管理会计双语版总结-文档资料

The cost or benefit is not a relevant item.
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According to the above two criteria:
Historical cost (sunk cost) is irrelevant. Future cost that will not differ is irrelevant. Variable cost can be irrelevant. Fixed cost can be relevant. Precise but irrelevant information is worthless
Actual cost system vs. normal cost system
Over-apply vs. under-apply
Process costing
Equivalent units and cost per equivalent unit
Cost of ending work-in-process
Comparison of traditional and ABC overhead allocation
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Major Points of Cost Allocation
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Why allocate?
2
How much to allocate?
3
Allocate to whom?
4
How to allocate?
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Sales
Variable Costs
Contribution Margin
Direct Material Direct Labor Variable Mfg. Variable S&A
Fixed Mfg. Fixed S&A
Profit
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Sales
Cost of Good Sold
Gross Margin
Performance report
Static budget Flexible budget Static budget variance
Sales volume variance Flexible budget variance
Favorable variance and unfavorable variance Management by exception
The flow of product cost
Manufacturing cost for current period + Beginning work-in-process inventory = cost of goods available to be finished - Ending work-in-process inventory = Cost of goods manufactured
for decision making. Imprecise but relevant information can be
useful.
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Types of Problems
A. Equipment Replacement
Sunk Costs & Depreciation
B. Special Order
Fixed Cost & Opportunity Costs
C. Outsourcing: Make or Buy Decision
Fixed Costs and Opportunity Costs
D. Discontinuing A Business Segment
Avoidable Costs & Unavoidable Costs
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Chapter 10 : Standard Costing
Standards
Quantity and price standards
Ideal and practical standards
Variance Analysis
Direct material quantity variance
Direct Material Direct Labor Variable Mfg. Fixed Mfg.
Variable S&A Fixed S&A Profit
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Chapter 7 : Making Decisions Using Relevant Information
Relevant Information
Is the item a future
No
cost or benefit?
Yes
Does the cost or
benefit differ
No
from decision
alternatives?
Yes
The cost or benefit is a relevant item.
The cost or benefit is not a relevant item.
Fixed mfg. overhead budget variance
Fixed mfg. overhead volume variance
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Chapter 11 : Evaluating Performance
Allocating service department cost Centralization and decentralization Evaluating business segments
The engineering approach Scatter graphing The high-low method Regression analysis
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Chapter 6 : Business Decisions using Cost Behavior
Cost-volume-profit analysis
Cost of completed units
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Chapter 4 : Activity Based Costing
ABC
Cost driver : causes the cost to occur Steps to employ ABC
Review manufacturing overhead Identify major activities Pool the costs of major activities Determine multiple cost application rates Determine the costs assigned to individual products
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Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace
Direct labor : trace
Manufacturing overhead : allocate
Cost pool and allocation base
Contribution margin
total vs. per unit Contribution margin ratio
Break-even (in units and in dollars) Target profit (in units and in dollars)
Three formulas (page 136)
Period cost
Selling cost Administrative cost
Prime cost and conversion cost
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Chapter 2 :Classifying Costs
Inventory classifications
Raw materials Work-in-process Finished goods
Relevant Cost & Relevant Benefit
Sunk Costs Opportunity Costs Quantitative Factors Qualitative Factors Segment Margin
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Determining Relevant Cost and Benefit
(Sales) – (VC ratio * Sales) – FC = TP ratio * Sales
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Chapter 6 : Business Decisions using Cost Behavior
Absorption costing and variable costing
Functional and contribution income statement
accounting Management accounting in China
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Chapter 2 :Classifying Costs
Assigning costs to cost objects
Product cost
Direct materials Direct labor Manufacturing overhead
Review
1
Chapter 1: Introduction
Why management accounting? Origin and evolution of management
accounting Contrasting financial and management
accounting Ethical standards for management
Sensitivity analysis
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