This document provides an overview of managerial accounting concepts across 14 pages. It begins with identifying the features of managerial accounting and management functions. It then discusses the differences between managerial and financial accounting. Subsequent sections cover manufacturing costs including direct/indirect materials and labor, product vs. period costs, income statements, balance sheets, and trends in managerial accounting such as just-in-time inventory, total quality management, and corporate social responsibility. Learning objectives are provided throughout to demonstrate how to compute costs and prepare financial statements for a manufacturer.

1. 14-1
Describe the classes of manufacturing costs and the
differences between product and period costs.
CHAPTER OUTLINE
Identify the features of managerial accounting and the
functions of management.1
2
LEARNING OBJECTIVES
Demonstrate how to compute cost of goods manufactured
and prepare fi nancial statements for a manufacturer.3
Discuss trends in managerial accounting.4

2. 14-2
Managerial accounting provides economic and financial
information for managers and other internal users.
LO 1
LEARNING
OBJECTIVE
Identify the features of managerial accounting
and the functions of management.1

3. 14-3
COMPARING MANAGERIAL AND
FINANCIAL ACCOUNTING
ILLUSTRATION 14-1
Differences between financial and managerial accounting
LO 1

4. 14-4
Planning
 Maximize short-
term profit and
market share.
 Commit to
environmental
protection and
social programs.
 Add value to the
business.
Directing Controlling
 Coordinate diverse
activities and
human resources.
 Implement planned
objectives.
 Provide incentives
to motivate
employees
 Hire and train
employees.
 Produce a smooth-
running operation.
 Keeping activities
on track.
 Determine whether
goals are met.
 Decide changes
needed to get back
on track.
 May use an
informal or formal
system of
evaluations.
MANAGEMENT FUNCTIONS
LO 1

5. 14-5 LO 1

6. 14-6
Organization charts show
the interrelationships of
activities and the delegation
of authority and
responsibility within the
company.
ORGANIZATIONAL STRUCTURE
ILLUSTRATION 14-2
A typical corporate
organization chart
LO 1

7. 14-7
Manufacturing consists of activities and processes that
convert raw materials into finished goods.
MANUFACTURING COSTS
LO 2

8. 14-8
Direct Materials
Raw Materials
Basic materials and parts used in
manufacturing process.
Direct Materials
Raw materials that can be physically and directly associated
with the finished product during the manufacturing process.
MANUFACTURING COSTS
LO 2

9. 14-9
Indirect Materials
1. Not physically part of the finished product or
2. they are an impractical to trace to the finished
product because their physical association with the
finished product is too small in terms of cost.
Considered part of manufacturing overhead.
Direct Materials
MANUFACTURING COSTS
LO 2

10. 14-10
Work of factory employees that can be
physically and directly associated with
converting raw materials into finished
goods.
Indirect Labor
Work of factory employees that has no physical association
with the finished product or for which it is impractical to trace
costs to the goods produced.
Direct Labor
MANUFACTURING COSTS
LO 2

11. 14-11
 Costs that are indirectly associated with manufacturing
the finished product.
 Includes all manufacturing costs except direct materials
and direct labor.
 Also called factory overhead, indirect manufacturing
costs, or burden.
Manufacturing Overhead
MANUFACTURING COSTS
LO 2

12. 14-12 LO 2

13. 14-13
 Components:
 Costs that are an integral part of producing the
product.
 Recorded in “inventory” account.
 Not an expense (COGS) until the goods are sold.
Product Costs
 Direct materials
 Direct labor
 Manufacturing overhead
PRODUCT VERSUS PERIOD COSTS
LO 2

14. 14-14
 Charged to expense as incurred.
 Non-manufacturing costs.
 Includes all selling and administrative expenses.
Period Costs
PRODUCT VERSUS PERIOD COSTS
LO 2

15. 14-15
PRODUCT VERSUS PERIOD COSTS
ILLUSTRATION 14-3
Product versus period costs
LO 2

16. 14-16
Illustration: Suppose you started your own snowboard factory,
KRT Boards. Here are some of the costs that your snowboard
factory would incur. Assign the following costs:
PRODUCT VERSUS PERIOD COSTS
LO 2
ILLUSTRATION 14-4
Assignment of costs to cost categories

17. 14-17
PRODUCT VERSUS PERIOD COSTS
LO 2ILLUSTRATION 14-4

18. 14-18
If KRT Boards produces 10,000 snowboards the first year,
what would be the total manufacturing costs?
PRODUCT VERSUS PERIOD COSTS
ILLUSTRATION 14-5
Computation of total manufacturing costs
LO 2

19. 14-19
INCOME STATEMENT
ILLUSTRATION 14-6
Cost of goods sold components
Helpful Hint
Assume a periodic
inventory system in
this illustration.
LO 3

20. 14-20
Cost of goods sold sections of merchandising and
manufacturing income statements
INCOME STATEMENT
ILLUSTRATION 14-7
Cost of goods sold sections of merchandising and manufacturing Income statements
LO 3

21. 14-21
Total Manufacturing Costs – sum of direct material costs, direct
labor costs, and manufacturing overhead in the current year.
Total Work in Process – (1) cost of beginning work in process and
(2) total manufacturing costs for the current period.
COST OF GOODS MANUFACTURED
ILLUSTRATION 14-8
Cost of goods manufactured formula
LO 3

22. 14-22 LO 3
ILLUSTRATION 14-9
Cost of goods
manufactured schedule

23. 14-23
ILLUSTRATION 14-10
Inventory accounts for
a manufacturer
Inventory accounts for a manufacturer
The balance sheet for a merchandising company shows just
one category of inventory.
BALANCE SHEET
LO 3

24. 14-24
Current assets sections of merchandising and manufacturing
balance sheets
BALANCE SHEET
ILLUSTRATION 14-11
Current assets sections of merchandising and manufacturing balance sheets
LO 3

25. 14-25
 Much of the U.S. economy has shifted toward an
emphasis on providing services rather than goods.
 Over 50% of U.S. workers are now employed by service
companies.
 Most of the techniques learned for manufacturing firms
are applicable to service companies.
SERVICE INDUSTRIES
LO 4
LEARNING
OBJECTIVE
Discuss trends in managerial
accounting4

26. 14-26 LO 4

27. 14-27
Refers to all business processes associated with providing
a product or service.
For a manufacturing firm these include the following:
FOCUS ON THE VALUE CHAIN
ILLUSTRATION 14-12
A manufacturer’s value chain
LO 4

28. 14-28
Just-In-Time (JIT) Inventory Methods
 Inventory system in which goods are manufactured or
purchased just in time for sale.
 Reduce defects in finished products, with the goal of
zero defects.
Total Quality Management (TQM)
FOCUS ON THE VALUE CHAIN
LO 4

29. 14-29
 Constraints (“bottlenecks” ) limit the company’s
potential profitability.
 A specific approach to identify and manage these
constraints in order to achieve company goals.
Theory of Constraints
 Software programs designed to manage all major
business processes.
Enterprise Resource Planning (ERP)
FOCUS ON THE VALUE CHAIN
LO 4

30. 14-30
 Allocates overhead based on use of activities.
 Results in more accurate product costing and scrutiny
of all activities in the value chain.
Activity-Based Costing (ABC)
FOCUS ON THE VALUE CHAIN
LO 4

31. 14-31
 Evaluates operations in an integrated fashion.
 Uses both financial and non-financial measures.
 Links performance to overall company objectives.
BALANCED SCORECARD
LO 4

32. 14-32
 All employees are expected to act ethically.
 Many organizations have codes of business ethics.
 Past financial frauds:
► Enron,
► Global Crossing,
► WorldCom
BUSINESS ETHICS
LO 4

33. 14-33
Creating Proper Incentives
 Systems and controls sometimes create incentives
for managers to take unethical actions.
 Controls need to be effective and realistic.
BUSINESS ETHICS
LO 4

34. 14-34
Sarbanes-Oxley Act (SOX)
 Clarifies management’s responsibilities.
 Requires certifications by CEO and CFO.
 Selection criteria for Board of Directors and Audit
Committee.
 Substantially increased penalties for misconduct.
Code of Ethical Standards
BUSINESS ETHICS
LO 4

35. 14-35
 Considers a company’s efforts to employ sustainable
business practices with regard to its employees,
society, and the environment.
 Is sometimes referred to as the triple bottom line
because it evaluates a company’s performance with
regard to people, planet, and profit.
 Recent reports indicate that over 50% of the 500 largest
U.S. companies provide sustainability reports.
CORPORATE SOCIAL RESPONSIBILITY
LO 4

36. 14-36 LO 4