Factory Overhead
All factory costs exceptdirect material and direct labor.
Factory coststhat cannot betraced directly to specific units produced.
Examples:
Indirect labor
maintenanceIndirect material cleaning supplies
Factory utility costs
Supervisory costs
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Question
What type of account is the manufacturing
goods in process account?
a. Income statement expense account.
b. Balance sheet inventory account.
c. Temporary clearing account for direct
material and direct labor.
d. Holding account for manufacturing
overhead and direct labor.
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What type of account is the manufacturing
goods in process account?
a. Income statement expense account.
b. Balance sheet inventory account.
c. Temporary clearing account for direct
material and direct labor.
d. Holding account for manufacturing
overhead and direct labor.
QuestionQuestion
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Cost Accounting Concepts
Behavior
TraceabilityControllability
Relevance
Function
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Classification by Behavior
Cost behavior meanshow a cost will react tochanges in the level of
business activity. Totalfixed costs do
not change whenactivity changes.
Totalvariable costschange in proportionto activity changes.
Activity
Cost
Activity
Cost
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Classification by Traceability
Direct costs
Costs that can beeasily and conveniently
traced to a unit ofproduct or other costobjective.
Examples: direct
material and direct labor
Indirect costs
Costs that must beallocated to a unit of
product or other costobjective.
Example:
manufacturingoverhead
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Classification by Traceability
Direct
material
Direct
labor
A product, process,department, or
customer to whichcosts are assigned.
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Classification by Relevance:Opportunity Costs
The potential benefitthat is given up whenone alternative is
selected over another. Example: If you were
not attending college,you could be earning
$15,000 per year.Your opportunity costof attending college forone year is $15,000.
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Classification by Function:Product Costs
TheProduct
DirectLabor
DirectMaterial
ManufacturingOverhead
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Period costs are expenses
not charged to the product.
Classification by Function:Period Costs
Administrative Costs
Nonmanufacturing costs
of staff support andadministrative functions
accounting, data processing,
personnel, research
and development.
Selling Costs
Costs incurred to obtain
customer orders and todeliver finished goods
to customers
advertising and shipping.
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Question
The primary distinction between product
and period costs is . . .
a. Product costs are expensed in the period
incurred.
b. Product costs are directly traceable to
product units.c. Product costs are inventoriable.
d. Period costs are inventoriable.
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The primary distinction between product
and period costs is . . .
a. Product costs are expensed in the period
incurred.
b. Product costs are directly traceable to
product units.c. Product costs are inventoriable.
d. Period costs are inventoriable.
QuestionQuestion
Exh
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Manufacturing ManagementPrinciples
Exh.
19-15
CustomerOrientationin a GlobalEconomy
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Complete products
just in time to
ship customers.
Complete parts
just in time for
assembly into products.
Receive materials
just in time for
production.
Schedule
production.
Just-In-Time (JIT) Manufacturing
Receive
customer
orders.
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Theory of Constraints
A sequential process of identifying andremoving constraints in a system.
Restrictions or barriers that impedeprogress toward an objective.
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Continuous Improvement
New ways to
improveoperations
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Th M G Hill C i I 1999
End Of Chapter 19