《管理会计》课件全英文Acct_ch1_ManAcct_(Feb_25).ppt

Chapter 1 - 1. Legal Firm wants to know COST PER HOUR for each type of Legal service to establish a Billing rate 2. Plant Manager wants to know supplier DEFECT RATES and the effects on PRODUCTION COSTS 3. Software Consultant wants to know why ENGAGEMENT COSTS ran over budget, and what CORRECTIVE ACTIONS are needed 4. Cruise Line CEO wants to know the VARIABLE COST EFFECT on profits Hospital Administrator wants to further REDUCE WASTE (costs) within the hospital Bank Manger wants to make long-term decisions about FEE-BASED PRODUCTS 1. To provide information for costing out services, products, and other objects of interest to management. 2. To provide information for planning, controlling, evaluating, and continuous improvement. 3. To provide information for decision making. The Management Process is defined by the following activities: Next Class – February 28 (Thursday) Historical Description ofManagement Accounting Example – Internal Value Chain Federal Express delivery versus US Postal Service. FEDEX can deliver packages much faster than regular postal delivery because of their internal activities (the FEDEX delivery system). This creates VALUE for FEDEX and their customers…. Industrial Value Chain Creates value from Raw Material to disposal of final product to End User (customer). Focuses on different segments of the chain (from the Internal Chain – managed within one Company through the External Chain to suppliers and customers). This also creates VALUE for the Company (a competitive advantage) and their Customers. Example….. TIME as a Competitive Advantage Faster is better!! Reduce design time, implementation time, production cycle time…. Eliminate those Activities that are not needed, that are wasteful Focus on Efficiency (do more with less). How to measure?? Must know our Costs, and their relationships to each other Costs must be properly defined, measured and assigned Eliminate Sales People and sell Online!! Partial Organization Chart, Manufacturin