1 C o p y r i g h t 1 9 9 8 D e k k e r , L t d .
Dec 29, 2015
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2
Managerial Accounting EssentialsManagerial Accounting Essentials
• Become Familiar with Terminology
• Emphasize Basic Concepts Behind Activity-Based Cost and ABM
• Apply concepts thru Class Exercises
• Become Familiar with Terminology
• Emphasize Basic Concepts Behind Activity-Based Cost and ABM
• Apply concepts thru Class Exercises
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Dekke
r, Ltd.Managerial Accounting EssentialsManagerial Accounting Essentials
This introductory course in Managerial Accounting with an emphasis on Activity-Based Cost and Management is based on the textbook, Management Accounting, 2 ed., written by Anthony A. Atkinson, Rajiv D. Banker, Robert S. Kaplan, and S. Mark Young. Concepts and terms from Chapters 1 through 5 plus 9 and 10 will be highlighted for this course.
Conventions used throughout the course:
- indicates a definition
- indicates a key concept or equation
This introductory course in Managerial Accounting with an emphasis on Activity-Based Cost and Management is based on the textbook, Management Accounting, 2 ed., written by Anthony A. Atkinson, Rajiv D. Banker, Robert S. Kaplan, and S. Mark Young. Concepts and terms from Chapters 1 through 5 plus 9 and 10 will be highlighted for this course.
Conventions used throughout the course:
- indicates a definition
- indicates a key concept or equation
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Dekke
r, Ltd.Objectives of Management
AccountingObjectives of Management
Accounting
• Improve the quality of operations
• Lower the cost of operations
• Increase the responsiveness of operations for customer needs
• Improve the quality of operations
• Lower the cost of operations
• Increase the responsiveness of operations for customer needs
5
Lesson 1 - Management Accounting -Information that Creates Value
Lesson 1 - Management Accounting -Information that Creates Value
• Differences between financial and management accounting
• The informational needs of management accounting
• Activities as the primary focus for measuring and managing performance
• Differences between financial and management accounting
• The informational needs of management accounting
• Activities as the primary focus for measuring and managing performance
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Basic Features of AccountingBasic Features of Accounting
Financial Accounting Management Accounting
AudienceExternal: Stockholders, creditors,tax authorities
Internal: Workers, managers,executives
PurposeReport on past performance toexternal parties; contracts withowners and lenders
Inform internal decisions made byemployees and managers;feedback and control on operatingperformance
Timeliness Delayed; historical Current, future oriented
Restrictions
Regulated; rules driven byGenerally Accepted AccountingPrinciples (GAAP) andgovernment authorities
Process driven; systems andinformation determined bymanagement to meet strategicand operational needs
Type of Information Financial measurements only
Financial plus operational andphysical measurements onprocesses, technologies,suppliers, customers, andcompetitors
Nature ofInformation
Objective, auditable, reliable,consistent, precise
More subjective and judgmental;valid, relevant; accurate;consistent
ScopeHighly aggregate; report on entireorganization
More drill-down; inform localdecisions and actions
Financial Accounting Management Accounting
AudienceExternal: Stockholders, creditors,tax authorities
Internal: Workers, managers,executives
PurposeReport on past performance toexternal parties; contracts withowners and lenders
Inform internal decisions made byemployees and managers;feedback and control on operatingperformance
Timeliness Delayed; historical Current, future oriented
Restrictions
Regulated; rules driven byGenerally Accepted AccountingPrinciples (GAAP) andgovernment authorities
Process driven; systems andinformation determined bymanagement to meet strategicand operational needs
Type of Information Financial measurements only
Financial plus operational andphysical measurements onprocesses, technologies,suppliers, customers, andcompetitors
Nature ofInformation
Objective, auditable, reliable,consistent, precise
More subjective and judgmental;valid, relevant; accurate;consistent
ScopeHighly aggregate; report on entireorganization
More drill-down; inform localdecisions and actions
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Dekke
r, Ltd.Management Accounting SystemManagement Accounting System
Operational and
Financial Data
Management
Accounting
Information
INPUTS
PROCESSING
OUTPUTS
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Dekke
r, Ltd.Management AccountingManagement Accounting
The process of identifying, measuring, reporting and analyzing financial as well as operating information for the internal users regarding the economic condition of an organization
The process of identifying, measuring, reporting and analyzing financial as well as operating information for the internal users regarding the economic condition of an organization
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Dekke
r, Ltd.Comparisons of the SystemsComparisons of the Systems
Managerial
Accounting
Internal constituencies
Feedback and control
Current, future oriented
Process driven
Financial, operational,
physical measures
More subjective
More drill-down
Managerial
Accounting
Internal constituencies
Feedback and control
Current, future oriented
Process driven
Financial, operational,
physical measures
More subjective
More drill-down
Financial
Accounting
External constituencies
Past performance
Historically oriented
Rules driven
Only financial measures
Objective
Highly aggregate
Financial
Accounting
External constituencies
Past performance
Historically oriented
Rules driven
Only financial measures
Objective
Highly aggregate
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Dekke
r, Ltd.The Various Levels for ReportingThe Various Levels for Reporting
Senior Executives
Upper/
Middle
Management
Upper/
Middle
Management
Operational Operational Operational
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Dekke
r, Ltd.Operational LevelOperational Level
• Level of detail– Disaggregate
• Types– Inputs used– Outputs produced– Quality of service or production
process– Very current
• Frequency– Very Frequent
• Level of detail– Disaggregate
• Types– Inputs used– Outputs produced– Quality of service or production
process– Very current
• Frequency– Very Frequent
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Dekke
r, Ltd.Middle/Upper ManagementMiddle/Upper Management
• Level of detail– More aggregate
• Types– Resources used– Efficiency– Quality of work performed– Profitability– Current and future
• Frequency– Frequent
• Level of detail– More aggregate
• Types– Resources used– Efficiency– Quality of work performed– Profitability– Current and future
• Frequency– Frequent
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Dekke
r, Ltd.Senior ExecutivesSenior Executives
• Level of detail– Highly aggregate
• Types– Profitability– Market opportunities and threats– Customer loyalty and satisfaction– Technological innovations– Current and future
• Frequency– Less Frequent
• Level of detail– Highly aggregate
• Types– Profitability– Market opportunities and threats– Customer loyalty and satisfaction– Technological innovations– Current and future
• Frequency– Less Frequent
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Dekke
r, Ltd.Functions of Management
Accounting InformationFunctions of Management Accounting Information
Operational Control
Customer Costing
Product Costing
Management Control
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Dekke
r, Ltd.Functions of Management
Accounting InformationFunctions of Management Accounting Information
Operational ControlProvide feedback information about theefficiency and quality of tasks performed
Product andCustomer Control
Measure the costs of resources used toproduce a project, product or serviceand market and deliver the project,product or service to customers
ManagementControl
Provide information about theperformance of managers and operatingunits
Strategic Control
Provide information about theenterprise’s financial and long-runcompetitive performance, marketconditions, customer preferences, andtechnological innovations; life-cycleanalysis
Operational ControlProvide feedback information about theefficiency and quality of tasks performed
Product andCustomer Control
Measure the costs of resources used toproduce a project, product or serviceand market and deliver the project,product or service to customers
ManagementControl
Provide information about theperformance of managers and operatingunits
Strategic Control
Provide information about theenterprise’s financial and long-runcompetitive performance, marketconditions, customer preferences, andtechnological innovations; life-cycleanalysis
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Dekke
r, Ltd.Service Industries and CompaniesService Industries and Companies
ServiceIndustries
Service Companies
Financial InstitutionsCommercial banks, investment banks, mortgagecompanies, insurance companies, brokeragecompanies
TransportationRailroads, airlines, truck lines, bus companies,package delivery, overnight delivery, postalservice
Telecommunications Local phone service, long-distance voice and datacommunications
Merchandising Supermarkets, department stores, discountstores, wholesalers, warehouse club stores
Professionalservices
Consulting, public accounting, engineering andsoftware firms
Health care Physician groups, hospitals, outpatient clinics
Retailing Grocery chains, department stores, gasolinestations, mass-merchandise department stores
ServiceIndustries
Service Companies
Financial InstitutionsCommercial banks, investment banks, mortgagecompanies, insurance companies, brokeragecompanies
TransportationRailroads, airlines, truck lines, bus companies,package delivery, overnight delivery, postalservice
Telecommunications Local phone service, long-distance voice and datacommunications
Merchandising Supermarkets, department stores, discountstores, wholesalers, warehouse club stores
Professionalservices
Consulting, public accounting, engineering andsoftware firms
Health care Physician groups, hospitals, outpatient clinics
Retailing Grocery chains, department stores, gasolinestations, mass-merchandise department stores
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Dekke
r, Ltd.ActivitiesActivities
Represent the “verbs” of a company
• Are “Product-Oriented”• Work output will have a discrete unit of
measurement• These “verbs” consume an organization’s
resources and employees
Represent the “verbs” of a company
• Are “Product-Oriented”• Work output will have a discrete unit of
measurement• These “verbs” consume an organization’s
resources and employees
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Dekke
r, Ltd.Activity-based CostingActivity-based Costing
A procedure that measures the costs of objects, such as products,
services and customers.
Activity-based costing (ABC) first assigns resource costs to the
activities performed by the organization.
Then activity costs are assigned to the products, customers, and services that benefit from or are creating the
demand for the activities.
A procedure that measures the costs of objects, such as products,
services and customers.
Activity-based costing (ABC) first assigns resource costs to the
activities performed by the organization.
Then activity costs are assigned to the products, customers, and services that benefit from or are creating the
demand for the activities.
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• Produce a product• Indirect contact with
customers• Have inventory• Quality to build into
production process
• Produce a product• Indirect contact with
customers• Have inventory• Quality to build into
production process
• Provide a service, generally no product
• More direct contact with customers
• No inventory, per se• Quality hard to control
in advance
• Provide a service, generally no product
• More direct contact with customers
• No inventory, per se• Quality hard to control
in advance
Manufacturing vs Service FunctionManufacturing vs Service Function
Service OrganizationService OrganizationManufacturing OrganizationManufacturing Organization
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Dekke
r, Ltd.Continuous ImprovementContinuous Improvement
Empowering employees to continually problem-
solve and search for ways to improve organizational processes
Empowering employees to continually problem-
solve and search for ways to improve organizational processes
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Dekke
r, Ltd.Employee EmpowermentEmployee Empowerment
Managers give employees who are closest to operating processes, customers, and suppliers the rights to make decisions. Employees are encouraged to solve problems and devise creative new approaches for performing work and satisfying customers.
Managers give employees who are closest to operating processes, customers, and suppliers the rights to make decisions. Employees are encouraged to solve problems and devise creative new approaches for performing work and satisfying customers.
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Dekke
r, Ltd.Employee Empowerment EnablesEmployee Empowerment Enables
Sharing pertinent financial information with operators allows them to do
the following:– Identify the opportunities for significant cost
reduction– Set priorities for improvement projects– Make tradeoffs among alternative ways to
improve operations– Evaluate proposed investments to improve
operations– Assess the consequences of their
improvement activities
Sharing pertinent financial information with operators allows them to do
the following:– Identify the opportunities for significant cost
reduction– Set priorities for improvement projects– Make tradeoffs among alternative ways to
improve operations– Evaluate proposed investments to improve
operations– Assess the consequences of their
improvement activities
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Dekke
r, Ltd.Total Quality ManagementTotal Quality Management
A philosophy that attempts to eliminate all defects, waste,
and activities that do not add value to customers
A philosophy that attempts to eliminate all defects, waste,
and activities that do not add value to customers
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Dekke
r, Ltd.Balanced ScorecardBalanced Scorecard
A multi-dimensional measurement system
that translates an organization’s mission and strategy into performance measures.
A multi-dimensional measurement system
that translates an organization’s mission and strategy into performance measures.
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Dekke
r, Ltd.Balanced Business ScorecardBalanced Business Scorecard
Financial Perspective
How do we look to our
shareholders?
Business Process
What business
processes are the
value drivers?
Organization Learning
Are we able to sustain innovations,
change and improvement?
Vision
&
Strategy
Customer Perspective
How do we look to our
customers?
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The Internal Business Process Perspective
The Internal Business Process Perspective
Identify
the
Market
Create the
Product/
Service
Offering
Build the
Products/
Service
Deliver the
Products/
Services
Service
the
Customer
Customer Need
Identified
Customer Need
Satisfied
Innovation
Process
Operations
Process
Post-Sale
Service
Process
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Dekke
r, Ltd.Behavioral Implications of
Management Accounting Information
Behavioral Implications of Management Accounting
Information
• Information is never neutral
• People react to measurements
• People familiar with “old” systems often resist “new” systems
• Unexpected actions may result as employees respond to new performance measures
• Information is never neutral
• People react to measurements
• People familiar with “old” systems often resist “new” systems
• Unexpected actions may result as employees respond to new performance measures
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Dekke
r, Ltd.Applying the ConceptsApplying the Concepts
The Differences Between Financial and Managerial Accounting
Exercise #1
Read Problem #1-16, on page 37, of Management Accounting, and answer the following question:
What are the advantages and disadvantages of having separate departments for financial accounting and management accounting?
The Differences Between Financial and Managerial Accounting
Exercise #1
Read Problem #1-16, on page 37, of Management Accounting, and answer the following question:
What are the advantages and disadvantages of having separate departments for financial accounting and management accounting?
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Dekke
r, Ltd.Applying the ConceptsApplying the Concepts
Employee Empowerment
Exercise #2
Read the information provided in Case Study # 1-20, on page 38, of Management Accounting, and
answer the following questions:
1. What information needs did the production workers have in the old environment?
2. What information do you recommend be supplied to the production workers in the new environment that
emphasizes quality, defect reduction, problem-solving, and teamwork?
Employee Empowerment
Exercise #2
Read the information provided in Case Study # 1-20, on page 38, of Management Accounting, and
answer the following questions:
1. What information needs did the production workers have in the old environment?
2. What information do you recommend be supplied to the production workers in the new environment that
emphasizes quality, defect reduction, problem-solving, and teamwork?
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Lesson 2 - The Organization as a System of Activities
Lesson 2 - The Organization as a System of Activities
• The organization as a sequence of activities in a value chain
• The role of the customer in defining focus
• The nature of value-added and nonvalue-added activities
• The organization as a sequence of activities in a value chain
• The role of the customer in defining focus
• The nature of value-added and nonvalue-added activities
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Dekke
r, Ltd.Value ChainValue Chain
A sequence of activities that creates a good or service in which each step of the
sequence should add something that the customer values to the product.
A sequence of activities that creates a good or service in which each step of the
sequence should add something that the customer values to the product.
CustomerCustomer
ProductProduct
ActivitiesActivities ActivitiesActivities
ActivitiesActivities
ActivitiesActivitiesActivitiesActivities
ActivitiesActivities
ActivitiesActivities
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Dekke
r, Ltd.Key Elements of the Value ChainKey Elements of the Value Chain
(3)
Output Activities
Selling, shipping
service
(2)
Processing
Activities
Making, moving,
storing
inspecting
(1)
Input Activities
Product design, process design,
purchasing, receiving, hiring,
training
(4)
Administrative Activities
Personnel, finance, legal,
accounting, research
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Dekke
r, Ltd.StakeholdersStakeholders
Those people, groups, or institutions who define
an organization’s success or who can affect its ability
to achieve its objectives.
Those people, groups, or institutions who define
an organization’s success or who can affect its ability
to achieve its objectives.
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process objectives relating to customers
value chain/process constraints
effects of value chaindesign on stakeholdersother than customers
StakeholderObjectives:
customersemployeessuppliersowners
community
OrganizationObjectives
Organization Control
Customer Satisfaction with Products
Process ControlValue chain design
and operation
Domain of Management Accounting
the organization’sprimary values
compare actual with plan
effects of customer satisfaction on other stakeholders
compare actual with planproducts
Stakeholders, the Value Chain and Organization Objectives
Stakeholders, the Value Chain and Organization Objectives
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Dekke
r, Ltd.Stakeholder GroupsStakeholder Groups
• Each group makes contributions to the organization, has requirements the organization must meet, and has an effect on the value chain
• Each group makes contributions to the organization, has requirements the organization must meet, and has an effect on the value chain
Employees Community
CustomersSuppliers
Owners
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Dekke
r, Ltd.Process ControlProcess Control
Assesses the operating performance of the value chain in meeting customer requirements
Focuses on short-term, is often continuous
Measures short-term performance against short-run targets or standards
Assesses the operating performance of the value chain in meeting customer requirements
Focuses on short-term, is often continuous
Measures short-term performance against short-run targets or standards
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Dekke
r, Ltd.Critical Success FactorsCritical Success Factors
Elements of performance required for an organization’s success,
for example, for customers, service, quality, and cost; for employees, job satisfaction and safety; for partners and owners, an adequate return on investment; on the community, conformance to
laws
Elements of performance required for an organization’s success,
for example, for customers, service, quality, and cost; for employees, job satisfaction and safety; for partners and owners, an adequate return on investment; on the community, conformance to
laws
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Dekke
r, Ltd.Examples of Critical Success FactorsExamples of Critical Success Factors
ServiceService
QualityQuality
CostCost
SafetySafety
JobJob
SatisfactionSatisfaction
ConformanceConformance
to Lawsto Laws
Customer Employee Community
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Dekke
r, Ltd.ServiceService
The product’s tangible and intangible features
promised to the customer; service is also known as value in use
The product’s tangible and intangible features
promised to the customer; service is also known as value in use
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Dekke
r, Ltd.QualityQuality
The difference between the promised and the realized
level of service; conformance to specifications
The difference between the promised and the realized
level of service; conformance to specifications
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Dekke
r, Ltd.Service and QualityService and Quality
What the customer
wants
What the customer is
promised
What the customer is
given
The Service Gap The Quality Gap
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Dekke
r, Ltd.Customer PerformanceCustomer Performance
Critical SuccessFactors
Examples of Critical PerformanceIndicators
Service
Number of customers, number of newcustomers, number of customers lost, marketshare, purchases per customer, time to servecustomers during peak periods, time torespond to customer orders, time taken toresolve customer complaints
Quality
Number of customer complaints per 1,000orders filled, customer satisfaction surveys,percent on-time delivery, returns, warrantyclaims
Cost
Ratio of costs to revenues, ratio of amount ofmaterial in final product to amount of materialpurchased, cost of a particular activity,customer profitability, ratio of labor allowed forwork done to total labor, sales per hour duringpeak operations
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Necessary Qualities of Performance
Necessary Qualities of Performance
Effectiveness– Ability to accomplish objectives– Determined by process design
Effectiveness– Ability to accomplish objectives– Determined by process design
Efficiency– Ability to use fewest possible resources to
accomplish objectives– Determined by process design and how the
process operates
Efficiency– Ability to use fewest possible resources to
accomplish objectives– Determined by process design and how the
process operates
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Dekke
r, Ltd.Critical Performance IndicatorsCritical Performance Indicators
• Consider activities from the customer’s perspective
• Evaluate using customer-validated measures
• Are comprehensive
• Provide feedback
• Consider activities from the customer’s perspective
• Evaluate using customer-validated measures
• Are comprehensive
• Provide feedback
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Dekke
r, Ltd.Customer ValidationCustomer Validation
Inputs
Resources used in activities
Outcomes
How the customer values the result of
the activity
Process
Activities which transform
resources into outputs
Outputs
Physical measures of activity
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Dekke
r, Ltd.Inputs, Outputs, and OutcomesInputs, Outputs, and Outcomes
Organization Input Output Outcome
GovernmentEmploymentOffice
Hours ofcounseling timepaid for by thegovernment
Number of hourscounseled
Number of jobsfound that meetclients’ legitimateexpectations
Police StreetPatrols
Cost of patrollingHours spentpatrolling
Effect of patrollingon crime rate
ResearchLaboratory
Number oflaboratory workerhours paid for
Number oflaboratory hoursworked
Number of patentsproduced or theprofitability of theproductsproduced
SawmillVolume of logsprocessed
Volume of lumbercreated
Net realizablevalue of lumbercreated
Organization Input Output Outcome
GovernmentEmploymentOffice
Hours ofcounseling timepaid for by thegovernment
Number of hourscounseled
Number of jobsfound that meetclients’ legitimateexpectations
Police StreetPatrols
Cost of patrollingHours spentpatrolling
Effect of patrollingon crime rate
ResearchLaboratory
Number oflaboratory workerhours paid for
Number oflaboratory hoursworked
Number of patentsproduced or theprofitability of theproductsproduced
SawmillVolume of logsprocessed
Volume of lumbercreated
Net realizablevalue of lumbercreated
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Dekke
r, Ltd.SignalsSignals
• A warning signal triggers an investigation into the cause of an underlying problem
• A diagnostic signal provides evidence of the nature of an underlying process problem and may suggest a way to deal with it
• A warning signal triggers an investigation into the cause of an underlying problem
• A diagnostic signal provides evidence of the nature of an underlying process problem and may suggest a way to deal with it
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Dekke
r, Ltd.ControlControl
The set of methods and tools that organization members use to keep the organization on track toward achieving its objectives
The set of methods and tools that organization members use to keep the organization on track toward achieving its objectives
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Dekke
r, Ltd.Control May Be Exercised By:Control May Be Exercised By:
• Ensuring compliance with standard operating procedures
• Motivating people to be creative in meeting customer objectives
• Ensuring compliance with standard operating procedures
• Motivating people to be creative in meeting customer objectives
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Dekke
r, Ltd.Control - Accounting the Old WayControl - Accounting the Old Way
• Emphasis on potential or past performance encourages working harder and faster
• Associated with “Managing by the Numbers”
• Emphasis on potential or past performance encourages working harder and faster
• Associated with “Managing by the Numbers”
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Problems with Managing by the Numbers
Problems with Managing by the Numbers
• Ineffective
• Assumes cost to be the only relevant measure of performance
• Does not recognize the reasons for costs in an organization
• Ineffective
• Assumes cost to be the only relevant measure of performance
• Does not recognize the reasons for costs in an organization
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Dekke
r, Ltd.Control - Accounting Under ABCControl - Accounting Under ABC
Emphasis on improving processes and eliminating things that do not improve the product encourages working smarter
Emphasis on improving processes and eliminating things that do not improve the product encourages working smarter
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Understanding Cost Control Under Activity-Based Management
Understanding Cost Control Under Activity-Based Management
Activity-Based Management approaches costs by studying the need, effectiveness, and efficiency of activities which create the costs
Activity-Based Management approaches costs by studying the need, effectiveness, and efficiency of activities which create the costs
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Dekke
r, Ltd.How Activities Create CostHow Activities Create Cost
Activities Undertaken Resources Used Costs
Activity 1
Value added, inefficient
Activity 2
Nonvalue added, efficient
Activity 3
Nonvalue added, ineffcient
Activity 4
Value added, efficient
Materials
Labor
Equipment
$
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Dekke
r, Ltd.Value-Added ActivitiesValue-Added Activities
An activity that, if eliminated, in the long run would reduce the product’s or service’s value to the customer
An activity that, if eliminated, in the long run would reduce the product’s or service’s value to the customer
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Dekke
r, Ltd.NonValue-Added ActivityNonValue-Added Activity
An activity that presents the opportunity for costs reduction without reducing the product’s or service’s potential value to the customer
An activity that presents the opportunity for costs reduction without reducing the product’s or service’s potential value to the customer
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Dekke
r, Ltd.Steps in Activity AnalysisSteps in Activity Analysis
(1)
Identify process activities
(1)
Identify process activities
(2)
Chart the existing process
(2)
Chart the existing process
(3)
Classify all activities
(3)
Classify all activities
(4)
Continuously improve all activities and plan to eliminate
nonvalue-added activities
(4)
Continuously improve all activities and plan to eliminate
nonvalue-added activities
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Dekke
r, Ltd.Applying the ConceptsApplying the Concepts
Product Service Features
Exercise #1
For each of the following products, what are the three most important elements of service:
1 television set
2 visit to the doctor
3 trip on an airplane
Product Service Features
Exercise #1
For each of the following products, what are the three most important elements of service:
1 television set
2 visit to the doctor
3 trip on an airplane
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Dekke
r, Ltd.Applying the ConceptsApplying the Concepts
The Elements of Quality
Exercise #2
For each of the following products, suggest three measures of quality:
1 television set
2 visit to the doctor
3 trip on an airplane
The Elements of Quality
Exercise #2
For each of the following products, suggest three measures of quality:
1 television set
2 visit to the doctor
3 trip on an airplane
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