The document is a mid-term exam presented by Ogbuokiri Emmanuel Chidiebube to the College of Production and Operations Management. It contains questions and answers about production management concepts.
The first question asks about the production concept and how it relates to production management in practice. The response discusses the importance of production and defines product from different perspectives including the consumer, production manager, financial manager, and personnel manager.
The second question asks about the role and responsibilities of a production manager in a typical manufacturing firm. The response outlines responsibilities related to cost, quality, volume, liaising with different departments, and having proper authority.
The third question asks how departments in a company relate to each
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.
The document summarizes the results of a technology audit conducted on several small and medium enterprises (SMEs) in Egypt. The audit assessed the technology and skills of employees to identify training needs. It conducted site visits and interviews at 50 companies across various industries and governorates. The audit found needs for training in areas like computer skills, safety procedures, communication, and teamwork. It then developed customized training programs and courses delivered either on-site or in a classroom. Over 245 courses were conducted for 3,150 trainees from 2012-2013. The training focused on upgrading employee skills and fulfilling company requirements. Several case studies provide examples of specific training interventions and their outcomes.
This document summarizes a study that explored the relationship between target costing and competitive advantage at Jordanian private universities. It found that universities have a medium level of target costing, with leadership of target selling price being the highest dimension and reducing life cycle costs being the lowest. Universities also enjoy a medium level of competitive advantages, with expanding specializations being the strongest performance and specialization costs being the weakest. The study concluded that there is a significant relationship between the dimensions of target costing and strengthening competitive advantage, and that universities should activate target costing techniques to improve competitiveness.
Challenges For Precision Autocomponent Industry In IndiaSuhas_gokhale
This document outlines challenges and strategies for precision auto component companies in India. The key challenges are inconsistent quality from unreliable processes, low productivity, and pressure from OEMs to reduce costs. The strategies proposed to address these include implementing robust processes through extensive training and foolproofing, increasing reliability of outsourced processes and materials, improving productivity through techniques like MOST and focusing on bottlenecks, and targeting niche export markets to gain better margins. The overarching goal is to establish world-class, export-oriented production with state-of-the-art technology and an organizational culture focused on quality.
1) The six-month diploma program in "Productivity & Quality Management" aims to develop professionals for Bangladesh's ready-made garment (RMG) sector to address challenges of rising costs, decreasing prices, and increasing wages.
2) Pilot projects showed a shortage of professionals capable of improving productivity in RMG factories, so the program was created to train production managers, industrial engineers, and quality control personnel.
3) The course covers topics like lean manufacturing, quality management, industrial engineering, and process planning, with the goal of increasing productivity and quality in the RMG sector through hands-on projects in factories or BIM's productivity lab.
The document is a mid-term exam presented by Ogbuokiri Emmanuel Chidiebube to the College of Production and Operations Management. It contains questions and answers about production management concepts.
The first question asks about the production concept and how it relates to production management in practice. The response discusses the importance of production and defines product from different perspectives including the consumer, production manager, financial manager, and personnel manager.
The second question asks about the role and responsibilities of a production manager in a typical manufacturing firm. The response outlines responsibilities related to cost, quality, volume, liaising with different departments, and having proper authority.
The third question asks how departments in a company relate to each
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.
The document summarizes the results of a technology audit conducted on several small and medium enterprises (SMEs) in Egypt. The audit assessed the technology and skills of employees to identify training needs. It conducted site visits and interviews at 50 companies across various industries and governorates. The audit found needs for training in areas like computer skills, safety procedures, communication, and teamwork. It then developed customized training programs and courses delivered either on-site or in a classroom. Over 245 courses were conducted for 3,150 trainees from 2012-2013. The training focused on upgrading employee skills and fulfilling company requirements. Several case studies provide examples of specific training interventions and their outcomes.
This document summarizes a study that explored the relationship between target costing and competitive advantage at Jordanian private universities. It found that universities have a medium level of target costing, with leadership of target selling price being the highest dimension and reducing life cycle costs being the lowest. Universities also enjoy a medium level of competitive advantages, with expanding specializations being the strongest performance and specialization costs being the weakest. The study concluded that there is a significant relationship between the dimensions of target costing and strengthening competitive advantage, and that universities should activate target costing techniques to improve competitiveness.
Challenges For Precision Autocomponent Industry In IndiaSuhas_gokhale
This document outlines challenges and strategies for precision auto component companies in India. The key challenges are inconsistent quality from unreliable processes, low productivity, and pressure from OEMs to reduce costs. The strategies proposed to address these include implementing robust processes through extensive training and foolproofing, increasing reliability of outsourced processes and materials, improving productivity through techniques like MOST and focusing on bottlenecks, and targeting niche export markets to gain better margins. The overarching goal is to establish world-class, export-oriented production with state-of-the-art technology and an organizational culture focused on quality.
1) The six-month diploma program in "Productivity & Quality Management" aims to develop professionals for Bangladesh's ready-made garment (RMG) sector to address challenges of rising costs, decreasing prices, and increasing wages.
2) Pilot projects showed a shortage of professionals capable of improving productivity in RMG factories, so the program was created to train production managers, industrial engineers, and quality control personnel.
3) The course covers topics like lean manufacturing, quality management, industrial engineering, and process planning, with the goal of increasing productivity and quality in the RMG sector through hands-on projects in factories or BIM's productivity lab.
The document discusses various concepts related to productivity including technical, social, economic, management, and integrated concepts. It defines productivity as the ratio of output to input and discusses how to measure and improve productivity at the enterprise and workplace levels using techniques like Lean Manufacturing, Kaizen, Six Sigma, 5S principles, Pareto analysis, Ishikawa diagrams, check sheets and histograms.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
The document is a student's assignment submission for an MBA course on operations management. It analyzes the operational management practices of IKEA that have led to the company's global success. It discusses IKEA's production processes, organizational development including e-commerce and ERP systems, lean operations using RFID technology, quality control measures, long-term supplier relationships, capacity planning, and factors driving changes in its operations. The assignment contains an executive summary, introduction, company overview section, and analyses various aspects of IKEA's operations before concluding.
Designed Precision Castings-Project Report (1)Kushal Gandhi
This document outlines a project to optimize the layout of Designed Precision Castings' manufacturing facility. The objectives are to streamline the production process, minimize material handling costs and space requirements, and improve throughput by implementing lean principles.
The report analyzes the current facility layout using distance-based approaches like the pairwise exchange method. An optimal layout is proposed which could reduce material handling costs by 20%. Lean manufacturing methodologies are also assessed for compatibility with the production line. Additional recommendations include designing a new storage area, drafting a fire exit plan, and researching innovative material handling technologies.
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration.
Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
This document provides an overview of key concepts in managerial accounting. It begins by listing six learning objectives, including explaining distinguishing features of managerial accounting, identifying management's three broad functions, and defining manufacturing costs. It then discusses topics like the functions of management in planning, directing, and controlling; the three classes of manufacturing costs; and the differences between product and period costs. The document also summarizes how a manufacturing income statement differs from a merchandising statement and how the cost of goods manufactured is determined. Diagrams and examples are provided to illustrate key concepts.
Improvement of Operational Performance through Value Stream Mapping and Yamaz...Shohag Prodhan
The document discusses improving operational performance in Bangladesh's ready-made garment industry through balancing production line cycle times. It proposes combining value stream mapping and Yamazumi charts to identify wastes, balance lines, and enhance efficiency. The approach is tested on a case study, finding it effective at reducing non-value-added activities, parallelizing workstations, merging workstations, and improving metrics like overall equipment effectiveness and capacity utilization.
Cost Structure Analysis of Hindustan Unilever LimitedSunny Agarwal
The document analyzes the cost structure of Hindustan Unilever Limited (HUL) over several years. It finds that HUL's cost structure consists of 18% fixed costs and 82% variable costs. Advertising is the largest fixed cost at 14% of total costs. Raw materials are the largest variable cost at 34% of total costs. Compared to peer Procter & Gamble, HUL spends more on advertising and less on royalties and outsourced professional jobs. The document also performs a breakeven analysis and contribution volume profit (CVP) analysis for HUL.
MPROVING WORKING ENVIRONMENT AND PRODUCTIVITY OF A SEWING FLOOR IN RMG INDUSTRYSharif Mrh
This document is an assignment submitted by 5 students from Shanto-Mariam University of Creative Technology in Dhaka, Bangladesh. The assignment focuses on implementing Kaizen techniques to improve the working environment and productivity of a sewing floor in an RMG (ready-made garments) industry. Key points:
- Kaizen techniques like 5S, reducing work in progress, and identifying/addressing top defects were implemented.
- Defects decreased from 134 to 51 per hundred units and work in progress decreased from 152 to 106 after implementation.
- Problems identified included low employee motivation and turnover. Recommendations included training and incentive plans.
- In conclusion, Kaizen implementation significantly improved productivity,
The document discusses key concepts in managerial accounting including:
1) The distinguishing features of managerial accounting such as its focus on decision making and strategic cost management.
2) The three broad functions of management: planning, directing, and controlling.
3) The three classes of manufacturing costs: direct materials, direct labor, and manufacturing overhead.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
BCG Matrix, GE matrix, SWOT analysis, porters 5 Generic model, Value chain analysis, Sustainable competitive advantage,
this is all for study purpose only.....
no other intention....
This document provides an overview of operations management. It defines operations management as the set of activities that create value through transforming inputs into outputs. Key concepts discussed include the four main organizational functions, why studying operations management is important, a brief history of the field, and examples of critical decisions operations managers must make. Productivity is also addressed, including how it is measured and its importance for improving standards of living. The document notes how challenges in operations management have changed over time due to various factors, with current focuses including ethics, globalization, sustainability, and supply chain partnering.
Five ways to improve productivity at the construction siteVikaslal2006
There are five major ways for a construction company to improve productivity:
1. Analyze the construction process in detail to identify barriers and set benchmarks for improvement.
2. Improve planning to mitigate delays from changes and unnecessary waits.
3. Train supervisors and crews in management principles and productivity techniques.
4. Employ new technologies like scheduling software and efficient equipment for an immediate return.
5. Communicate that increasing productivity is everyone's job and enlist workers' suggestions.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
The document is a project report submitted by Mr. S.Suresh to SV College in partial fulfillment of an MBA degree. It studies inventory control management at Bharat Heavy Plate & Vessels Ltd in Visakhapatnam. The report contains chapters on company profile, industry profile, theoretical framework of inventory capital management, analysis and interpretation, findings and conclusions. The objective is to analyze the materials and inventory control section and suggest ways to reduce inventory holding at BHPV Ltd.
The document provides an overview of cost categories for a manufacturing firm. It discusses direct materials, direct labor, and manufacturing overhead as the three main categories of manufacturing costs. It also discusses non-manufacturing or period costs like selling and administrative costs. Key issues around classifying costs as direct labor or overhead are explored. The flow of costs through raw materials, work in process, and finished goods inventory is explained. Variable and fixed costs are defined in relation to a firm's activity level.
This document provides an overview of managerial accounting concepts. It defines managerial accounting as accounting that provides economic and financial information for internal users like managers. It identifies the three broad functions of management as planning, directing, and controlling. It defines the three classes of manufacturing costs as direct materials, direct labor, and manufacturing overhead. It distinguishes between product costs and period costs, and explains the differences between merchandising and manufacturing income statements and balance sheets.
LO16-1 through LO16-5EXERCISE 16.1Accounting TerminologyLi.docxSHIVA101531
LO16-1 through LO16-5
EXERCISE 16.1
Accounting Terminology
Listed below are eight technical accounting terms introduced or emphasized in this chapter: Listed below are eight technical accounting terms introduced or emphasized in this chapter:
1) Work in Process
2) Inventory
3) Cost of finished goods manufactured
4) Conversion costs
5) Cost of Goods Sold
6) Period costs
7) Management accounting
8) Product costs
9) Manufacturing overhead
Each of the following statements may (or may not) describe one of these technical terms. For each statement, indicate the accounting term described, or answer “None” if the statement does not correctly
describe any of the terms.
a. The preparation and use of accounting information designed to assist managers in planning and controlling the operations of a business.
b. All manufacturing costs other than direct materials used and direct labor.
c. Direct materials and direct labor used in manufacturing a product.
d. A manufacturing cost that can be traced conveniently and directly to manufactured units of product.
e. The account debited at the time that the Manufacturing Overhead account is credited.
f. The amount transferred from the Work in Process Inventory account to the Finished Goods Inventory account.
g. Costs that are debited directly to expense accounts when the costs are incurred.
EXERCISE 16.2 (LO16-2)
Basic Types of
Manufacturing Costs
Into which of the three elements of manufacturing cost would each of the following be classified?
a. Tubing used in manufacturing bicycles.
b. Wages paid by an automobile manufacturer to employees who test-drive completed automobiles.
c. Property taxes on machinery.
d. Gold bullion used by a jewelry manufacturer.
e. Wages of assembly-line workers who package frozen food.
f. Salary of plant superintendent.
g. Electricity used in factory operations.
h. Salary of a nurse in a factory first-aid station.
EXERCISE 16.3 (LO16-3 & LO16-5)
Product Costs
and Period Costs
Indicate whether each of the following should be considered a product cost or a period cost. If you identify the item as a product cost, also indicate whether it is a direct or an indirect cost. For example, the answer to item 0 is “indirect product cost.” Begin with item a.
0. Property taxes on factory building.
a. Cost of disposal of hazardous waste materials to a chemical plant.
b. Amounts paid by a mobile home manufacturer to a subcontractor who installs plumbing in each mobile home.
c. Depreciation on sales showroom fixtures.
d. Salaries of security guards in an administrative office building.
EXERCISE 16.6 (LO16-3 & LO16-5)
Flow of Costs through
Manufacturing Accounts
The Ryde and Rowe Inc. had the following account balances as of January 1:
Direct Materials Inventory . . . .. . . . . . . . . . . . . . . . . . . . . . . . . $ 89,200
Work in Process Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178,400
Fin ...
This document provides an introduction to managerial accounting and cost concepts. It defines key terms such as direct costs, indirect costs, product costs, period costs, cost drivers, cost behavior, and classifications of costs as either variable or fixed. Cost behavior is explained as how costs are affected by and change with business activity levels. Cost drivers are the specific activity measures that cause costs to change, such as labor hours or machine hours. Variable costs change directly with changes in the cost driver, while fixed costs remain unchanged within the relevant range of activity.
1) Management accounting provides information to internal decision-makers to help plan, evaluate and control an organization. It focuses on efficiency, productivity and quality of operating functions.
2) Cost accounting is a narrow application of management accounting that determines the cost of individual units of product. Financial accounting provides information to external parties like shareholders.
3) Direct costs can be traced to a specific cost object like a product or department. Indirect costs support multiple cost objects and can't be directly traced. Manufacturing overhead includes costs of operating a factory besides direct materials and labor.
Managerial accounting provides information to managers within an organization to help plan and control operations, while financial accounting provides information to external parties to aid in financial decisions. Some key differences between the two include users, time focus, requirements to follow GAAP, and emphasis on either verifiability or relevance for decision making. Cost accounting involves classifying and analyzing costs to determine the costs of products, services, or other cost objects. Important cost accounting concepts include direct and indirect costs, product versus period costs, and inventory flows through raw materials, work in process, and finished goods.
The document discusses various concepts related to productivity including technical, social, economic, management, and integrated concepts. It defines productivity as the ratio of output to input and discusses how to measure and improve productivity at the enterprise and workplace levels using techniques like Lean Manufacturing, Kaizen, Six Sigma, 5S principles, Pareto analysis, Ishikawa diagrams, check sheets and histograms.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
The document is a student's assignment submission for an MBA course on operations management. It analyzes the operational management practices of IKEA that have led to the company's global success. It discusses IKEA's production processes, organizational development including e-commerce and ERP systems, lean operations using RFID technology, quality control measures, long-term supplier relationships, capacity planning, and factors driving changes in its operations. The assignment contains an executive summary, introduction, company overview section, and analyses various aspects of IKEA's operations before concluding.
Designed Precision Castings-Project Report (1)Kushal Gandhi
This document outlines a project to optimize the layout of Designed Precision Castings' manufacturing facility. The objectives are to streamline the production process, minimize material handling costs and space requirements, and improve throughput by implementing lean principles.
The report analyzes the current facility layout using distance-based approaches like the pairwise exchange method. An optimal layout is proposed which could reduce material handling costs by 20%. Lean manufacturing methodologies are also assessed for compatibility with the production line. Additional recommendations include designing a new storage area, drafting a fire exit plan, and researching innovative material handling technologies.
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration.
Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
This document provides an overview of key concepts in managerial accounting. It begins by listing six learning objectives, including explaining distinguishing features of managerial accounting, identifying management's three broad functions, and defining manufacturing costs. It then discusses topics like the functions of management in planning, directing, and controlling; the three classes of manufacturing costs; and the differences between product and period costs. The document also summarizes how a manufacturing income statement differs from a merchandising statement and how the cost of goods manufactured is determined. Diagrams and examples are provided to illustrate key concepts.
Improvement of Operational Performance through Value Stream Mapping and Yamaz...Shohag Prodhan
The document discusses improving operational performance in Bangladesh's ready-made garment industry through balancing production line cycle times. It proposes combining value stream mapping and Yamazumi charts to identify wastes, balance lines, and enhance efficiency. The approach is tested on a case study, finding it effective at reducing non-value-added activities, parallelizing workstations, merging workstations, and improving metrics like overall equipment effectiveness and capacity utilization.
Cost Structure Analysis of Hindustan Unilever LimitedSunny Agarwal
The document analyzes the cost structure of Hindustan Unilever Limited (HUL) over several years. It finds that HUL's cost structure consists of 18% fixed costs and 82% variable costs. Advertising is the largest fixed cost at 14% of total costs. Raw materials are the largest variable cost at 34% of total costs. Compared to peer Procter & Gamble, HUL spends more on advertising and less on royalties and outsourced professional jobs. The document also performs a breakeven analysis and contribution volume profit (CVP) analysis for HUL.
MPROVING WORKING ENVIRONMENT AND PRODUCTIVITY OF A SEWING FLOOR IN RMG INDUSTRYSharif Mrh
This document is an assignment submitted by 5 students from Shanto-Mariam University of Creative Technology in Dhaka, Bangladesh. The assignment focuses on implementing Kaizen techniques to improve the working environment and productivity of a sewing floor in an RMG (ready-made garments) industry. Key points:
- Kaizen techniques like 5S, reducing work in progress, and identifying/addressing top defects were implemented.
- Defects decreased from 134 to 51 per hundred units and work in progress decreased from 152 to 106 after implementation.
- Problems identified included low employee motivation and turnover. Recommendations included training and incentive plans.
- In conclusion, Kaizen implementation significantly improved productivity,
The document discusses key concepts in managerial accounting including:
1) The distinguishing features of managerial accounting such as its focus on decision making and strategic cost management.
2) The three broad functions of management: planning, directing, and controlling.
3) The three classes of manufacturing costs: direct materials, direct labor, and manufacturing overhead.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
BCG Matrix, GE matrix, SWOT analysis, porters 5 Generic model, Value chain analysis, Sustainable competitive advantage,
this is all for study purpose only.....
no other intention....
This document provides an overview of operations management. It defines operations management as the set of activities that create value through transforming inputs into outputs. Key concepts discussed include the four main organizational functions, why studying operations management is important, a brief history of the field, and examples of critical decisions operations managers must make. Productivity is also addressed, including how it is measured and its importance for improving standards of living. The document notes how challenges in operations management have changed over time due to various factors, with current focuses including ethics, globalization, sustainability, and supply chain partnering.
Five ways to improve productivity at the construction siteVikaslal2006
There are five major ways for a construction company to improve productivity:
1. Analyze the construction process in detail to identify barriers and set benchmarks for improvement.
2. Improve planning to mitigate delays from changes and unnecessary waits.
3. Train supervisors and crews in management principles and productivity techniques.
4. Employ new technologies like scheduling software and efficient equipment for an immediate return.
5. Communicate that increasing productivity is everyone's job and enlist workers' suggestions.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
The document is a project report submitted by Mr. S.Suresh to SV College in partial fulfillment of an MBA degree. It studies inventory control management at Bharat Heavy Plate & Vessels Ltd in Visakhapatnam. The report contains chapters on company profile, industry profile, theoretical framework of inventory capital management, analysis and interpretation, findings and conclusions. The objective is to analyze the materials and inventory control section and suggest ways to reduce inventory holding at BHPV Ltd.
The document provides an overview of cost categories for a manufacturing firm. It discusses direct materials, direct labor, and manufacturing overhead as the three main categories of manufacturing costs. It also discusses non-manufacturing or period costs like selling and administrative costs. Key issues around classifying costs as direct labor or overhead are explored. The flow of costs through raw materials, work in process, and finished goods inventory is explained. Variable and fixed costs are defined in relation to a firm's activity level.
This document provides an overview of managerial accounting concepts. It defines managerial accounting as accounting that provides economic and financial information for internal users like managers. It identifies the three broad functions of management as planning, directing, and controlling. It defines the three classes of manufacturing costs as direct materials, direct labor, and manufacturing overhead. It distinguishes between product costs and period costs, and explains the differences between merchandising and manufacturing income statements and balance sheets.
LO16-1 through LO16-5EXERCISE 16.1Accounting TerminologyLi.docxSHIVA101531
LO16-1 through LO16-5
EXERCISE 16.1
Accounting Terminology
Listed below are eight technical accounting terms introduced or emphasized in this chapter: Listed below are eight technical accounting terms introduced or emphasized in this chapter:
1) Work in Process
2) Inventory
3) Cost of finished goods manufactured
4) Conversion costs
5) Cost of Goods Sold
6) Period costs
7) Management accounting
8) Product costs
9) Manufacturing overhead
Each of the following statements may (or may not) describe one of these technical terms. For each statement, indicate the accounting term described, or answer “None” if the statement does not correctly
describe any of the terms.
a. The preparation and use of accounting information designed to assist managers in planning and controlling the operations of a business.
b. All manufacturing costs other than direct materials used and direct labor.
c. Direct materials and direct labor used in manufacturing a product.
d. A manufacturing cost that can be traced conveniently and directly to manufactured units of product.
e. The account debited at the time that the Manufacturing Overhead account is credited.
f. The amount transferred from the Work in Process Inventory account to the Finished Goods Inventory account.
g. Costs that are debited directly to expense accounts when the costs are incurred.
EXERCISE 16.2 (LO16-2)
Basic Types of
Manufacturing Costs
Into which of the three elements of manufacturing cost would each of the following be classified?
a. Tubing used in manufacturing bicycles.
b. Wages paid by an automobile manufacturer to employees who test-drive completed automobiles.
c. Property taxes on machinery.
d. Gold bullion used by a jewelry manufacturer.
e. Wages of assembly-line workers who package frozen food.
f. Salary of plant superintendent.
g. Electricity used in factory operations.
h. Salary of a nurse in a factory first-aid station.
EXERCISE 16.3 (LO16-3 & LO16-5)
Product Costs
and Period Costs
Indicate whether each of the following should be considered a product cost or a period cost. If you identify the item as a product cost, also indicate whether it is a direct or an indirect cost. For example, the answer to item 0 is “indirect product cost.” Begin with item a.
0. Property taxes on factory building.
a. Cost of disposal of hazardous waste materials to a chemical plant.
b. Amounts paid by a mobile home manufacturer to a subcontractor who installs plumbing in each mobile home.
c. Depreciation on sales showroom fixtures.
d. Salaries of security guards in an administrative office building.
EXERCISE 16.6 (LO16-3 & LO16-5)
Flow of Costs through
Manufacturing Accounts
The Ryde and Rowe Inc. had the following account balances as of January 1:
Direct Materials Inventory . . . .. . . . . . . . . . . . . . . . . . . . . . . . . $ 89,200
Work in Process Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178,400
Fin ...
This document provides an introduction to managerial accounting and cost concepts. It defines key terms such as direct costs, indirect costs, product costs, period costs, cost drivers, cost behavior, and classifications of costs as either variable or fixed. Cost behavior is explained as how costs are affected by and change with business activity levels. Cost drivers are the specific activity measures that cause costs to change, such as labor hours or machine hours. Variable costs change directly with changes in the cost driver, while fixed costs remain unchanged within the relevant range of activity.
1) Management accounting provides information to internal decision-makers to help plan, evaluate and control an organization. It focuses on efficiency, productivity and quality of operating functions.
2) Cost accounting is a narrow application of management accounting that determines the cost of individual units of product. Financial accounting provides information to external parties like shareholders.
3) Direct costs can be traced to a specific cost object like a product or department. Indirect costs support multiple cost objects and can't be directly traced. Manufacturing overhead includes costs of operating a factory besides direct materials and labor.
Managerial accounting provides information to managers within an organization to help plan and control operations, while financial accounting provides information to external parties to aid in financial decisions. Some key differences between the two include users, time focus, requirements to follow GAAP, and emphasis on either verifiability or relevance for decision making. Cost accounting involves classifying and analyzing costs to determine the costs of products, services, or other cost objects. Important cost accounting concepts include direct and indirect costs, product versus period costs, and inventory flows through raw materials, work in process, and finished goods.
Introduction to Managerial Accounting and Cost ConceptsViệt Hoàng Dương
The document provides an overview of managerial accounting concepts including the four functions of management, planning and control cycles, classifications of manufacturing costs, and distinctions between product and period costs. It defines direct materials, direct labor, and manufacturing overhead as the three basic manufacturing cost categories. Product costs include direct materials, direct labor, and manufacturing overhead, and are recorded in inventory accounts. Period costs are expensed on the income statement as incurred rather than included in inventory.
The document also discusses the schedule of cost of goods manufactured, which calculates manufacturing costs to determine the cost of goods produced during a period. It distinguishes between variable costs, which change with activity levels, and fixed costs, which remain constant with changes in activity.
Hemant Industries was founded in 1971 in Baroda, India and originally produced ball valves and other industrial supplies. Over time, the company expanded its product line to include safety equipment like air movers and flange guards to meet rising customer needs. The document discusses Hemant Industries' products and manufacturing cost accounting practices, including the classification of direct, indirect, and overhead costs. It also covers cost allocation, apportionment, and absorption methods used to determine the full cost of goods produced.
Direct materials used, direct labor cost, prepare statement of wip, prepare income statement. The document provides information on materials purchased and on hand at the beginning and end of the year, as well as direct labor hours worked and costs. It requests the calculation of direct materials used, direct labor cost, and the preparation of a statement of work in process and income statement.
The document discusses the art of costing and provides definitions and explanations of different types of costs that make up the total cost of a product. It defines direct material costs, direct labor costs, processing costs, investment costs, organization costs, and profit. It explains that direct material costs refer to the identifiable materials used in production. Direct labor costs refer to payroll that can be assigned to manufacturing a product. Processing costs are incurred from the technology and processes used in production. Investment costs refer to the portion of initial investment allocated to a product. Organization costs are indirect costs like R&D, sales, marketing, and administration. Profit is the incentive for stakeholders and should be earned in good years to cover bad years. The document aims
This document provides an overview of cost estimation and costing. It defines estimation as calculating expected costs before production, while costing determines actual costs after production. The key stages of estimating procedure are discussed, including determining design, materials, labor, overhead costs, and profit. Objectives of estimating include establishing policies and prices. Factory overheads, administrative expenses, and selling expenses are also explained. Methods of costing and important elements of cost like materials, labor, and expenses are outlined.
This document provides the questions and answers to the ACC 349 Final Exam from July 2016. It includes 50 multiple choice questions covering topics like job order costing, absorption costing, activity-based costing, budgeting, and decision making. The document encourages students to purchase the answers to the exam questions.
This document provides the questions and answers to the ACC 349 Final Exam from July 2016. It includes 50 multiple choice questions covering topics like job order costing, absorption costing, variable costing, budgeting, standard costs, and decision making. The document provides a full solution key for studying for or cheating on the ACC 349 Final Exam.
This document provides the questions and answers to the ACC 349 Final Exam from July 2016. It includes 50 multiple choice questions covering topics like job order costing, absorption costing, activity-based costing, budgeting, and decision making. The document encourages students to purchase the answers to the exam questions.
This document provides the questions and answers to the ACC 349 Final Exam from July 2016. It includes 50 multiple choice questions covering topics like job order costing, absorption costing, activity-based costing, budgeting, and decision making. The document encourages students to purchase the answers to the exam questions.
Vikash Industries currently uses a traditional costing method that overcosts products. The study aims to identify activities involved in manufacturing a product and allocate costs more accurately using activity-based costing (ABC). ABC was implemented and costs were traced to activities and assigned drivers. Results found the traditional method overcosts the product by Rs. 6.82 per unit while ABC more accurately calculates the cost as Rs. 136.68 per unit. The study recommends Vikash Industries adopt ABC to better control costs and integrate with continuous improvement programs. ABC will provide more accurate product costs to support decision-making.
1. Managerial accounting provides information to managers inside a company to help with planning, controlling, and decision making, while financial accounting provides information to external parties like creditors and regulators.
2. There are two main formats for the income statement - the traditional format which classifies all costs as expenses, and the contribution format which separates costs into fixed and variable categories to help managers.
3. The contribution format shows contribution margin and is more useful for management decision making as it highlights the impact of changes in sales volume on operating income.
The document provides an introduction to managerial accounting and cost concepts. It discusses the differences between managerial and financial accounting, the planning and control cycle used by managers, classifications of costs as fixed or variable, and the flow of costs through the production process for a manufacturer. Key aspects covered include direct and indirect costs, product versus period costs, inventory flows, and calculating costs of goods manufactured and costs of goods sold.
Stock market efficiency of pakistan stock exchange a review of literature fro...Fiaz Ahmad
This document contains the literature review on Stock market efficiency of Pakistan stock exchange from 1995 2018. This will be helpful for the Investors and the researchers as well
Human resource practices in pakistan a case of adamjee insurance company limitedFiaz Ahmad
This is a complete project for Principal of Human Resource management Students. it address the all basic concepts of Human Resource management and how Adamjee Insurance implementing these concepts in day to day Operations.
Human resource practices in pakistan a case of adamjee insurance company limitedFiaz Ahmad
This is a complete project for Principal of Human Resource management Students. it address the all basic concepts of Human Resource management and how Adamjee Insurance implementing these concepts in day to day Operations.
Firms management in pakistan a case of adamjee insurance company limited.pdfFiaz Ahmad
This is a complete project for Principal of management Students. it address the all basic concepts of management and how Adamjee Insurance implementing these concepts in day to day Operations.
Firms management in Pakistan a case of Adamjee insurance company LimitedFiaz Ahmad
This is a complete project for Principal of management Students. it address the all basic concepts of management and how Adamjee Insurance implementing these concepts in day to day Operations.
Corporate Governance Pactices in Pakistan; A case of Adamjee and Atlas Insura...Fiaz Ahmad
This document contains the basic Corporate Governance concepts implications in two big insurance firms in Pakistan. How the take advantage of Corporate Governance.
Capital and Revenue Expenditure (income tax law)Fiaz Ahmad
The document discusses the differences between capital and revenue expenditures and receipts. Revenue expenditures do not create permanent assets, while capital expenditures do. Purchasing fixed assets like land or buildings constitutes a capital expenditure, while repairing machinery is a revenue expenditure. Receiving money from the sale of a fixed asset used for business is a capital receipt, while money from selling stock is a revenue receipt. Money received for completely surrendering a right like a copyright is a capital receipt, while money received for temporary use of a right is a revenue receipt.
Business taxation introducation and historyFiaz Ahmad
The document discusses taxation in Pakistan. It provides historical background on taxation practices in ancient Egypt, Greece, and the Roman Empire. It then outlines Pakistan's current tax system, including the main taxes like income tax and sales tax. It notes that income tax is governed by the Income Tax Ordinance of 2001 and applies progressive personal and corporate income tax rates. The document also provides some statistics on Pakistan's tax system, like only 1.9 million people filing tax returns in 2014 out of a population of 190 million.
Basic concept and definition related to income taxFiaz Ahmad
The document defines key terms related to income tax law in Pakistan. It discusses concepts like taxable income, total income, and residence as it relates to tax law. It also outlines several important sections of tax law, defining terms such as accumulated profit, appellate tribunal, approved gratuity fund, pension scheme, and more. The document provides definitions for these tax-related terms to clarify their meanings in the context of Pakistan's income tax code.
Chapter 18:International Managerial FinanceFiaz Ahmad
The document provides an overview of key topics in international managerial finance covered in Chapter 18, including taxes, accounting practices, risk, international capital markets, and how operating in different countries can affect capital structure. It discusses templates and study guides available for the chapter. The answers to review questions cover topics like international trade agreements, joint ventures, foreign tax considerations, the Euromarkets, translating foreign subsidiary financial statements, foreign exchange rates, political risk, repatriating cash flows, and international business combinations. Case studies and problems provide examples of assessing foreign direct investments and calculating costs of capital and net present values for projects in other countries.
Chapter 10: Risk and Refinements In Capital BudgetingFiaz Ahmad
This document provides an overview and summary of Chapter 10 from the textbook "Principles of Managerial Finance" by Lawrence J. Gitman. Chapter 10 expands on capital budgeting techniques by considering risk factors such as sensitivity analysis, scenario analysis, and simulation. It also examines evaluating international projects and risk adjustment methods like certainty equivalents and risk-adjusted discount rates. The document provides learning resources for students on these topics, including a problem solver, study guide examples, and answers to review questions from the chapter.
This document provides an overview and study guide for Chapter 9 of the textbook "Principles of Managerial Finance" which covers capital budgeting techniques. It discusses net present value (NPV), internal rate of return (IRR), payback period, and risk-adjusted discount rates. It provides examples and solutions to problems involving calculating NPV, IRR, and payback period for capital budgeting projects. Answers to review questions on these techniques are also included to help students learn the concepts.
This chapter discusses risk and return, including measuring risk for single and multiple assets, the effects of diversification, and international diversification. It then introduces the Capital Asset Pricing Model (CAPM) as a tool for valuing securities based on their non-diversifiable risk compared to the market. The chapter materials include study guides, practice problems, and answers to review questions about key concepts such as beta, diversification, systematic and unsystematic risk, and how the CAPM links risk and required return.
The document discusses sources of income and business practices that are permissible and prohibited in Islam. It provides verses from the Quran indicating that any source of income is allowed if it benefits all parties justly, but bribery, theft, fraud, gambling, alcohol, and interest are forbidden. The document outlines moral directives for Muslims in business including honest measurements and weights, not hoarding wealth, and documenting debts. It emphasizes the importance of charity through paying zakat and prioritizing the needs of dependents. Entrepreneurship is encouraged over dependency, and social responsibility to the community is important through charitable acts that benefit people, animals and the environment. Contentment with wealth rather than vast riches is emphasized.
This document provides an introduction to cost accounting. It defines cost as a monetary measurement of resources used for production and defines cost accounting as the process of classifying and analyzing expenditures to determine the total cost of a unit of production. The objectives of cost accounting are to ascertain costs under different situations, determine selling prices, control efficiency, and provide a basis for operating policies. Cost accounting is described as a branch of knowledge, a science, an art, and a profession. The scope of cost accounting includes cost ascertainment, accounting, control, reporting, and auditing.
Management accounting relates to using cost information gathered by cost accounting to aid in decision making. It provides information for planning, control, and performance measurement. Management accounting is concerned with internal reporting and decision making, while financial accounting provides information externally. Management accounting is derived from cost and financial accounting and aids both short and long term planning, while cost accounting focuses on cost ascertainment and allocation. Costs can be classified in various ways, including by element, nature, behavior, function, and time. Costs relevant for management decision making include marginal cost, differential cost, opportunity cost, and replacement cost.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Basic Cost categories and Concepts for a Manufacturing firm
1. Cost Accounting For
Manufacturing firm
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 1
Fiaz Ahmad, Center for Research
and Development Minhaj University
Lahore
2. OVERVIEW OF COST CATEGORIES
FOR A MANUFACTURING FIRM
All costs incurred by the firm must be accounted for in its
financial statements
MANUFACTURING COSTS
Direct Labor (DL)
Direct Materials (DM)
Overhead (OH)
Indirect Materials
Indirect Labor
Other
NON-MANUFACTURING COSTS
Marketing or Selling Costs
Administrative Costs
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3. MANUFACTURING COSTS
1. Direct Materials (DM)
Materials that are consumed in the
manufacturing process and physically
incorporated in the finished product
Materials whose cost is sufficiently large to
justify the record keeping expenses
necessary to trace the costs to individual
products Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 3
4. 2. Direct Labor (DL)
Labor time that is physically traceable to
the products being manufactured
Labor time whose cost is sufficiently large
to justify the record keeping expenses
necessary to trace the costs to individual
products
Example:
Direct labor for manufacturing Honda
Accords
Line workers, robot operators, painters,
assembly workers
Any labor probably not included in direct
labor?
MANUFACTURING COSTS
Fiaz Ahmad, Center for Research and
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5. Key issues in determining direct labor
Is idle time generally considered as direct
labor? Why or why not?
Usually not. It is not usually due to one
product, hence it is not traceable
What are the typical fringe benefits an
assembly line worker receives?
Health insurance, pension plan, disability
insurance
Is the cost of fringe benefits for the assembly
line workers generally considered direct
labor?
Usually yes, the costs can be tracedFiaz Ahmad, Center for Research and
Development Minhaj University Lahore 5
6. Key issues in determining direct
labor
When an assembly line worker works
overtime, he/she is paid a regular wage plus
an overtime premium. Would most
companies treat his/her regular wage as a
direct labor cost?
Yes, the amount of time an employee works
can be traced to the products.
What about the overtime premium?
Treated as OH, cannot be traced to a
specific product.
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 6
7. 3. Manufacturing Overhead (OH)
All of costs of manufacturing excluding direct
materials and direct labor
a. Indirect Materials (IM) – Materials, used in
the manufacturing of products, which are
difficult to trace to particular products in an
economical way
Glue, nails, cleaning supplies
b. Indirect Labor (IL) – Labor, used in the
manufacturing of products, which is difficult to
trace to particular products in an economical
way
Wages for maintenance workers, factory
supervisor’s salary, idle time
MANUFACTURING COSTS
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8. MANUFACTURING COSTS
C. All other types of manufacturing
overhead
Depreciation on machinery,
depreciation on factory building,
factory insurance, utilities for factory
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 8
9. NON-MANUFACTURING COSTS
1. Marketing or Selling Costs – Costs
incurred in securing orders from
customers and providing customers
with the finished product
Sales commissions, costs of shipping
products to customers, storage of
finished goods, depreciation of selling
equipment (cash register)
2. Administrative Costs – Executive,
organizational, and clerical costs thatFiaz Ahmad, Center for Research and
Development Minhaj University Lahore 9
10. Classification Exercise
Classify the following cost items
Depreciation on factory building
Depreciation on office equipment
Property tax on finished goods warehouse
Wages paid to forklift operator in finished
goods warehouse
Wages paid to forklift operator in factory
Wages paid to welders when welding
equipment is not working
Paper used in textbook production
Paper used in central office computer
Wages paid to assembly line workers
Maintenance cost for machines
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Development Minhaj University Lahore 10
11. OTHER COST CONCEPTS
Product Costs or Inventoriable Costs – costs assigned to
products that were either purchased for resale
(merchandising firm or retailer) or manufactured for sale
(manufacturing firm)
When products are sold, product costs are recognized as
an expense (cost of goods sold or COGS). The costs of
unsold products remain in inventory and are not expensed
(i.e. not deducted from revenue in calculating net income)
Period Costs – costs that are not product costs and that are
associated with the period in which they are incurred
Period costs such as selling and administrative costs are
expensed (i.e. deducted from revenue in calculating net
income) in the period they are incurred
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 11
12. Product Costs Versus Period
Costs
Expense
Income
Statement
Inventory
Cost of
Goods Sold
Balance
Sheet
Income
Statement
Sale
Product costs include
direct materials, direct
labor, and
manufacturing
overhead.
Period costs are not
included in product
costs. They are
expensed on the
income statement.
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 12
13. Quick Check
Which of the following costs would be
considered a period rather than a
product cost in a manufacturing
company?
A. Manufacturing equipment depreciation.
B. Property taxes on corporate
headquarters.
C. Direct materials costs.
D. Electrical costs to light the production
facility.
E. Sales commissions. Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 13
14. Costs Related to Decision Making
Opportunity Costs - costs when taking one
action requires giving up the opportunity to
earn profits from a different action
Nike Inc. has limited production capacity.
What would be Nike’s opportunity cost of
accepting a special order from the military
for combat boots?
If Nike accepts the special order, they may
not be able to produce enough product forFiaz Ahmad, Center for Research and
Development Minhaj University Lahore 14
15. Costs Related to Decision Making
Incremental Costs or Differential Costs –
additional costs incurred when choosing a
certain course of action over another (Note
that incremental costs can include
opportunity costs)
What would be Macy’s incremental costs of
expanding its fragrance department and
shrinking its accessories department?
The costs of stocking and staffing the newFiaz Ahmad, Center for Research and
Development Minhaj University Lahore 15
16. Costs Related to Decision Making
Incremental Benefits or Differential Benefits – additional benefits
reaped when choosing a certain course of action over another
What would be Macy’s incremental benefits of expanding its
fragrance department and shrinking its accessories department?
Profits Macy’s expects to earn on the new fragrances it
displays/stocks
Sunk Costs – Costs that have been incurred and that are not
affected by any current/future action
What would be considered sunk cost if Macy’s decides to expand
its fragrance department and shrink its accessories department?
Depreciation on the building, cost of the building
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 16
17. COST FLOWS IN A MANUFACTURING
COMPANY
3. Inputs such as labor and capital
equipment are also incurred to make
the product. The costs of all the
inputs used in the manufacturing
facilities are recorded in WORK IN
PROCESS INVENTORY
4. As products are finished, they are
moved to finished goods warehouse
and their costs are recorded in
FINISHED GOODS (FG)
INVENTORY
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Development Minhaj University Lahore 17
18. COST FLOWS IN A MANUFACTURING
COMPANY
RAW MATERIALS INVENTORY
Beg. Bal. - RM Materials used in Production (DM)
Materials Purchased
End. Bal. - RM
WORK IN PROCESS INVENTORY
Beg. Bal. - WIP
DM
Cost of Goods Manufactured
(COGM)
DL
OH
End. Bal. - WIP
FINISHED GOODS INVENTORY
Beg. Bal. - FG Cost of Goods Sold (COGS)
COGM
End. Bal. - FG
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19. THE INVENTORY
EQUATION
Beginning Inventory
+
Additions to Inventory
=
Ending Inventory
+
Items Removed from Inventory
The inventory equation allows us to put together the following schedules:
Schedule of Total Manufacturing Costs
(of the period)
Schedule of Cost of Goods Manufactured
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20. Quick Check
If your inventory balance at the
beginning of the month was $1,000,
you bought $100 during the month,
and sold $300 during the month,
what would be the balance at the end
of the month?
A. $1,000.
B. $ 800.
C. $1,200.
D. $ 200.
$1,000 + $100 = $1,100
$1,100 - $300 = $800
Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 20
21. Quick Check
Beginning raw materials inventory
was $32,000. During the month,
$276,000 of raw material was
purchased. A count at the end of
the month revealed that $28,000 of
raw material was still present.
What is the cost of direct material
used?
A. $276,000
B. $272,000
C. $280,000 Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 21
22. Quick Check
Beginning work in process was
$125,000. Manufacturing costs
incurred for the month were
$835,000. There were $200,000 of
partially finished goods remaining in
work in process inventory at the
end of the month. What was the
cost of goods manufactured during
the month?
A. $1,160,000
B. $ 910,000
C. $ 760,000 Fiaz Ahmad, Center for Research and
Development Minhaj University Lahore 22
23. Variable and Fixed Costs
Activity – a quantitative measure of a firm’s output of goods or
services
Number of Chrysler vans
Pairs of Nike shoes
Tons of cement produced
Variable Costs – costs that change proportionately (in total) with the
activity level within a relevant range of activity
Fixed Costs – costs that do not change in total as activity level
changes within a relevant range of activity
Example: Publishing a magazine
Variable costs Fixed Costs
Cost of paper Rent on building
Cost of ink Salaries to reporters
Sales Commissions Depreciation on printing equipment
Cost of lubricants for machine
Cost of operating press
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Development Minhaj University Lahore 23
24. Total Variable and Fixed
Costs
Total Variable Cost
Number of units Number of units
Total Fixed Cost
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Development Minhaj University Lahore 24
25. Per Unit Variable Cost
Number of units Number of units
Per Unit Fixed Cost
Variable and Fixed Costs Per
Unit
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Development Minhaj University Lahore 25
26. Relevant Range
The range of activity within which the firm’s cost structure (i.e.
variable cost per unit and total fixed cost) remains unchanged
Publishing a small number of magazines (cost structure of a
small publisher)
Total Variable Cost
Number of units
Total Fixed Cost
Number of unitsRelevant Range Relevant Range
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27. Total Costs
To get total costs you need to add
variable costs and fixed costs
Total Cost
Number of units
Fixed costs
The Slope is the
variable cost per
unit
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Development Minhaj University Lahore 27