管理会计案例培训教材英文版(ppt 75)
Budgeted sales
Add desired ending inventory Total needed Less beginning inventory Required production
April 20,000
10,000 30,000
4,000 26,000
Irwin/McGraw-Hill
May 50,000
June 30,000
Quarter 100,000
Budgeted sales Desired percent Desired inventory
50,000 20%
10,000
© The McGraw-Hill Companies, Inc., 2000
The Production Budget
The Sales Budget
Budgeted sales (units)
Selling price per unit
Total sales
April
20,000
$ 10 $200,000
May
50,000
$ 10 $500,000
June
30,000
$ 10 $300,000
Quarter
100,000
Participative Budget System
Top Management
Middle Management
Middle Management
Supervisor Supervisor Supervisor Supervisor
Flow of Budget Data
Irwin/McGraw-Hill
Think about and plan for the future
Coordinate activities
Advantages
Means of allocating resources
Uncover potential bottlenecks
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Master Budget
Sales Budget
Selling and Administrative
Budget
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
© The McGraw-Hill Companies, Inc., 2000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Advantages of Budgeting
Communicating plans
Define goal and objectives
April 20,000
10,000 30,000
4,000 26,000
May 50,000
6,000 56,000
10,000 46,000
June 30,000
Quarter 100,000
5,000 35,000
6,000 29,000
5,000 105,000
4,000 101,000
Irwin/McGraw-Hill
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Master Budget
Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
or monthly budgets.
2002
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Choosing the Budget Period
Continuous or Perpetual Budget
1999
2000
2001
2002
The Sales Budget
Detailed schedule showing expected sales for the coming periods
expressed in units and dollars.
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Production Budget
Royal Company wants ending inventory to be equal to 20% of the following month’s budgeted sales in units.
Selling and Administrative
Budget
Manufacturing Overhead Budget
Irwin/McGraw-Hill
Cash Budget
Budgeted Financial Statements
© The McGraw-Hill Companies, Inc., 2000
管理会计案例培训教材英文版(ppt 75)
The Basic Framework of Budgeting
Master Budget Summary of a company’s plans.
Detail
Budget Detail
Budget
Production
Detail Budget
Irwin/McGraw-Hill
Irwin/McGraw-Hill
May 50,000
June 30,000
Quarter 100,000
© The McGraw-Hill Companies, Inc., 2000
The Production Budget
Budgeted sales
Add desired ending inventory Total needed Less beginning inventory Required production
The Master Budget
Sales Budget
Ending Inventory
Budget
Direct Materials Budget
Production Budget
Direct Labor Budget
Selling and Administrative
Budget
Manufacturing Overhead Budget
© The McGraw-Hill Companies, Inc., 2000
The Budget Committee
A standing committee responsible for
❖overall policy matters relating to the budget ❖coordinating the preparation of the budget
Responsibility Accounting
Managers should be held responsible for those items — and only those items — that
the manager can actually control to a significant extent.
April 20,000
10,000 30,000
4,000 26,000
May 50,000
6,000 56,000
June 30,000
Quarter 100,000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Production Budget
Budgeted sales
Add desired ending inventory Total needed Less beginning inventory Required production
April 20,000
10,000 30,000
4,000 26,000
May 50,000
6,000 56,000
June
30,000 units
July
25,000 units
August 15,000 units.
The selling price is $10 per unit.
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
The Sales Budget
This budget is usually a twelve-month budget that rolls forward one month as the current month is completed.
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Budgeted sales (units)
Selling price per unit
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管理会计案例教材英文版
Standard
This variance is unfavorable because the actual cost
exceeds the standard cost.
Product Cost
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
Irwin/McGraw-Hill
© The McGraw-Hill Companies, Inc., 2000
A General Model for Variance Analysis
Actual Quantity ×
Actual Price
Actual Quantity ×
Standard Price
Standards vs. Budgets
Are standards the same as budgets?
Irwin/McGraw-Hill
A standard is the expected cost for one
unit. A budget is the expected cost for all
Variance Analysis Cycle
Identify questions
Receive explanations
Take corrective
actions
Analyze variances
Begin
Prepare standard cost performance
report
Conduct next period’s
Inputs
A
Standard Quantity or Hours
管理会计英语英文版2ppt课件
Thus, the change in owners’ equity is explained by net income, owner contributions, and owner withdrawals. Because owners’ equity must equal assets minus liabilities (net assets), the changes in one side of the equation must equal the changes in the other side. Therefore, changes in net income, owner contributions, and owner withdrawals also explain changes in net assets.
depreciation expense per year=
(Cost - Salvage value) Useful life in years
Balance Sheet
As you know, the balance sheet reports assets, liabilities, and owners’ equity at a moment in time. The income statement summarizes revenue and expense transactions that occur during a period of time. Since revenue and expense transactions affect
There are several commonly used methods: straight-line, units-of-production , sum-of-theyears’ digits and declining-balance.
depreciation expense per year=
(Cost - Salvage value) Useful life in years
Balance Sheet
As you know, the balance sheet reports assets, liabilities, and owners’ equity at a moment in time. The income statement summarizes revenue and expense transactions that occur during a period of time. Since revenue and expense transactions affect
There are several commonly used methods: straight-line, units-of-production , sum-of-theyears’ digits and declining-balance.
管理会计英语课件0
• Allows great discretion to design systems that provide information for helping employees and managers make decisions
• Forward looking
A Brief History
Financial v. Management Accounting
Financial Accounting
Management Accounting
• Communicates economic information to individuals and organizations that are external to the direct operations of the company
பைடு நூலகம்
Management Accounting Information
– Management accounting provides both financial information and nonfinancial information
– The role of management information supports strategic (planning), operational (operating) and control (performance evaluation) management decision making
• In short, management accounting information is pervasive and purposeful
Management Accounting Information
• Forward looking
A Brief History
Financial v. Management Accounting
Financial Accounting
Management Accounting
• Communicates economic information to individuals and organizations that are external to the direct operations of the company
பைடு நூலகம்
Management Accounting Information
– Management accounting provides both financial information and nonfinancial information
– The role of management information supports strategic (planning), operational (operating) and control (performance evaluation) management decision making
• In short, management accounting information is pervasive and purposeful
Management Accounting Information
管理会计英语(英文版课件)1
Accounting-related Lenders Consultants Analysts Traders Managers Directors Underwriters Planners Appraisers
Financial Statements
Financial statements report on the financial performance and condition of an organization. There are four major financial statements Income Statement Balance Sheet Statement of Owner’s Equity Statement of Cash Flows
The system for recording debits and credits follows from the accounting equation: Assets = Liabilities + Owner’s Equity
Equity
Owner’s capital- Owner’s withdrawals+ RevenuesExpenses
Business Profit
Revenues: Amounts earned from selling products or services -Expenses: Costs incurred with revenues =Profit: Amounts earned from revenues less expenses incurred Loss occurs when expenses are more than revenues
财务管理会计案例教材英文版(ppt 70)
A General Model for Variance Analysis
Actual Quantity ×
Actual Price
Actual Quantity ×
Standard Price
Standard Quantity ×
Standard Price
Price Variance
Quantity Variance
Practical standards should be set at levels
that are currently attainable with reasonable and efficient effort.
Production manager
Setting Standard Costs
or Rate
AxB
Standard Cost
per Unit
Direct materials Direct labor Variable mfg. overhead
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
Rate Standards
Time Standards
Use wage surveys and labor contracts.
Use time and motion studies for each labor operation.
Setting Variable Overhead Standards
Standard Cost Card – Variable Production Cost
管理会计双语版总结PPT
3
第四页，共七十三页。
Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace Direct labor : trace Manufacturing overhead : allocate
Cost pool and allocation base Actual cost system vs. normal cost system Over-apply vs. under-apply
Three formulas (page 136)
Sensitivity analysis
8 第九页，共七十三页。
CVP Equations
Sales – Variable Costs – Fixed Costs = target profit
(SP/unit * units) – (VC/unit * units) – FC = target profit
Chapter 1: Introduction
Why management accounting? Origin and evolution of management
accounting Contrasting financial and management
accounting Ethical standards for management
Accounting rate of return
17
第十八页，共七十三页。
Chapter 9 : The Operating Budget
Different approaches to budgeting
第四页，共七十三页。
Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace Direct labor : trace Manufacturing overhead : allocate
Cost pool and allocation base Actual cost system vs. normal cost system Over-apply vs. under-apply
Three formulas (page 136)
Sensitivity analysis
8 第九页，共七十三页。
CVP Equations
Sales – Variable Costs – Fixed Costs = target profit
(SP/unit * units) – (VC/unit * units) – FC = target profit
Chapter 1: Introduction
Why management accounting? Origin and evolution of management
accounting Contrasting financial and management
accounting Ethical standards for management
Accounting rate of return
17
第十八页，共七十三页。
Chapter 9 : The Operating Budget
Different approaches to budgeting
管理会计英语03ppt课件
production
• With such variety, managers need to understand the costs of individual products so that they can assess product and customer profitability
– Job order costing – Process costing
• Many companies continue to use these two systems
Cost Management Systems
• All cost systems work in essentially the same way:
Bidding Using Job Order Costing
• Firms are sometimes required to bid on jobs before customers decide to place an order with them
• Costs need to be estimated for each job in order to prepare a bid
– Expense categories are developed and then expenses are mapped to service departments, production centers, or activities
– Expenses are then attached to cost objects
Direct and Indirect Costs
• Direct costs can be easily traced to a cost object
• With such variety, managers need to understand the costs of individual products so that they can assess product and customer profitability
– Job order costing – Process costing
• Many companies continue to use these two systems
Cost Management Systems
• All cost systems work in essentially the same way:
Bidding Using Job Order Costing
• Firms are sometimes required to bid on jobs before customers decide to place an order with them
• Costs need to be estimated for each job in order to prepare a bid
– Expense categories are developed and then expenses are mapped to service departments, production centers, or activities
– Expenses are then attached to cost objects
Direct and Indirect Costs
• Direct costs can be easily traced to a cost object
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.
管理会计案例教材英文
or Rate
AxB
Standard Cost
per Unit
Direct materials Direct labor Variable mfg. overhead
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
Price Standards
Quantity Standards
Final, delivered cost of materials, net of discounts.
Use product design specifications.
Setting Direct Labor Standards
Rate Standards
Activity Standards
The rate is the variable portion of the predetermined overhead
rate.
The activity is the base used to calculate
the predetermined overhead.
I agree. Ideal standards, that are based on perfection, are unattainable and discourage most employees.
Human Resources Manaterial Standards
Practical standards should be set at levels
that are currently attainable with reasonable and efficient effort.
AxB
Standard Cost
per Unit
Direct materials Direct labor Variable mfg. overhead
Total standard unit cost
3.0 lbs. 2.5 hours 2.5 hours
$ 4.00 per lb. $ 14.00 per hour 3.00 per hour $
Price Standards
Quantity Standards
Final, delivered cost of materials, net of discounts.
Use product design specifications.
Setting Direct Labor Standards
Rate Standards
Activity Standards
The rate is the variable portion of the predetermined overhead
rate.
The activity is the base used to calculate
the predetermined overhead.
I agree. Ideal standards, that are based on perfection, are unattainable and discourage most employees.
Human Resources Manaterial Standards
Practical standards should be set at levels
that are currently attainable with reasonable and efficient effort.
《管理会计案例分析》课件
《管理会计案பைடு நூலகம்分析》 PPT课件
本课程为《管理会计案例分析》的PPT课件，通过案例分析介绍管理会计的概 述、应用、实践意义以及未来研究方向。
管理会计概述
管理会计是一种用于帮助管理者做出决策和实施控制的会计方法。与财务会 计相比，管理会计更加注重内部管理和绩效评估。
管理会计的应用
成本管理
通过成本控制和成本分析，帮助企业降低成本、提高效率。
3
案例三：预算编制
通过问题描述、分析方法和解决方案，指导企业进行预算编制与执行。
管理会计的实践意义
1 提高企业效益
帮助企业降低成本、提高生产效率，从而增加企业的盈利能力。
2 风险管理
通过预测和评估风险，帮助企业降低经营风险并提供决策支持。
3 决策支持
提供财务和非财务信息，帮助管理者做出准确、科学的决策。
# Management Accounting Case Analysis PPT Presentation ## 1. Overview of Management Accounting - Definition of management accounting - Difference between management accounting and financial accounting - Role of management accounting ## 2. Application of Management Accounting - Cost management - Cost control - Cost analysis - Performance management - Performance evaluation - Performance incentives - Budget management - Budgeting - Budget execution
本课程为《管理会计案例分析》的PPT课件，通过案例分析介绍管理会计的概 述、应用、实践意义以及未来研究方向。
管理会计概述
管理会计是一种用于帮助管理者做出决策和实施控制的会计方法。与财务会 计相比，管理会计更加注重内部管理和绩效评估。
管理会计的应用
成本管理
通过成本控制和成本分析，帮助企业降低成本、提高效率。
3
案例三：预算编制
通过问题描述、分析方法和解决方案，指导企业进行预算编制与执行。
管理会计的实践意义
1 提高企业效益
帮助企业降低成本、提高生产效率，从而增加企业的盈利能力。
2 风险管理
通过预测和评估风险，帮助企业降低经营风险并提供决策支持。
3 决策支持
提供财务和非财务信息，帮助管理者做出准确、科学的决策。
# Management Accounting Case Analysis PPT Presentation ## 1. Overview of Management Accounting - Definition of management accounting - Difference between management accounting and financial accounting - Role of management accounting ## 2. Application of Management Accounting - Cost management - Cost control - Cost analysis - Performance management - Performance evaluation - Performance incentives - Budget management - Budgeting - Budget execution