成本管理会计

82011/4/24Learning Objective 1Chapter 8Use the five-step decision process to make decisionsDecision Making and Relevant informationNothing is more difficult and therefore more precious, than to be able to decide.1 2011/4/24 2Information and the Decision Process A decision model is a formal Method for making a choice, often involving quantitative and qualitative analysis.Example : Consider a decision facing Home Appliances, a manufacturer of vacuum cleaners: should it reorganize its manufacturing process operations to reduce manufacturing labor costs? The reorganization will eliminate all manual handling of materials.2000hours annually Per workers15 workersOperate machines20 workers5 workers Handle materials2011/4/2432011/4/241、The cost of reorganization is predicted to be $90 000 each year. 2、The predicted production output of 25 000 units ,selling price of $250, direct materials per unit of $50, manufacturing overhead of 750 000, and marketing costs of 2 000 000 will be unaffected by the decision. 3、The cost driver is units of production.4Five-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific PredictionsFive-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific Predictions Labor costs :$14 $16 Number of workers :20 15Step 2.Make PredictionsStep 2.Make PredictionsFeedbackStep 3.Choose an AlternativeFeedbackStep 3.Choose an AlternativeStep 4. Implement the DecisionStep 4. Implement the DecisionStep 5. Evaluate Performance2011/4/24 5 2011/4/24Step 5. Evaluate Performance6华北电力大学经济与管理学院-孙哲1Five-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific Predictions FeedbackFive-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific PredictionsStep 2. FeedbackMake PredictionsStep 2.Make PredictionsDo not reorganize Reorganize Step 3. Choose an Alternative 20 workers 15workers Number of workers Work hours annually per worker 2 000 hours Step $16 Wages hour 4. Implement the Decisionper hour Future labor costs$640 000 2 000 hours $16 per hour $480 000 $90 000 per year7Step 3.Choose an AlternativeDo not reorganize Reorganize Step costs $640 $480 000 Future labor 4. Implement the Decision 000 Reorganization costs Step $640 Total costs 5. Evaluate Performance 0002011/4/24$90 000 per year $570 0008Step 5. Evaluate Performance Reorganization costs2011/4/24Management chooses the reorganize alternative.Five-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific Predictions FeedbackFive-Step Decision ProcessStep 1. Gather Information Historical Costs Other Information Specific PredictionsStep 2. FeedbackMake PredictionsStep 2.Make PredictionsStep 3.Choose an Alternative The manager implements the decision reached in step 3 by reorganizing manufacturing Operations.Step 3.Choose an AlternativeStep 4. Implement the DecisionStep 4. Implement the DecisionActual results show that the new Manufacturing labor costs are $540 000 rather than the predicted $480 000 due to lower-than-expected manufacturing labor productivity. 10Step 5. Evaluate Performance2011/4/24 9 2011/4/24Step 5. Evaluate PerformanceLearning Objective 2Differentiate relevant costs and revenues from irrelevant costs and revenues in any decision situations.11The Meaning of RelevanceRelevant costs and relevant revenues are expected future costs and revenues that differ among alternative courses of action. The two key aspects to this definition: - The costs and revenues must occur in the future. - The costs and revenues must differ among the alternativecourses of action.— Incremental costs and revenues —2011/4/24 2011/4/24 12华北电力大学经济与管理学院-孙哲2Example 1 :Will you drive or fly to Florida for spring break? You have gathered the following information to help you with the decision.Motel cost is $80 per night. Meal cost is $20 per day. Your car insurance is $100 per month. The cost for watching your dog is $5 per day. Round-trip cost of gasoline for your car is $200. Round-trip airline ticket and taxi service cost for a week is $500.Example2 :Florida Spring Break Drive/Fly Analysis Cost Motel Eating out costs Kennel cost Car insurance Gasoline Airfare/rental car2011/4/248 days @ $80Fly $ 640 160 40 100 500If he decides to drive to Florida, he must stay a total of eight nights in a motel. If he decides to fly, he must also stay eight nights in a motel. Thus, If we assume that the cost of a room does not differ significantly from Driving and Flying, motel charges are not relevant in deciding between Driving and Flying. The same logic applies to the cost of caring for your dog and the cost of meals.2011/4/24 13Drive $ 640 160 40 100 200 -8 days @ $20 8 days @ $514The Concept of Relevant Cost InformationFlorida Spring Break Drive/Fly Analysis Cost Motel Eating out costs Kennel cost Car insurance Gasoline Airfare/rental car2011/4/24The Concept of Relevant Cost InformationFlorida Spring Break Drive/Fly AnalysisDrive $ 640 160 40 100 200 -Fly $ 640 160 40 100 500Costs do not differ, so they are not relevant to decision. Also, car insurance is not relevant to the decision as it is a past cost.15Cost Motel Eating out costs Kennel cost Car insurance Gasoline Airfare/rental car2011/4/24Drive $ 640 160 40 100 200 -Fly $ 640 160 40 100 500Transportation costs differ between the two alternatives, so they are relevant to your decision So, we may be tempted to tell you to drive and save $300.16Important cost concepts for business decisions.Opportunity CostExample3: If you were not attending college, you could be earning $20 000 per year. Your opportunity cost of attending college for one year includes the $20 000.Opportunity costs are not recorded in the accounting records, but are relevant to decisions because they are a real sacrifice.•Opportunity costs. •Sunk costs. •Out-of-pocket costs.212011/4/24172011/4/2418华北电力大学经济与管理学院-孙哲3Example4: 设某企业生产某种半成品2000件，完成一 定加工工序后，可以立即出售，也可以进一步深加工之后再 出售。