MANAGEMENT ACCOUNTING INFORMATION THAT CREATES VALUE Mgt Acc

MANAGEMENT ACCOUNTING: INFORMATION THAT CREATES VALUE Mgt Acc System an inf. system collets operational & fin data, process it, store it & report it to users (Workers, Managers & Executives) Mgt Acc Inf Calculated cost of a product or an activity or a department in a recent time period Mgt Accounting process of producing operating & financial information for org employees & managers (prooduces inf that helps internal users in an org make better decision 1

FINANCIAL AND MANAGEMENT ACCOUNTING: BASIC FEATURE FINANCIAL ACCOUNTING MANAGERIAL ACCOUNTING Audience External Internal Purpose Reports on past performance to ext parties, contracts with owners & lenders Inform internal decisions made by employees & managers; feedback & control on operating performance Timeliness Delayed, historical Current & future oriented Restrictions Regulated, rules driven by GAAP & Govt authorities No regulations; systems & inf determined by mgt to meet strategic & operational needs Type of inf. Financial measurement only Financial, operational and physical measurements on processes, tech, suppliers, customers & competitors Nature of inf. Objective, auditable, reliable, consistent & precise More subjectives & judgemental, valid, relevant & accurate Scope Highly aggregate; reports entire organization Disaggregate; inform local decisions & actions on Who should study Mgt Accounting? 1. Individuals expect to become management accountant 2. Scientists & engineers their works controlled by mgt accounting inf. 3. Individuals expect to become managers/leaders of staff position: market research, investment analysis, human resources mgt, R & D, information system & strategic planning 2

1. Informational summary for operators data on quantity of materials, supplies & labors and on the amount of machine time used to produce a service ; quantity of output ; and quality information (proportion of repairs completely without additional work or number of defects detected while producing a service) 2. Informational frequency for operators accurate quantitative information about inputs used, output produced, and quality of service or production process timely (daily or after each job) Use for management accounting information Automobile Dealership – Discription of task and information needs. Barry the President of Beck’s Motor needs report on: a. Strategic information overall profitability of the dealership monthly (new car sales, used car sales, car repairs and services, and parts sales) , market opportunities, competitive threats, and technological innovations b. Financial and operating statistics on critical success factors (firm’ indicators of long term value and profitability creation): quality, time, cost reduction, customer service or prduct performance c. Comparion of the performance of his dealership and competitors (Benchmarking): Volume, efficiency and profitability 3

Manager of the Automotive Service Department – Description of task and information needs Jenifer Green is the manager of service department, supervises 24 michanics Jenifer needs information: 4

Functions of Mgt Accounting 1. Operation control provide feedback inf. about the efficiency 2. Product and customer costing cost of product and cost to market the product to customers 3. Management control provide inf on the performance of managers and operating units Financial Information Operational Information Senior Executives Middle Managers Operators (Workers) 5

Development in Management Control In the century of 19, company focused on a single product or service Aggregate financial and operating statistics were adequate for perf measurement and mgt decision In the early decades of 20 th century many innovations in mgt acc systems Du. Pont Company (vertically integrated manufacturing organization (one or some materials used to produce a diversified mix of chemical products Techniques for coordinating operating activities in the different activities: a. Operating budgets b. Capital budgets Innovation at Du. Pont Corp Performance Measure of ROI Operating Income : Investment Or Operating Income --------------- * Sales -----------Investment 6

Division 1 Operating Income Investment ROI 4% Division 2 $ 800, 000 $ 300, 000 $ 20, 000 $ 3, 000 10 % Management Accounting System at General Motors at 1920 by Chief executive, Alfred Sloan. GM introduced management accounting a. “Centralized control with decentralized responsibiity” • Centralized control fin inf received by corporate managers periodically about division operations and profitability • Decentraliezd responsibility authority that division managers had to make decisions on pricing, product mix, customers relationship, product design, acquisition of materials, and appropriate operating processes based on information about local opportunities and operating conditions b. “An annual operating budgeting process” process ensured consistency of operating among divisions, capital requirements of those divisions, nd between top mgt’s financial goals and each div mangers’ operating targets. c. “Weekly sales report and monthly flexible budgets” d. . “Annual divisional performance reports, including ROI 7

Service Organization Financial Institution Commercia banks, investment banks, and insurance companies Transportation Railroads, airlines, truck lines, and bus companies Telecomunications Local phone services, long distance voice and data communications Merchandising Supermarkets, department stores, and wholesalers Professional services Consulting, public accounting, engineering and software firms Health care Hospitals • Do not produce a product • Sensitive to the timeliness and the quality of the services provided to their custimers • Deliver in real time directly to the customers • Defects are more likely, more noticeable and the consequences more severe as dissatisfied customers move to other suppliers after an unhappy experiences Need accurate, relevant, and timely management acoounting informations 8

Changing Competitive Environments 1. Deregulation of service companies Elimination of pricing, product mix, and geographic and competitive restrictions. Transportation and telecomunication companies are permitted to enter and leave markets and set prices 2. Manufacturing and services organizatons in the global environments competitors from global companies; global networks for rising capitals, for acquiring raw materials; and distributing the finished product to the markets in the world Need Accurate and relevant information on company’s Actual Costs for: 1. Help engineers design products produced efficiently 2. Signal to improve the quality, efficiency and speed in manufacturing operations 3. Guide product mix decision 4. Choose amng alternative suppliers 5. Negotiate about price, product features, quality, delivery, and services to customers 9