IAPI - Slide Thomas Secokusumo

Perkembangan dalam Akuntansi

ManajemenThomas H. Secokusumo,

MBA

Topik• The Rise of Cost Management• The Fall of Budgeting Importance• The Importance of Controlling

Environmental Costs• Management Control System Vs

Strategic Control System• SARBOX ?• Separation of Management

Accounting Systems from Financial Accounting Systems

Cost Accounting

Vs Cost Managemen

t

Robert S. Kaplan

H. Thomas Johnson

History of Cost Management

• In 1908 Edward Moxie wrote a small book called Factory Cost Keeping in which he noted that direct labor was the wrong driver for overhead because overhead costs were caused by machines

• Henry Gantt’s (1915) position was that good products should not be made to bear the costs of waste and inefficiency in a plant because no customer could be expected to reimburse firm for its mistakes. In Gantt’s view, full absorption costing simply did not make sound business sense.

In looking at the history of cost management techniques, it

appears as though they suffered the fate of the Incas –

they flourished in the early 1900s, then mysteriously and suddenly disappeared leaving

only fragments of practice and some historical records to

prove their existence

In one bold step, FDR substituted economic value as defined by the customer with historical costs as the

basis for market pricing. The National Industrial Recovery Act (NIRA) was FDR’s quid

pro quo to American Business – if a company would support his full

employment programs by hiring two workers for every one currently on the payroll

(and pay each a “living wage”) then these excess costs and waste could be

passed on to the American consumer via the industry

cost and price codes guidelines

Men might argue about how many business angels could stand on the point of an economic needle

– and let the chance go by, but a woman in support of her home is about as safe for triflers as a Royal Bengal Tigress at the door of a den full of cubs. When every American housewife

understands that the Blue Eagle on everything that she permits to come into her home is a

symbol of its restoration to security, mercy on the man or group of men who attempt to trifle

with this bird(Hugh Johnson, 1935)

A brief review of economic history reveals that the Supreme Court overturned the

NIRA in 1935. But once put in place, companies were reluctant to abandon

the benefits of the NIRA. US Steel publicly stated in its 1935 financial

statement that it was going to continue to adhere to the NIRA, regardless of the

actions of Supreme Court

Few challenges were made to the now accepted practices of full

absorption costing and cost-based pricing in the US, until the early

1980s when key American industries began to falter faced

with an onslaught of foreign competition

Cost Management

• Activity Based Costing/Management• Time Driven Activity Based Costing• Activity Based Budgeting• Cost of Quality• Capacity Cost Management• Target Costing and Life Cycle Costing• Lean Accounting/Value Stream

Accounting• Resource Consumption Accounting (RCA)• Theory of Constraint

Biaya/Sumber Daya

Aktivitas

Obyek Biaya

Pembebanan dengan

Mempergunakan Activity Based

Costing

Root Causes

Driver Analysis Activity

Performance

Measurement

Resources

Obyek Biaya

Activity Based Costing/Management

Blue Black Red Purple Total

Sales $75,000.00 $60,000.00 $13,950.00 $1,650.00 $150,600.00 Direct Material 25,000.00 20,000.00 4,680.00 550.00 50,230.00 Direct Labor 10,000.00 8,000.00 1,800.00 200.00 20,000.00 Fringe Benefit 4,000.00 3,200.00 720.00 80.00 8,000.00 Handling Production Run 7,333.33 7,333.33 5,573.33 1,760.00 22,000.00 Set-Up 4,258.56 1,064.64 4,854.75 1,022.05 11,200.00 Product Administration 1,200.00 1,200.00 1,200.00 1,200.00 4,800.00 Operating the Machine 7,000.00 5,600.00 1,260.00 140.00 14,000.00 Total Operating Expenses $58,791.89 $46,397.97 $20,088.09 $4,952.05 $130,230.00 Total Operating Income $16,208.11 $13,602.03 ($6,138.09) ($3,302.05) $20,370.00 Return On Sales 21.61% 22.67% -44.00% -200.12% 13.53%

Blue Black Red Purple Total

Sales $75,000 $60,000 $13,950 $1,650 $150,600 Direct Material 25,000 20,000 4,680 550 50,230 Direct Labor 10,000 8,000 1,800 200 20,000 Overhead @ 300% of DLC 30,000 24,000 5,400 600 60,000 Total Operating Expenses 65,000 52,000 11,880 1,350 130,230 Total Operating Income 10,000 8,000 2,070 300 20,370 Return on Sales 13.33% 13.33% 14.84% 18.18% 13.53%

Traditional Income Statement

Indirect Labor $20,000 Fringe Benefits $16,000 Computer Systems $10,000 Machinery $8,000 Maintenance $4,000 Energy $2,000 Total $60,000

Total Indirect Expenses

“the bane of corporate America. It never should have existed. A budget is this: If you make it, you generally get a pat on the back

and a few bucks. If you miss it, you get a stick in the eye or worse …. Making a

budget is an exercise of minimalization. You’re always getting the lowest out of

people, because everyone is negotiating to get the lowest number

Jack Welch, Ex CEO of General Electric

Hasil Penelitian

• The average time for a budget process was four months

• There were 25.000 person-days invested in the budget process for every US$ 1 billion of revenue

• 66 percent of CFO stated their budget was influenced more by politics than strategy

• Nearly 90 percent of CFOs were dissatisfied with their budget process

• 60 percent of CFO acknowledged that there was no link from their budgets to strategy

Replacing the BudgetThe Budget was used for• High level financial and

tax planning• Target setting• Controlling fixed costs

• Prioritizing and allocating investment/project resources

• Delegation of authority

We achieve the same through

• Rolling financial forecasts

• Balanced Scorecard• Trend reporting• Cost targets where and

when needed• Activity Based

Management• Trend reporting, varying

hurdle rates, and case by case

• Use existing mandates/authority schedules

Conduct Situation Analysis

Measures and Rewards, People,

Structure and Process, Culture

Implement and

Experiment

Define Strategic

Choices and Vision

Learn

ing

Loop

Issues and

Alternatives

GAPS

Action

Plan

The Strategic Learning Process

Organization Structure

Management Controls

Human Resource

Management

Culture

Implementation Mechanism

Strategy Performance

Framework for Strategy Implementation

Financial Vs Management Accounting

• Aggregate Vs Detailed• Historical Vs Future• Full Cost Vs Variable Cost• PSAK Vs Information Needed

by Management