This document provides an overview of cost accounting, including definitions, objectives, functions, importance, classification of costs, elements of costs, and inventory control techniques. It discusses key cost accounting concepts such as cost centers, profit centers, cost sheets, and different wage systems. The key points are:
1) Cost accounting is the application of accounting and costing principles to ascertain costs and analyze savings/excess costs compared to previous experience or standards.
2) The objectives of cost accounting include cost ascertainment, determining selling prices, cost control and reduction, and assisting management decision making.
3) Costs can be classified in various ways such as by nature, function, variability, and controllability. Inventory control
1. Inventory management involves determining appropriate inventory levels and replenishment policies to balance inventory holding costs, ordering costs, and the need to meet customer demand.
2. Key aspects of inventory management include classifying inventory items, determining economic order quantities, setting reorder points, and using periodic or continuous review systems.
3. The goals of effective inventory management are to provide good customer service while minimizing total inventory costs.
This document provides details of a 2-day training program on strategic procurement. The training aims to help procurement professionals understand the strategic aspects of the purchase function and how it impacts the business. The program covers topics such as the traditional vs new age procurement, elements of strategic procurement, total cost of ownership concept, and key performance indicators to measure the procurement function. The training uses indigenous concepts developed by the faculty to provide unique insights not found elsewhere.
- Inventory management is important as it constitutes a significant part of current assets and requires considerable funds. Effective inventory management is needed to avoid unnecessary investment and improve long-term profitability.
- There are various techniques for inventory management including ABC analysis to classify inventory, setting stock levels like maximum, minimum, and average levels, economic order quantity formula to determine optimal order sizes, and safety stock to prevent stockouts.
- Inventory management aims to balance ordering costs, carrying costs, and stockout costs to minimize total costs through techniques like selective inventory control, reorder points, and application of computer systems for inventory tracking.
This document discusses inventory management and control in production and operations. It begins with introducing inventory and inventory systems. It then covers various inventory management topics like types and classification of inventory, inventory control tools, valuation methods, economic order quantity, reorder point, economic production quantity, ABC analysis, and Just in Time systems. The document compares the Japanese and US approaches to Just in Time and concludes with reinforcing the importance of effective inventory management.
Inventory planning involves determining optimal inventory levels to align with sales and production capacity. It aims to satisfy customers, forecast needs, control costs, and facilitate storage. Material requirements planning (MRP) is a production planning system that uses bills of materials, inventory data, and a master production schedule to determine manufacturing and purchasing requirements. The goal is to reduce costs and optimize inventory levels, production, and scheduling. Effective inventory control balances supply and demand through techniques like setting reorder points and periods, ABC analysis, and considering independent versus dependent demand.
Inventory control involves regulating inventory levels according to predetermined norms to reduce costs. It aims to balance ordering, holding, and stockout costs. The ABC analysis technique categorizes inventory into A, B, and C items based on annual consumption value to focus control efforts where they are needed most. VED classification groups items as vital, essential, or desirable based on the criticality of inventory to operations. FSN analysis looks at item movement patterns to identify fast, slow, or non-moving inventory.
The document discusses inventory management concepts including the reasons for holding inventory, types of inventory, costs of inventory, and inventory control systems. It describes the economic order quantity (EOQ) model which aims to minimize total inventory costs by balancing ordering and holding costs. The EOQ model assumes constant demand, lead times, and avoids stockouts. ABC analysis prioritizes inventory items based on their value to focus management efforts on the most important items. Cycle counting helps maintain accurate inventory records by regularly counting samples of inventory.
This document discusses inventory management. It defines inventory and explains that inventory management involves determining optimal stock levels while balancing carrying costs, replenishment lead times, and demand forecasting. The document then provides more details on types of inventory, reasons for keeping stock, variables that affect inventory problems, classifications of inventory models, and deterministic inventory models like the economic order quantity model.
1. Inventory management involves determining appropriate inventory levels and replenishment policies to balance inventory holding costs, ordering costs, and the need to meet customer demand.
2. Key aspects of inventory management include classifying inventory items, determining economic order quantities, setting reorder points, and using periodic or continuous review systems.
3. The goals of effective inventory management are to provide good customer service while minimizing total inventory costs.
This document provides details of a 2-day training program on strategic procurement. The training aims to help procurement professionals understand the strategic aspects of the purchase function and how it impacts the business. The program covers topics such as the traditional vs new age procurement, elements of strategic procurement, total cost of ownership concept, and key performance indicators to measure the procurement function. The training uses indigenous concepts developed by the faculty to provide unique insights not found elsewhere.
- Inventory management is important as it constitutes a significant part of current assets and requires considerable funds. Effective inventory management is needed to avoid unnecessary investment and improve long-term profitability.
- There are various techniques for inventory management including ABC analysis to classify inventory, setting stock levels like maximum, minimum, and average levels, economic order quantity formula to determine optimal order sizes, and safety stock to prevent stockouts.
- Inventory management aims to balance ordering costs, carrying costs, and stockout costs to minimize total costs through techniques like selective inventory control, reorder points, and application of computer systems for inventory tracking.
This document discusses inventory management and control in production and operations. It begins with introducing inventory and inventory systems. It then covers various inventory management topics like types and classification of inventory, inventory control tools, valuation methods, economic order quantity, reorder point, economic production quantity, ABC analysis, and Just in Time systems. The document compares the Japanese and US approaches to Just in Time and concludes with reinforcing the importance of effective inventory management.
Inventory planning involves determining optimal inventory levels to align with sales and production capacity. It aims to satisfy customers, forecast needs, control costs, and facilitate storage. Material requirements planning (MRP) is a production planning system that uses bills of materials, inventory data, and a master production schedule to determine manufacturing and purchasing requirements. The goal is to reduce costs and optimize inventory levels, production, and scheduling. Effective inventory control balances supply and demand through techniques like setting reorder points and periods, ABC analysis, and considering independent versus dependent demand.
Inventory control involves regulating inventory levels according to predetermined norms to reduce costs. It aims to balance ordering, holding, and stockout costs. The ABC analysis technique categorizes inventory into A, B, and C items based on annual consumption value to focus control efforts where they are needed most. VED classification groups items as vital, essential, or desirable based on the criticality of inventory to operations. FSN analysis looks at item movement patterns to identify fast, slow, or non-moving inventory.
The document discusses inventory management concepts including the reasons for holding inventory, types of inventory, costs of inventory, and inventory control systems. It describes the economic order quantity (EOQ) model which aims to minimize total inventory costs by balancing ordering and holding costs. The EOQ model assumes constant demand, lead times, and avoids stockouts. ABC analysis prioritizes inventory items based on their value to focus management efforts on the most important items. Cycle counting helps maintain accurate inventory records by regularly counting samples of inventory.
This document discusses inventory management. It defines inventory and explains that inventory management involves determining optimal stock levels while balancing carrying costs, replenishment lead times, and demand forecasting. The document then provides more details on types of inventory, reasons for keeping stock, variables that affect inventory problems, classifications of inventory models, and deterministic inventory models like the economic order quantity model.
The document discusses inventory management and various inventory systems. It defines inventory and different inventory types like raw materials, work in process, and finished goods. It describes the costs of carrying inventory and different inventory measurement methods. It also summarizes economic order quantity models, reorder points, periodic review systems, ABC classification, and anticipatory versus response-based inventory control systems. The goal of inventory management is to balance inventory levels and costs with customer service levels.
Inventory is essential for organizations to operate smoothly but controlling inventory is important to balance operations and demand. There are different types of inventory including raw materials, work in progress, and finished goods. Managing inventory effectively requires considering various costs like purchasing, setup, holding, and shortage costs. Classification techniques help analyze which items have the highest costs and value to focus inventory control efforts.
The document provides an overview of inventory management. It discusses the types of inventories including raw materials, work in progress, and finished goods. It describes the functions of inventory including meeting demand, smoothing production, and protecting against stock-outs. It also discusses inventory performance measures, counting systems, key terms, classification systems, and inventory models including economic order quantity, reorder point, and periodic review systems. The document provides insights into effective inventory management.
This document discusses materials and inventory management. It covers topics such as the strategic importance of inventory, classifying inventory problems, inventory costs, inventory management systems, and modeling inventory decisions. Specifically, it describes different types of inventory including work-in-process, finished goods, and safety stock. It also discusses the ABC analysis approach to inventory management and different inventory control systems like continuous and periodic review. Key inventory decisions like economic order quantity are explained as well using relevant formulas.
Inventory control is the processes employed to maximize a company's use of inventory & Depreciation is the systematic reduction in the recorded cost of a fixed asset.
This document discusses various techniques for inventory management and control. It begins by defining inventory and classifying it into different types such as raw materials, work in process, and finished goods. It then discusses the objectives of inventory control such as protecting against demand fluctuations and improving production economics. Several techniques for controlling inventory are described, including ABC analysis, economic order quantity modeling, VED analysis, perpetual inventory systems, and reviewing slow-moving items. ABC analysis involves categorizing inventory into A, B, and C classes based on value and prioritizing control efforts accordingly. The document provides examples of how these techniques can be applied to manage inventory effectively.
The document discusses inventory control and inventory management software. It provides information on calculating reorder levels, minimum levels, maximum levels, and average levels.
It gives an example calculation for a material with a maximum monthly usage of 600 units, minimum of 400 units, and average of 450 units. It calculates the reorder level as 3,600 units, maximum level as 4,300 units, minimum level as 1,800 units, and danger level as 450 units.
A second example calculates reorder level, minimum level, maximum level, and average level for a product with a reorder quantity of 10,000 units, delivery time of 2-4 months, maximum consumption of 2,500 units per month, normal consumption of 2,
This document discusses the evolution and importance of cost accounting. It outlines the historical development of cost accounting from its origins in bookkeeping through modern developments. Key points include Charles Babbage emphasizing the need for cost accounting in 1830, the establishment of modern factory cost accounting before WWI, and the extension of cost accounting techniques to distribution in the 1930s. The document also covers different costing methods like job costing, process costing, and departmental costing. It discusses how cost accounting helps management with pricing decisions, estimates, cost control, productivity analysis, and inventory management. Overall, the document provides an overview of the history and applications of cost accounting.
The document discusses different types of costs associated with inventory, including ordering costs, carrying costs, out-of-stock costs, and capacity costs. Ordering costs include the expenses related to placing and processing orders. Carrying costs are expenses related to storing inventory, such as capital costs, storage costs, and inventory handling expenses. Out-of-stock costs occur when demand cannot be met due to lack of inventory. Capacity costs arise when production capacity is too large or too small. The economic order quantity formula is provided to determine the optimal order size to minimize total inventory costs.
The document discusses inventory management concepts including definitions of inventory and inventory systems. It describes different types of inventory like raw materials, work in process, and finished goods. It also discusses reasons for holding inventory, costs associated with inventory like holding and ordering costs, and models for determining optimal order quantities and reorder points. The document provides an overview of key issues in inventory management systems.
The document discusses various inventory management techniques used to effectively control inventory levels. It describes different types of inventories like raw materials, work in progress, and finished goods. Key concepts covered include determining optimal inventory levels using reorder levels, minimum levels, and maximum levels. ABC analysis is also summarized, which involves categorizing inventory items into A, B, and C groups based on their value and adopting different control strategies for each category.
The document discusses inventory management using analytics for better decision making. It covers key topics like why organizations want to hold inventories like to improve customer service but also don't want to hold too much inventory due to carrying costs. It discusses the tradeoff between inventory and transportation costs. Effective inventory management requires tracking inventory levels, demand forecasting, and estimating costs of holding, ordering and shortages. The nature of inventory can be independent or dependent demand and different systems are used. Key decisions involve how much to order and when to place orders to minimize total costs.
Inventory management involves tracking and controlling a company's stock of raw materials, work-in-progress, and finished goods. Effective inventory management requires balancing inventory investment with customer service levels. Key aspects of inventory management include classifying inventory using techniques like ABC analysis, planning inventory needs using models like MRP, and controlling inventory through periodic or perpetual counting systems. The overall goal is meeting customer demand while minimizing total inventory costs.
Inventory Management and Material Resource Planningsingh.the.hacker
This document discusses inventory management and material requirement planning. It begins by providing recommended textbooks on the topics. It then discusses the importance of inventory management for controlling manufacturing costs in India. Traditional manufacturing processes are discussed along with reasons for inventory problems. The Toyota Production System and its approach to eliminating waste is also summarized. Different types of inventories in manufacturing are defined. The document concludes by outlining the material requirement planning process, including exploding demand into a bill of materials and making make-or-buy decisions.
Inventory control involves recording and maintaining an organization's materials, parts, supplies, work-in-progress, and finished products at an optimal level. It aims to balance economic interests like minimizing costs while protecting against demand and supply fluctuations. Key aspects of inventory control include setting maximum and minimum inventory levels, determining reorder points and quantities, perpetual and ABC analysis, and periodic physical inventory counts to reconcile quantities. Maintaining accurate records like bin cards and ledgers is important for inventory control.
- Inventory management involves determining order quantities and reorder points to balance inventory carrying costs and ordering costs.
- The economic order quantity (EOQ) formula calculates the optimal order size to minimize total costs. Safety stock is added to the reorder point to protect against demand uncertainty.
- Transportation rates and quantity discounts can impact the optimal order size compared to considering just inventory carrying and ordering costs. Larger orders may be preferable if transportation costs per unit are reduced for larger shipments.
This document discusses various techniques for inventory management. It begins by defining inventory and the objectives of inventory management as maintaining sufficient stock levels for production and sales while minimizing total inventory costs. It then outlines different motives for holding inventory such as transactional, precautionary, and speculative motives. The benefits and risks of holding inventory are also presented. The key techniques discussed include economic order quantity (EOQ) modeling, ABC analysis for categorizing inventory items, just-in-time systems, and methods for determining stock levels.
Inventory Optimization: Action Plan for Inventory OptimizationMauly Chandra
The objective is to suggest actionable steps for inventory optimization for Manufacturing SMEs.
It covers aspects such as
- Basics of Inventory Optimization
- 3 Pillars of Inventory Optimization
- Demand Planning - 3 methods of Demand Planning
- Supply Sources - Basics & GOLF
- Inventory Control
- Key Factors to consider in Inventory Control
- Re-Order Point
- Re-Order Quantity
- Max Stock Level
- Min / Safety Stock Level
- How to calculate the Values in different Demand Planning Methods
- Inventory Optimization Examples in each of the Demand Planning Methods
This document discusses inventory management. It defines inventory as physical goods held by an organization awaiting use, processing, or sale. The purpose of holding inventory is to ensure continuous production and sales despite fluctuating demand. Effective inventory management aims to maintain optimal inventory levels to balance costs with avoiding stockouts. Tools for inventory management include determining stock levels, safety stocks, economic order quantity, ABC analysis, and inventory reports. The document also outlines different inventory ordering systems.
The document discusses inventory management concepts including definitions of inventory, inventory systems, types of inventory positions in the supply chain, reasons for holding inventory, and how inventory can add value through quality, speed, flexibility and cost. It also covers topics like designing inventory management systems, measuring inventory, balancing inventory levels, models for inventory management including economic order quantity and reorder point models, and classifying inventory using ABC analysis.
Anuj costing and control of administrative, sellingAnuj Nijhon
This document discusses different types of overhead costs including administrative, selling, and distribution overheads. Administrative overheads are incurred for general management and include indirect materials, labor, and expenses. There are three methods for accounting for administrative overheads: transferring costs to profit and loss, apportioning costs to manufacturing/selling/distribution divisions, or adding as a separate cost item. Selling overheads are incurred for selling activities like advertising and collections. Distribution overheads include transportation, warehousing, and other costs after an order is received until goods are dispatched. Selling and distribution overheads are analyzed by nature, function, and allocation to products.
This document provides an overview of variance analysis as used in management accounting. It defines key types of variances for materials, labor, and overhead costs, including price, usage, efficiency, and spending variances. Fixed overhead variances analyze spending versus applied volume. Production cost variances are defined for material usage, purchase price, labor efficiency, labor rate, overhead efficiency, and overhead spending. Exhibit 2.1 illustrates material, labor, and overhead variances graphically. The document also includes a glossary defining terms used in operations costing and variance analysis.
The document discusses inventory management and various inventory systems. It defines inventory and different inventory types like raw materials, work in process, and finished goods. It describes the costs of carrying inventory and different inventory measurement methods. It also summarizes economic order quantity models, reorder points, periodic review systems, ABC classification, and anticipatory versus response-based inventory control systems. The goal of inventory management is to balance inventory levels and costs with customer service levels.
Inventory is essential for organizations to operate smoothly but controlling inventory is important to balance operations and demand. There are different types of inventory including raw materials, work in progress, and finished goods. Managing inventory effectively requires considering various costs like purchasing, setup, holding, and shortage costs. Classification techniques help analyze which items have the highest costs and value to focus inventory control efforts.
The document provides an overview of inventory management. It discusses the types of inventories including raw materials, work in progress, and finished goods. It describes the functions of inventory including meeting demand, smoothing production, and protecting against stock-outs. It also discusses inventory performance measures, counting systems, key terms, classification systems, and inventory models including economic order quantity, reorder point, and periodic review systems. The document provides insights into effective inventory management.
This document discusses materials and inventory management. It covers topics such as the strategic importance of inventory, classifying inventory problems, inventory costs, inventory management systems, and modeling inventory decisions. Specifically, it describes different types of inventory including work-in-process, finished goods, and safety stock. It also discusses the ABC analysis approach to inventory management and different inventory control systems like continuous and periodic review. Key inventory decisions like economic order quantity are explained as well using relevant formulas.
Inventory control is the processes employed to maximize a company's use of inventory & Depreciation is the systematic reduction in the recorded cost of a fixed asset.
This document discusses various techniques for inventory management and control. It begins by defining inventory and classifying it into different types such as raw materials, work in process, and finished goods. It then discusses the objectives of inventory control such as protecting against demand fluctuations and improving production economics. Several techniques for controlling inventory are described, including ABC analysis, economic order quantity modeling, VED analysis, perpetual inventory systems, and reviewing slow-moving items. ABC analysis involves categorizing inventory into A, B, and C classes based on value and prioritizing control efforts accordingly. The document provides examples of how these techniques can be applied to manage inventory effectively.
The document discusses inventory control and inventory management software. It provides information on calculating reorder levels, minimum levels, maximum levels, and average levels.
It gives an example calculation for a material with a maximum monthly usage of 600 units, minimum of 400 units, and average of 450 units. It calculates the reorder level as 3,600 units, maximum level as 4,300 units, minimum level as 1,800 units, and danger level as 450 units.
A second example calculates reorder level, minimum level, maximum level, and average level for a product with a reorder quantity of 10,000 units, delivery time of 2-4 months, maximum consumption of 2,500 units per month, normal consumption of 2,
This document discusses the evolution and importance of cost accounting. It outlines the historical development of cost accounting from its origins in bookkeeping through modern developments. Key points include Charles Babbage emphasizing the need for cost accounting in 1830, the establishment of modern factory cost accounting before WWI, and the extension of cost accounting techniques to distribution in the 1930s. The document also covers different costing methods like job costing, process costing, and departmental costing. It discusses how cost accounting helps management with pricing decisions, estimates, cost control, productivity analysis, and inventory management. Overall, the document provides an overview of the history and applications of cost accounting.
The document discusses different types of costs associated with inventory, including ordering costs, carrying costs, out-of-stock costs, and capacity costs. Ordering costs include the expenses related to placing and processing orders. Carrying costs are expenses related to storing inventory, such as capital costs, storage costs, and inventory handling expenses. Out-of-stock costs occur when demand cannot be met due to lack of inventory. Capacity costs arise when production capacity is too large or too small. The economic order quantity formula is provided to determine the optimal order size to minimize total inventory costs.
The document discusses inventory management concepts including definitions of inventory and inventory systems. It describes different types of inventory like raw materials, work in process, and finished goods. It also discusses reasons for holding inventory, costs associated with inventory like holding and ordering costs, and models for determining optimal order quantities and reorder points. The document provides an overview of key issues in inventory management systems.
The document discusses various inventory management techniques used to effectively control inventory levels. It describes different types of inventories like raw materials, work in progress, and finished goods. Key concepts covered include determining optimal inventory levels using reorder levels, minimum levels, and maximum levels. ABC analysis is also summarized, which involves categorizing inventory items into A, B, and C groups based on their value and adopting different control strategies for each category.
The document discusses inventory management using analytics for better decision making. It covers key topics like why organizations want to hold inventories like to improve customer service but also don't want to hold too much inventory due to carrying costs. It discusses the tradeoff between inventory and transportation costs. Effective inventory management requires tracking inventory levels, demand forecasting, and estimating costs of holding, ordering and shortages. The nature of inventory can be independent or dependent demand and different systems are used. Key decisions involve how much to order and when to place orders to minimize total costs.
Inventory management involves tracking and controlling a company's stock of raw materials, work-in-progress, and finished goods. Effective inventory management requires balancing inventory investment with customer service levels. Key aspects of inventory management include classifying inventory using techniques like ABC analysis, planning inventory needs using models like MRP, and controlling inventory through periodic or perpetual counting systems. The overall goal is meeting customer demand while minimizing total inventory costs.
Inventory Management and Material Resource Planningsingh.the.hacker
This document discusses inventory management and material requirement planning. It begins by providing recommended textbooks on the topics. It then discusses the importance of inventory management for controlling manufacturing costs in India. Traditional manufacturing processes are discussed along with reasons for inventory problems. The Toyota Production System and its approach to eliminating waste is also summarized. Different types of inventories in manufacturing are defined. The document concludes by outlining the material requirement planning process, including exploding demand into a bill of materials and making make-or-buy decisions.
Inventory control involves recording and maintaining an organization's materials, parts, supplies, work-in-progress, and finished products at an optimal level. It aims to balance economic interests like minimizing costs while protecting against demand and supply fluctuations. Key aspects of inventory control include setting maximum and minimum inventory levels, determining reorder points and quantities, perpetual and ABC analysis, and periodic physical inventory counts to reconcile quantities. Maintaining accurate records like bin cards and ledgers is important for inventory control.
- Inventory management involves determining order quantities and reorder points to balance inventory carrying costs and ordering costs.
- The economic order quantity (EOQ) formula calculates the optimal order size to minimize total costs. Safety stock is added to the reorder point to protect against demand uncertainty.
- Transportation rates and quantity discounts can impact the optimal order size compared to considering just inventory carrying and ordering costs. Larger orders may be preferable if transportation costs per unit are reduced for larger shipments.
This document discusses various techniques for inventory management. It begins by defining inventory and the objectives of inventory management as maintaining sufficient stock levels for production and sales while minimizing total inventory costs. It then outlines different motives for holding inventory such as transactional, precautionary, and speculative motives. The benefits and risks of holding inventory are also presented. The key techniques discussed include economic order quantity (EOQ) modeling, ABC analysis for categorizing inventory items, just-in-time systems, and methods for determining stock levels.
Inventory Optimization: Action Plan for Inventory OptimizationMauly Chandra
The objective is to suggest actionable steps for inventory optimization for Manufacturing SMEs.
It covers aspects such as
- Basics of Inventory Optimization
- 3 Pillars of Inventory Optimization
- Demand Planning - 3 methods of Demand Planning
- Supply Sources - Basics & GOLF
- Inventory Control
- Key Factors to consider in Inventory Control
- Re-Order Point
- Re-Order Quantity
- Max Stock Level
- Min / Safety Stock Level
- How to calculate the Values in different Demand Planning Methods
- Inventory Optimization Examples in each of the Demand Planning Methods
This document discusses inventory management. It defines inventory as physical goods held by an organization awaiting use, processing, or sale. The purpose of holding inventory is to ensure continuous production and sales despite fluctuating demand. Effective inventory management aims to maintain optimal inventory levels to balance costs with avoiding stockouts. Tools for inventory management include determining stock levels, safety stocks, economic order quantity, ABC analysis, and inventory reports. The document also outlines different inventory ordering systems.
The document discusses inventory management concepts including definitions of inventory, inventory systems, types of inventory positions in the supply chain, reasons for holding inventory, and how inventory can add value through quality, speed, flexibility and cost. It also covers topics like designing inventory management systems, measuring inventory, balancing inventory levels, models for inventory management including economic order quantity and reorder point models, and classifying inventory using ABC analysis.
Anuj costing and control of administrative, sellingAnuj Nijhon
This document discusses different types of overhead costs including administrative, selling, and distribution overheads. Administrative overheads are incurred for general management and include indirect materials, labor, and expenses. There are three methods for accounting for administrative overheads: transferring costs to profit and loss, apportioning costs to manufacturing/selling/distribution divisions, or adding as a separate cost item. Selling overheads are incurred for selling activities like advertising and collections. Distribution overheads include transportation, warehousing, and other costs after an order is received until goods are dispatched. Selling and distribution overheads are analyzed by nature, function, and allocation to products.
This document provides an overview of variance analysis as used in management accounting. It defines key types of variances for materials, labor, and overhead costs, including price, usage, efficiency, and spending variances. Fixed overhead variances analyze spending versus applied volume. Production cost variances are defined for material usage, purchase price, labor efficiency, labor rate, overhead efficiency, and overhead spending. Exhibit 2.1 illustrates material, labor, and overhead variances graphically. The document also includes a glossary defining terms used in operations costing and variance analysis.
The document discusses restrictive covenants in debt contracts and their role in addressing moral hazard. Restrictive covenants are included in debt contracts to discourage undesirable behavior by borrowers, encourage desirable behavior, keep collateral valuable, and provide information to lenders. By monitoring compliance with covenants, lenders can reduce moral hazard which arises from asymmetric information between borrowers and lenders. Complicated legal language and many covenants are used because debt contracts involve transaction and information costs.
E:\Cheenu Pcte\Syllabus\Cost And Management Accountingcheenugoel
The document discusses two courses:
1. Cost and Management Accounting which covers costing systems, analysis, standard costing, variance analysis, reconciliation of accounts, and budgetary control.
2. Project Management which involves time scheduling techniques like Gantt charts, CPM, PERT, crashing networks, organizational forms, planning, control and addressing cost and time overruns.
Both courses are externally assessed for 60 marks and internally for 40 marks. References for further reading are provided.
The document outlines the course plan for a Cost and Management Accounting subject. It includes details like the course instructor, subject code, total lectures, assignments, activities, case studies and marks distribution. The main objective of the course is to enable students to understand the importance of cost accounting and how to calculate the cost of a product. The course will cover topics like budgetary control, cash flow statement, fund flow statement, cost sheet preparation, and more in a practical manner. The course contents are listed out lecture-wise along with the relevant assignments and case studies. References for the course are also provided.
Zara is a global fashion retailer founded in Spain in 1975 that operates in over 86 countries. It designs and manufactures clothing, shoes, accessories and more for men, women, and children. Zara is known for its ability to design and produce new fashion items and get them to stores within 2-4 weeks, much faster than competitors. It produces around 10,000 new designs annually. While Zara controls its entire supply chain, its main competitors H&M and Gap outsource production. Through a vertically integrated model and rapid production cycles, Zara is able to stay on top of the latest fashion trends.
The document discusses key concepts in variance analysis including static budgets, flexible budgets, favorable and unfavorable variances, and levels of variance analysis. It provides examples of variances including sales volume variance, price and efficiency variances for direct materials and labor, and production volume variance. Variance analysis is used for performance measurement and evaluation of manager effectiveness and efficiency.
This document provides a table of contents for an 8th edition management textbook. The textbook is divided into 4 parts covering management theory, management in practice, functional management areas, and global management. Part 1 introduces various management theories including classical, human relations, leadership, systems approaches, and contemporary theories. Part 2 covers the context of management including the business environment, organizations, culture, and strategy. It also addresses organizing, control, and managing change. Part 3 examines functional areas such as marketing, operations, human resources, finance, and information systems. Part 4 focuses on global management topics like leading and managing globally.
In this slide presentation you will be introduced to the methods of Cost Accounting and why business organizations should follow methods of cost accounting impeccably. In this it is important to establish budget and actual cost of operations, processes, departments or products and the analysis of variances, profitability or social use of funds. This Slideshare will offer insight to entrepreneurs.
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This document provides an overview of analysis of variance (ANOVA). It introduces ANOVA and its key concepts, including its development by Ronald Fisher. It defines ANOVA and distinguishes between one-way and two-way ANOVA. It outlines the assumptions, techniques, and examples of how to perform one-way and two-way ANOVA. It also discusses the uses, advantages, and limitations of ANOVA for analyzing differences between multiple means and factors.
Overhead refers to indirect costs that cannot be traced to a specific product or service. There are various types of overheads that must be classified. The major steps in overhead accounting are to collect overhead details, distribute overhead to cost centers, and reapportion service department costs to production departments. Common bases for apportioning overhead include direct allocation, direct labor hours, and direct wages. Methods of reapportionment include the direct redistribution and step methods. Absorbing overheads involves allocating overhead expenses to cost centers or cost units using absorption rates. Under or over absorption of overhead can occur depending on actual overhead costs versus absorbed costs.
- Cost accounting is used to estimate product costs, calculate work-in-progress costs, and control costs by comparing actual and estimated costs.
- There are three elements of cost: direct materials, direct labor, and other expenses which can be direct or indirect.
- Costs are traced to cost centers, which are areas responsible for costs like manufacturing departments. Costs are allocated or apportioned to cost centers and then absorbed into total product costs.
- Predetermined overhead rates are used to estimate overhead costs which are then compared to actual overhead costs at the end of the period to determine if overhead was under- or over-absorbed.
This document discusses cost allocation methods and frameworks. It provides 4 types of cost objectives: service departments, producing departments, products/services, and customers. It describes direct and indirect costs and how they are allocated using cost drivers. It also discusses the direct and step-down methods for allocating service department costs and reciprocal services. Finally, it covers allocating costs associated with customers to determine customer profitability.
This document discusses variance and standard deviation. It defines variance as the average squared deviation from the mean of a data set. Standard deviation measures how spread out numbers are from the mean and is calculated by taking the square root of the variance. The document provides step-by-step instructions for calculating both variance and standard deviation, including examples using test score data.
This document discusses direct and indirect costs, and how overheads are traditionally allocated using a three step process of primary distribution, secondary distribution, and absorption. It notes some of the problems with traditional overhead allocation methods, and introduces Activity Based Costing as an alternative that seeks to identify cause-and-effect relationships to more accurately assign costs based on a product's use of activities. ABC uses cost drivers and a four step process to attribute activity costs to products.
Overheads in Cost Accounting-B.V.RaghunandanSVS College
This document discusses different types and classifications of overheads. It defines overheads as indirect costs that cannot be economically traced to a specific product or service. Overheads are classified by function into manufacturing, administration, and selling & distribution. They are also classified by behavior as fixed, semi-variable, or variable. The document explains the differences between allocation, which assigns a cost directly, and apportionment, which allotts costs between cost centers. It discusses primary and secondary distribution of overheads and different methods used for distribution including direct, step-ladder, repeated, and simultaneous equation methods.
The document defines various types of variances that can occur in cost accounting, including material, labor, and overhead variances. It provides formulas to calculate variance amounts and examples showing how to compute variances based on standard and actual costs. Variances are classified into price, usage/efficiency, and mix categories and can be favorable or unfavorable depending on whether actual costs are lower or higher than standards.
The document introduces the concepts of variance and standard deviation. Variance is a statistical measure that quantifies how far observations in a data set spread out from the mean or average value. It is calculated by taking the average of the squared differences from the mean. Standard deviation is the square root of variance and represents how dispersed the values in a data set are from the mean. The document provides examples of computing variance and standard deviation to illustrate these statistical concepts.
The document defines variances as differences between standard and actual costs. It discusses computing variances for material costs, including material cost, price, usage, mix, and yield variances. It also discusses labor cost and rate variances. Variances are classified and examples are provided to demonstrate how to calculate different types of variances based on standard and actual data. The key information is on defining and calculating different types of variances to identify reasons for deviations between actual and standard performance.
1.This PPT covers Definition of CCost Acccountng, . Scope of cost accounting, Advantages, Limitations of cost accounting, differences between Financial Accounting and Cost Accounting.
This document provides information about a cost accounting course, including the course code, credits, objectives, units of study, textbook, and exam structure. The course covers topics like introduction to cost accounting, material cost, labor cost, overheads, and methods of costing. It aims to enable students to understand the principles of cost accounting. The exam will consist of short answer and long answer questions testing both theoretical concepts and practical problems. References for further reading on each topic are also provided.
Cost accounting book of 3 rd sem mba @ bec domsBabasab Patil
This document provides an overview of cost accounting concepts and techniques. It defines cost accounting and discusses its objectives. It also covers elements of cost like direct and indirect costs. Key cost accounting techniques discussed include standard costing, marginal costing, absorption costing and direct costing. The document also describes different methods of costing like job costing, process costing and contract costing. It defines important cost classification criteria and cost centers and cost units.
Cost accounting book of 3 rd sem mba @ bec domsBabasab Patil
The document provides an overview of cost accounting including:
1. Definitions of cost accounting and elements of cost accounting such as cost concepts, material costs, labor costs, overhead costs, and process costing.
2. Descriptions of different costing techniques including standard costing, variance analysis, and cost ledger accounting.
3. Explanations of key cost accounting terms like cost centers, cost units, and classifications of costs according to elements, functions, nature, controllability, and relevance to decision making.
Cost accounting involves recording, classifying, and summarizing costs to determine the costs of products, services, or activities. It provides information to management for decision making, cost control, and reducing costs. Cost accounting determines unit costs by categorizing costs as direct materials, direct labor, and expenses. It helps identify profitable and unprofitable activities. Financial accounting only provides overall performance and is historical in nature, while cost accounting provides more detailed cost information and analysis to management.
Cost accounting is the process of tracking and recording costs related to manufacturing or producing goods and services. It helps determine the actual costs of production and allows for cost control and cost reduction. The key objectives of cost accounting are cost ascertainment, fixation of selling prices, cost control, matching costs with revenues, and preparation of financial statements. Proper material control and purchase control are important aspects of cost accounting that help ensure the right quality and quantity of materials are procured at optimal prices and stored efficiently.
Cost accounting is the process of determining and accumulating the cost of a product or activity. It provides information about the ascertainment and control of costs for products, services, and decision making. The objectives of cost accounting are determining selling prices, controlling costs, providing information for decisions, ascertaining profitability, and facilitating financial statements. Cost accounting differs from financial accounting in its objectives, nature, data recording, users, analysis, and presentation. It is important for management, employees, creditors, and the national economy by aiding price fixation, cost reduction, eliminating waste, and identifying unprofitable activities. Limitations include being expensive, increasing workload, and being unnecessary for cost control in some cases.
Costing is the process of determining the cost of manufacturing a product or providing a service. Cost accounting is the formal process of recording costs and preparing financial statements to ascertain and control costs. Cost accountancy applies costing and cost accounting principles to control costs and determine profitability. The main objectives of cost accounting are determining selling prices, controlling costs, providing information for decision making, ascertaining costs and profits, and preparing financial statements. Cost accounting provides useful information to management, employees, consumers, creditors, and benefits the national economy. It helps classify and analyze costs, formulate business policies, enable budgeting, and ensure best use of limited resources.
This document provides an overview of the syllabus for a course on Cost and Management Accounting. The syllabus covers 14 units, including introductions to cost accounting, unit and output costing, material control, labor costing, overhead allocation, variance analysis, budgetary control, financial statement analysis, and recent developments in cost management. The objectives of the course are to familiarize students with cost concepts, costing methods, and tools for financial analysis and cost control.
“Cost accounting is Accounting for costs classifiction and analysis of expenditure as will enable the total cost of any particular unit of production to be ascertained with reasonable degree of accuracy and at the same time to disclose exactly how much total cost is constituted
The document provides an overview of cost analysis in Wockhardt Hospital. It discusses key concepts related to cost accounting including cost, cost analysis, marginal costing, and the theoretical background of cost accounting. The objectives, advantages and limitations of cost accounting are explained. Different types of costing techniques are also outlined such as uniform costing, marginal costing, standard costing, and direct costing.
Cost and management accounting provides managers with detailed cost information to control operations and plan for the future. Cost accounting information is used for financial accounting and by managers for decision making. Management accounting provides economic and financial information for internal users. Cost concepts like cost objects, cost pools, and cost drivers are introduced. Costs are classified by elements, functions, traceability, behavior, and controllability. Product costs include direct materials, direct labor, and manufacturing overhead and become inventory until goods are sold. Period costs are expenses of the current period. Job order costing and process costing are introduced as costing systems. Just-in-time processing, activity-based costing, cost-volume-profit analysis, contribution margin,
Cost accounting involves classifying, recording, and allocating expenditures to determine the costs of products or services. It provides data to management for control and guidance. Cost accounting ascertains the cost of every order, job, contract, process, service, or unit. It deals with product costs as well as selling, distribution, and other costs. The goal is to determine total costs with reasonable accuracy and show how costs are constituted to control and reduce them.
This document provides an introduction to cost accounting, including its purpose and key concepts. It discusses the limitations of financial accounting and how cost accounting addresses these. The main objectives of cost accounting are to ascertain costs, determine selling prices, set efficiency standards, value inventory, and provide information for decision making. Key cost accounting concepts covered include cost elements, cost classifications, cost sheets, costing methods, and the installation of cost accounting systems. The relationship between cost and financial accounting is also explained.
Costing involves ascertaining, analyzing, allocating, apportioning, and absorbing costs. It is a specialized branch of accounting that classifies, accumulates, assigns, and controls costs. Cost accounting provides procedures for recording and reporting measurements of the cost of manufacturing goods and performing services. The key purposes of cost accounting are ascertainment, estimation, fixation of selling prices, cost control, cost reduction, cost reporting, and assisting decision making.
The document discusses the objectives of cost accounting. It lists the main objectives as ascertaining costs, fixing selling prices, proper recording and presentation of cost data to management. Some key specific objectives mentioned include:
- Ascertaining the cost per unit of different products and providing a correct analysis of costs by process, operations, and elements.
- Disclosing sources of wastage and preparing reports to control wastage.
- Providing data to guide price fixing and ascertain profitability of products.
- Exercising effective cost control of stocks and revealing sources of economy through cost control of labor, overheads, and materials.
Cost accounting is the process of measuring and recording the financial value of resources used in the production of goods and services. It begins with recording costs incurred and ends with controlling costs. An effective cost accounting system has several essential characteristics including suitability, comparability, simplicity, flexibility, accuracy, and clearly defined cost centers. Cost accounting provides management with detailed cost information to control current operations, plan for the future, evaluate product profitability, set prices, and make other important business decisions.
This document provides an introduction to cost accounting. It defines cost accounting as the recording and presentation of business transactions related to production for measurement and control purposes. Cost accounting differs from financial accounting in that it focuses on internal transactions and provides information to management for decision making. The objectives of cost accounting include controlling and reducing costs, determining selling prices, assisting management with decisions, and ensuring profit from each business activity.
Activity based costing (ABC) assigns costs to activities and products based on their actual consumption of resources. It identifies major activities, determines their costs, and assigns costs to products based on cost drivers. ABC provides more accurate product costs than traditional absorption costing. It helps identify non-value adding activities to control costs and supports decision making.
Target costing is a technique where the target cost of a product is determined based on the desired selling price minus the target profit. It involves setting cost reduction targets during product planning and development to achieve the target cost. The benefits of target costing include increased profitability of new products and providing information to forecast future costs.
Life cycle costing accumulates costs over the entire
Cost accounting is the process of tracking and recording costs associated with manufacturing or producing goods and services. It helps management make informed business decisions and set prices through cost analysis and control. The key objectives of cost accounting are to determine the actual cost of products, identify inefficiencies, provide cost comparisons, and analyze trends to help set production policies and programs. Maintaining an effective cost accounting system provides businesses with valuable information for activities like profitability analysis, inventory valuation, budgeting, and financial reporting.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
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Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
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Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Cost and management accounting
1. Overview of Cost Accounting
Cost: isthe actual expenditure incurredonagiventhingandnational expenditure attributable toagiven
thing.
Costing:is refferedtoasclassifying,recordingandapproprite allocationof expediture forthe
determinationof the costof products or services.
Cost Accounting: isthe applicationof accountingandcostingprinciples,methodsandtechniquesinthe
ascertainmentof costand th analysisof savingsand/orexcessascomparedwithpreviousexperienceor
withthe standard.
Cost Accountancy: is the science,artand practice of a cost accountant.
ObjectivesofCost Accounting: Ascertainmentof cost,determinationof sellingprice,costcontrol and
cost reduction,ascertainingthdprofitof eachactivity,assistingmanagementindecisionmaking,
matchingcost withrevenue,preparationof financial statements,P&L A/cand balance sheet.
Functionsof Cost Accounting:
To serve as a guide toprice fixingof products
To disclose sourcesof wastage inproduction
T reveal sourcesof economyinproductionprocess
To provide foran effective systemof stores,materialsetc
To excercise effective control onfactoryof production
To ascertainthe profitabilityof eachproduct
To suggestmanagemenetof future expansionpolicies
To presentandinterpretdataformanagerial decisions
To organize costreductionprogrammes
To facilitate planningandcontrl of businessactivities
To supplytimelyinformationforvariousdecisions
To organize the internal auditsystemetc
Importance of Cost Accounting:control of material cost,control of labourcost, control of overheads,
measuringefficiency,budgeting,price determination,curtailment of lossduringthe off season,
expansion,arrivingof decisions
Meritsof Cost Accounting:
2. (To the management) facilitatesdecisionmaking,measuringefficiency,costreduction,fixationof selling
price,facilitatescostcontrol,improveefficiency,facilitatesinventorycontrol,reductionof wastages,
effectiveutilizationof resources,helpineffectivebudgeting
(To the employees) soundwage policy,higherbonusplan,rewardsforhigherefficiencythrough
incentive scheme,securityof job
(To the creditors) bankers,creditors,investorsetccanhave a betterunderstandingof the organization
(To the public) removesall typesof wastage,customerneedpayonlythe fairprice,create more
employmentopportunities
(To the government)
• Useful inthe preparationof national plans,econmicdevelopmentsetc
• Can make policieslike taxation,import,export,price ceiling,grantingsubsidyetc,
• Importantthat industrieskeepbooksof accountstoshow utilizationof materials,labourand
othercosts
Objectionsto Cost accounting:
• expensive toinstall andoperate
• feltunnecessaryandredundant
• May notbe applicable toall typesof industries
• involvesmanyformsandstatements
• basedon estimationandpredetermination
Demeritsof Cost accountancy:
1. not an exactscience andivolvesinherentelementof judgement
2. establishmentcostmaybe heavytobe affordedbymediumsize concern
3. Most cost accountingtechniquesare basedonsome pre assumednotions
4. it isnot static,itis dynamicwiththe change of time estimation,conventinsetcare adoptedin
the system
5. Presentsthe base fortakingthe bestdecisionbutdoesnotgive outthe rightsolutiontothe
problem.
6. differentviewsare heldbydifferentcostaccountantsaboutthe itemstobe includedincost
3. 7. difficulttoderive correctcostof the valuationof stock,workin progress,estimatedcostetcare
calculatedinthe basisof estimation
Characteristics ofa good Costingsystem: simplicity,flexibilityandadaptability,economy,comparability.
suitability tothe firms,minimumchangestothe existingone,uniformityof forms,lessclerical work,
efficientmaterial control andwage system.asoundplan,reconciliation
Installationof a Costingsystem:determinationof objectives,studyof the nature of business,studyof
the nature of the organization,decidingthe structure of costaccounts,determinationof costrates,
organizationof the costoffice,introducingthe system
Classification of Cost
Cost unit: isa unit of a product or service ortime to whichcostsare ascertainedbymeansof allocation,
appoinmentandabsorption.
Cost centre:is a location,personoritemof equipmentforwhichcostmaybe ascertainedandusedfor
the purpose of cost control.
Profit centre: is a segmentof a businessresponsibleforall activitiesinvolvedinthe productionand
salesof productsand services.
Difference btwncost center & profit centre
• Cost centre iscreatedbythe cost accountantand profitcentre bytop management
• Cost centre iscreatedforcost ascertainmentandcontrol,profitcentre iscreatedforevaluation
of performance
• Cost centre isa small segment,profitcentre islarge segment
• Cost centresdonot enjoyautonomywhereasprofitcentresdo
• Cost centresdonot have a targetfor costs,whereasprofitcentreshave targetforprofit
ClassificationofCost:
1. Cost accordingto nature or element
2. Functional clarification(Productioncost,administration,selling,distribution,research,
developmentcost)
3. Directand indirect cost
4. By variability(fixed,variable,semivariable)
5. On the basisof controllability(controllable,uncontrollable)
4. 6. By Normality(normal,abnormal)
7. By capital and revenue orfinancial accountingclassification
8. By Time (historical,predeterminedcosts)
9. Accordingto planningandcontrol (budgeted,standard)
10. For manegerial decisions( marginakcost,outof pocketcosts,differentialcosts,sunkcosts,
imputedcosts,opportunitycost,replacementcost,avoidable andunavoidable)
ElementsofCost:
a. Materials(directmaterials,indirectmaterials)
b. Labour (directlabour,indirectlabour)
c. Expenses(directorchargeable expenses,indirectexpenses)
d. Indirectcosts/overheads(factoryoverhead,office & administrationoverhead,sellingoverhead,
distributionoverhead)
Methodsof Costing:Job costing,contract costing,batchcosting,processcosting,unitcosting,operating
costing,operationcosting,multiple costing
TechniquesofCosting: Historical costing,directcosting,absorptioncosting,uniformcosting,marginal
costing,standardcosting
Cost Sheet
Cost sheet: the expensesof aproductare analysedunderdifferentheadsinthe formof a statement.
Thisstatementiscalledcostsheet.
5. Material Purchase procedure
Material control: isa systemwhichensuresrequiredquantityof material of the requiredqualityatthe
righttime and place withminimuminvestmentof capital.
ObjectivesofMaterial control:
1. Material shouldbe continuouslyavailable forproducton
6. 2. to control obsolescenceandspoilage
3. it isa propercontrol systemfor settlementof invoices
4. preventionof misappropriationof material
5. for favourable termsof purchase
6. properreporting tomanagement
7. avoidsexcessive investmentinstock
8. to achieve economyof buyingandstorage cost
Purchase: centralized,decentralized)
Advantages of centralizedpurchasing: favourable purchase terms,specialization,avoidance of
duplication,reductionof administrationcost,maintenance of recorders,uiformpolicy
Demeritsof centralizedpurchasing: delayinpurchasing,lackof knowledge of specificdepartments
requirements, nonutilizationof locallyavailable materials.highcostof maintainingaseparate
department
Purchase Procedure:
a. receivingpurchase requsitions
b. exploringthe sourcesof supplyandchoosingsupplier
c. preparationandexecutionogpurchase orders
d. receivingandinspectingmaterials
e. checkingandpassingof billsforpayment
Inventory Control and its Technology
Inventory:is a tangible propertyheldforsale inthe ordinarycourse of businessinthe processof
productionforsale or consumptionof goodsorservice forsale,includingmaintenance suppliesand
consumable otherthanmachineryspares
Classificationofinventory: raw materials,workinprogress,finishedproducts
Inventorycontrol: is a systemwhichensuresthe maintenance of requiredquantityof inventoriesof the
requiredqualityatthe requiredtimewithminimumamountof investment.
ObjectivesofInventory control:
1. achieve maximumpossible inventoryturnover
7. 2. optimizinginvestmentininventoryandreducingcarryingcost
3. keepingrequired naterialsof adequatequantityinordertoavoiddisruptioninproduction
4. followingthe policyof managementbyexceptionbyrelievingthe topmanagementfrom
invlvingineachandeverydecisionrelatingtoinventory
Important Techniquesof Inventorycontrol:
1. Stock levelsandEOQ(minimumstocklevel,maximum, re orderlevel,dangerlevel,re ordering
quantity,average stock)
2. ABC Analysis
3. VED Analysis
4. JIT or justin time inventory
5. Perpetual inventorysystem
6. Inventoryturnover
7. input-outputratio
Labour Cost Analysis and Wages System
Direct labour cost: is the cost incurredonthe employeeswhoare engageddirectlyinmakingthe
product,theirworkcan be identifiedclearlyinthe processof convertingthe raw materialsintofinished
product.
Indirectlabour cost: isthe cost associatedwiththe conversionprocessbutassistinthe processbythe
wayof supervision,maintenance,transportationof materials,materialshandlingetc.
ObjectivesofLabour Cost Analysis:
• To estimate the correctlabourcost opf orders,jobsand processestoascertainthe costof each
job,processor order.
• reductionof labourturnover
• absorptionof overheadsbyusinglabourcostas a basis
• to findoutthe correct amount of overheadsbyascertainingthe indirectlabourcost
• to increase the efficiencyof labourbytakingdirectlabourcostas a guideline
Methodsof remuneration(wages): Time rate,piece rate,bonussystemsorincentive schemes,indirect
monetaryincentive,nonmonetaryincentive
8. Essentialsof a good wage system:
• Wage systemhasto be fairto employeesandthe employer
• workersare to be assuredof minimumwagesirrespective of workdone
• workersare to be compensatedonthe basisof theirrelativeefficiency
• wage systemshouldbe flexible toincorporate futurechanges
• wage systemshouldencourage higherproductivityandreduce labourturnover
• wage systemshouldbe asper the labourpolicyof govtand follow legislations
• wage systemshouldequate withindustrywage levels
• methodofcalculationof wages,wage rates andincentive systemshouldbe simpleandeasyfor
workerstounderstand
Time rate system:
Suitabe for:
• Where highqualitygoodsare beingproduced
• situationswhere outputcannotbe measured
• where incentive schemescannotbe introducedasworkersmaynotbe directlyinvolvedwith
final output
Disadvantages:
• employeesare notrewardedonthe basisof meritas everyone getspaidthe same
• employeesare paidwagesforidle time also
• labourcost perunitdoesnot remaincostantas ouputfluctuatesandmakesitdifficultto
prepare tendersorquotations
• supervisioncostmaygo up as strictsupervisionisessential togetthe workdone
• the workersmaygo slowon workto create scope for overtime which doublesthe labourcost
Piece rate system:
a. Straight piece rate
b. Differential piece rate (taylor'sdifferential piece rate,merrick'smultiple piece rate,gantt'stask
and bonusplan)
9. Straight piece rate:
Advantages:
• employeesare paidaccordingtomeritas the efficientworkersearnmore wagesastheiroutput
ismore
• acts as incentive toinduce workersproduce more
• higheroutputbringsdowncostper unitandincreasesprofitmargin
• employerhasnoworriesaboutpaymentforidle time anditevenreducesidle time
• submittingof tendersiseasieraslanourcost perunitisconstant
• machineryandtoolsare takencare of by workersastheyknow it increasestheirproductivity
• supervisioncostislow
• average workersare encouragedtoproduce more
Disadvantages:
• fixingof straightpiece rate isdifficult,low rate willfrustrate workers
• may notinduce efficientworkerstoreachhigherskill levels
• wagesof employeesmaybe affecteddue tofaultof employerorco workers
• the productonmay go on increasingevenwhen demandof goodsare declining
• workers'anxietyforhigherproductionmaycasue accidents
• workers'anxietymayleadtodefectivegoodsandwastage of raw materials
Nature and scope of management accounting
Managementaccounting: is concernedwithaccountinginformationthatisuseful tomanagement.
Objectivesofmanagementaccounting:
• to assistthe managementinpromoting effeciency.effiiencyincludesbestpossibleservicesto
the custmers,investorsandemployees.
• to prepare budgetcoveringall functions of abusiness
• to analyse monetaryandnonmonetarytransactions
• to compare the actual performance withplanforidentifyingdeviationsandtheircauses
10. • to interpretfinancialstatementstoenable the managementtoformulate future policies
• to submittothe managementatfrequentintervalsoperatingstatementsandshortterm
financial statements
• to arrange for the systematicallocationof responsibilities
• to provide asuitable organizationfordischargingthe responsibilities
Scope ofmanagement accounting: Financial accounting,costaccounting,budgetingandforecasting,
inventorycontrol,statistical analysis,analysisof data,internal audit,tax accounting,methodsand
procedures
Functionsof managementaccounting: presentationof data,aidto planningandforecasting,decision
making,communicationof managementpolicies,effective controls,incorporationof non-financial
information,coordination
Advantages of managementaccounting: helpsindecisionmaking,helpsinplanning,helpsinorganizing,
facilitatescommunication,helpsincoordinating,evaluationandcontrol of performance,interpretation
of financial information,economicappraisals
Limitationsof managementaccounting: basedon accountinginformation,wide scope,costly,
evolutionaystages,oppositiontochange,intuitive decisions,notanalternative tomanagement
Differencesbtwnmanagementaccounting & cost accounting:
Purpose:mainobjective of costaccountingisto ascertainand control cost of productionor services,but
of managementaccountingistoprovide informationtomanagementforefficientlyperforming
planning,directingandcontrolling.
Emphases: costaccountingis basedonboth historicakandpresentdata,whereasmanagement
accountingdealswithfuture projectionsonthe basisof historical andpresentcostdata.
Principlesand procedures:establishedproceduresandpracticesare followedincostaccountingbutno
such prescribedpracticesare followedinmanagmentaccounting.
Data used:cost accountingusesonlyquantitative informationwhereasmanagementaccountingboth
qualitative andquantitativeinformation.
Scope: managementaccountingincludesfinancial accounting,costaccounting,budgeting,tax planning
and reportingtomanagement,whereascostaccountingisconcernedmainlywithcostascertainment
and control.
Differencesbtwnmanagementaccounting & financial accounting:
11. Objectives:the mainobjectivesof financial accountingistosupplyinformationinthe formof profitand
lossaccount andbalance sheettooutside partieslike shareholders,creditors,govtetc.butthe objective
of managementaccountingistoprovode informationforthe internal use of management.
Performance analysis: financial accountingisconcernedwiththe overall performanceof the business.
On the otherhand,managementaccountingisconcernedwiththe departmentsordivisions.Itreports
aboutthe performance andprofitabilityof eachof them.
Data used:financial accountingismainlyconcernedwiththe rcordingof pasteventswhereas
managementaccountingisconcernedwithfture plansandpolicies.
Nature: Financial accountingisbasedonmeasurementwhile mangementaccountingis basedon
judgement.becauseof this,financial accountingismore objectiveandmanagementaccountingismore
subjective.
Accuracy: accuracy is an importantfactorin financial accounting.Butapproximationsare widelyusedin
managementaccounting.Thisisbecause mostof the informationisrelatedtothe future andintended
for internal use.
Legal compulsion:financial accountingiscompulsoryforall jointstockcompaniesbutmanagement
accountingisoptional.
Monetary transactions: financial accountingrecordsonlythose transactionswhichcanbe expressedin
termsof money.onthe otherhand,managementaccountingrecordsnotonlymonetarytransactions
but alsononmonetaryevents,namelytechnical changes,govtpoliciesetc.
Control: financial accountingwill notreveal whetherplansare properlyimplemented.Managament
accountingwill reveal the deviationsof actual performance fromplans.Itwillalsoindicate the causes
for suchdeviations.
Financial statement analyses
Financial statement: referstoformal andoriginal statementspreparedbyabusinessconcerntodisclose
itsfinancial information.
Nature of financial statements: recordedfacts,accountingconventions,personaljudgement,postulates
Essentialsof good financial statements:figuresshouldbe readilyavailable,shouldnotbe complex,
mustfacilitate easycomparison,shouldbe designedinaway that the attentionof readersisdrawnto
mostsignificantitems,factsshouldbe presentedinsuchaway that requireditemsandfiguresare easily
obtainedforcalculatingvariousratios,shouldreflectthe true andcorrect ideaof financial positionof
the concern,comparable figuresmake the statementmore useful
Types offinancial statements:income statementsorprofit/lossaccount,balance sheet,statementof
retainedearnings,fundsflow statement,cashflow statement,schedules
12. Importance/functionof financial statements:
• as a report of stewardship
• as a basisof fiscakpolicy
• to determine the legalityof dividends
• as guide towise dividendaction
• as a basisfor grantingcredit
• as informative forprospectiveinvestorsinanenterprise
• as a guide to the vale of investmentalreadymade
• as an aid to governmentsupervision
• as a basisfor price or rate regulations
• as a basisof taxation
financial statementsare useful to:management,creditors,bankers,investors,government
Limitationsof financial statements
• informationshownisnotprecise since basedonpractical experience andthe like
• doesnotalwaysdisclose the correctfinancial positionof businessdue toprsnl influence
• balance sheetsare staticdocs anddata not up to date
• infoinprofit/lossaccountsmaynotbe real proftsas itemsare estimated
• theyare dumband can't speakforitself andrequire thoroughanalysis
• financial statementsof one periodmaynotbe comparabke tothe onesof otherperiodsdue to
changesineconomicconditions
• do notdisclose the contributionof managementtothe efficiencyof business
Meaningof financial statementanalysis & interpretations:Financial analysis,analysisof statement,
financial statementanalysis,interpretation
Objectivesoffinancial statement analysis& interpretations:
• to interpretthe profitability andefficiencyof variousbusinessactivitieswiththe helpof profit
and lossaccount
• to assessthe financial positionsof the firm
13. • to measure the managerial efficiencyandprogressof the firm
• to judge the solvencyshorttermandlongtermsolvencyof the business
• to ascertainearningcapacityinthe future period
• to determine futurepotential of the concern
• to helpinmakingfuture plans
• to measure utilizationogvariousassetsduringthe period
• to compare operational efficiencyof similarconcernsengagedinthe same industry
Types offinancial statementanalysis: external analysis,internalanalysis,horizontal analysis,vertical
analysis
Techniquesor tools offinancial statementanalysis:
1. Comparative financialstatement
2. commonsize or measurementstatemensts
3. trendanalysis
4. ratioanalysis
5. fundsflowanalysis
6. cash flowanalysis
7. cost volume profitanalysis
Ratio Analysis
Ratio analysis: isthe processwhichinvolvescomputing,determiningandpresentingthe relationshipof
itemsor groupsof itmesof financial statemensts.
Mode of expression:ratiosmaybe expressedinanyone ormore of the followingways-
In proportion,Inrate or time or coefficient,inpercentage
Stepsin ratio analysis:Selectionof relevantinformation,calculationof ratios,comparisonof calculated
ratios,interpretationandreporting
Interpretationof ratios: single absolute ratio,groupof ratios,historical comparison,projectedratios,
inter-firmcomparison
Importance of ratio analysis:
14. • aidto measure general efficiency
• aidto measure financial solvency
• aidin forecastingandplanning
• facilitatesdecisionmaking
• helpsincontrol
• act as a goodcommunication
• aidin intrafirmcomparison
• evaluationinefficiency
Limitationsof ratio analysis:practical knowledge,ratiosandmeans,inter-relationship,nonavailability
of standardsor norms,accuracy of financial information,consistencyinpreparationof financial
statements,time lag,change inprice level
Classificationofratios:
classificationbystatements:profitandlossaccountratios,balance sheetorpositionstatementratios,
composite/mixedratios
Funds flow analysis
Fund: referstomoneyvaluesinwhateverformitmayexist.
Flowof funds: meansmovementof fundsandincludesbothinflow andoutflow.
Funds flowstatement:is a financial statementwhichrevealsmethodsbywhichthe businesshasbeen
financedandhowithas useditsfundsbetweenthe openingandclosingbalance sheetdate.
Objectivesoffunds flowstatement:
• to showhowthe resourceshave beenobtainedandused
• to highlightthe mostimportant changestakenplace duringthe time
• to showhowthe general expansionof businesshasfinanced
• to indicate relationshipbtwn profitsfromoperations,distributionof dividendandraisingnew
capital or termloans
• to have an assessmentof the workingcapital positionof the concern
Procedure for knowing flowof funds
15. 1. analyse the transactionsandfindoutthe two accountsinvolved
2. make journal entryof the transaction
3. determine whetherthe accountsinvolvedinthe transactionare currentor noncurrent
4. if both accountsinvolvedare current,itdoesnotresultinthe flow of funds
5. if both the accountsinvolvedare of noncurrentnature,it doesnotresultinthe flow of funds
6. if the accounts involvedare suchthatone is currentand otherisa non-current,thenitresultsin
flowof funds
Importance/uses/benefitsoffunds flowstatements
1. Fundsflowstatementdeterminesthe financial consequencesof businessoperations.Itshows
howthe fundswere obtainedandusedinthe past.financial managercantake correcting
actions.
2. the managementcanformulate itsfinancial policies-dividend,reserve etconthe basisof the
statement.
3. it servesasa control device,whencomparingwithbudgetedfeatures.the financial managercan
take remedial steps,if there isanydeviation.
4. it pointsoutthe soundand weakfinancial positionof the enterprise
5. it pointsoutthe causesfor changesinworkingcapital
6. it enablesbankers,creditors,orfinancialinstitutionsinassessingthe degree of riskinvolvedin
grantingcreditto the business.
7. the managementcanrearrange the firm'sfinancingmore efficientlyonthe basisof the
statement
8. varioususe of fundscan be knownand aftercomparingthemwiththe usesof previousyears,
improvementordownfall inthe firmcanbe assessed
9. the statementcomparedwiththe budgetconcernedwill show towhatextentthe resourcesof
the firmwere usedaccordingto plan and whatextentthe utilizationwasunplanned
10. it tellswhethersourcesof fundsare increasingordecreasingorconstant
Limitationsof funds flowstatement
1. the fundsflowstatementlacksoriginalitybecause itisonlyrearrangementof dataappearingin
accounts books
16. 2. it ishistorical innature.itshowswhathappenedinthe past.sonecessarily,isvalueislimited
fromthe pointof viewof future operations.
3. it indicatesfundsflowinsummaryformanditdoesnot show variouschangeswhichtake place
continuously
4. whenboththe aspectsof a transactionare non-current,eventhentheyare notincludedinthe
statement
5. it isnot an original statementbutsimplyarearrangementof datainthe financial statements
6. it isa summarizedpresentationof figuresandcannotprovide informationabovethe changes
ona continuousbasis
7. it alsoignorestransactionsbtwnlongtermassetsandliabilities
8. it isnot generallyconsideredassophisticatedtechniquesof financial analysis
9. whenbothaspectsof a transactionare current,theyare not evenconsidered
Cash flow analysis
Cash flow:meansthe inflowsandoutflowsof cash- cashreceiptsandcash paymentsduringaperios.
Usesof cash flow statement:
1. facilitatestoprepare soundfinancial policies.italsohelpstoevaluatethe currentcashposition
2. a projectedcashflowstatementcanbe preparedtoknow the future cash positionof a concern
so as to enable afirmto planand coordinate itsfinancial operationsproperly
3. it helpsintakingloansfrombanksandotherfinancial institutions
4. it helpsthe managementintakingshorttermfinancial decsisions
5. explainsthe causesforpoorcashpositininspite of substantial profitsinafirm
6. it helpsinshorttermfinancial decisionsrelatingtoliquidity
Comparisonbtwn fundsflowstatement & cash flowstatement:
1. fundsflowstatementshowsthe causesof changesinthe networkingcapital whereasthe cash
flowstatementshowsthe causesforchangesincash
2. cash flowstatementisstartedwiththe openingandclosingbalancesof cashwhile there are no
openingorclosingbalancesinfundsflow statement
3. cash flowstatementdealsonlywithcashwhereasfundsflowstatementdealswithall the
componentsof workingcapital
17. 4. cash flowstatementisusefulforshortforshort termfinancingwhilefundsflowstatementis
useful forlongtermfinancing
5. cash flowstatementisbasedoncashbasisof accountingwhile fundsflow statementisbasedon
actual basisof accounting
6. cash flowstatementdepictsonlythe changesincashpositionwhile fundsflow statementis
concernedwiththe changesinworkingcapital btwntwobalance sheetdates
7. cash isa part of workingcapital.improvementincashpositionasindicatedbycashflow
statementcanbe takenas an indicatorof improvedworkingcapital position.
Limitationsof cash flowstatement
1. revealsonlythe inflowandoutflow of cash.the cashbalance disclosedbythisstatementmay
not depictthe true liquidityposition.
2. cannot be equatedwiththe income statement.anincome statementtakesintoaccountboth
cash an non cash items.hence,cashfunddoesnotmeannetincome of business
3. workingcapital beingawiderconceptof funds,a fundflow statementpresentsamore
complete picture thancashflowstatement
Standard costing
Standard cost: isa predeterminedcostwhichiscalculatedfrommanagementstandardsof efficient
operationsandthe relevantnecessaryexpenditure.
Standard costing:is the preparationanduse of standardcosts,theircomparisonwithactual costsand
the anaysisof variance to theircausesand pointsof incidence.
Advantages of standard costing: cost control,eliminationof wastage andinefficiency,norms,locates
sourcesof inefficiency,fixingreponsibility,managementbyexception,improvementinmethodsand
operations,guidance forproductionandpricingpolicies,planningandbudgeting,inventoryvaluation
Limitationsof standard costing:
1. it iscostly,as the settingof standardsneedshightechnical skill
2. keepinguptodate standard isa problem, periodicrevisioniscostly
3. inefficientstaff isincapable of operatingthissystem
4. since itis difficulttosetcorrect standards,itisdifficulttoascertaincorrectvariance
5. industries,whichare notsubjecttofrequentchangesintechnological processorthe qualityof
material orthe character of labour,needaconstant revisionof standard.butrevisionof
standardis expensive.
18. Introduction ofstandard costing system:
steps:establishmentof costcentres,classificationandcodificationof accounts,determiningthe typesof
standardsand theirbasis,determiningthe exectedlevelof activity,settingstandards
Basic for standards: ideal standards,pastperformance basedstandards,normal standard,attainable
highperformance standard
Standards for directmaterial cost: material usage or quantitystandards,material price standards,
Standards for directlabour cost: labourtime standards,labourrate standards
Standards for overheadcost: standardoutputand itsstandard cost,standard hour
Variance analysis
Variance: isthe difference betweenastandardcostand the comparable actual cost incurredduring a
period.
Favourable variance- cost incurredislessthanstandardcost
unfavourable variance- cost incurredismore than standardcost
Utilitiesofvariance analysis:
1. variane analysissubdividesthe total variance basedondifferentcontributorycauses.
2. the sub divisionof variance establishesandhighlightsthe interrelationshipbetweendifferent
variances
3. variance analysisexplainsthe causesforeachvariance. itpaveswayfor fixingresponsibilityfor
all variances
4. highlightsall inefficientperformancesandthe etentof inefficiency
5. it isa powerful tool leadingtocostcontrol
6. it enablesthe topmanagementtopractice managementbyexceptionbyfocusingonthe
problemareas
7. it segregatesvariancesintocontrollable anduncontrollable therebyindicatingwhereactionis
warranted
8. it acts as the basisfor profitplanning
9. by revealingeachandeverydeviation,alongwiththe causes,variance analysiscreaturesand
nurturerscost consciousnessamongthe employees
19. Computationof variances: material costvariances,labouror wage variances,overheadcostvariances,
salesvariances
Budgets and budgetary control
Budget: isa financial orquantitative statementpreparedandapprovedpriortoa definedperiodof time
of the policytobe pursuedduringthe periodforthe purpose of attainingagivenobjective.
Budgetary control: is the establishmentof budgetsrelatingthe responsibilitiesof executivestothe
requirementsof apolicyandthe continuouscomparisonof actual withbudetedresults,eithertosecure
by individual actionthe objectivesof thatpolicyorto provide abasisfor itsrevision.
Objectivesofbudgetary control:
1. to define the goal of the enterprise
2. to provide longandshortperiodplansforattainingthese goals
3. to co ordinate the activitiesof differentdepartments
4. to operate varouscost centresanddepartmentswithefficiencyandeconomy
5. to eliminatewaste andincreasthe profitability
6. to estimate capital expenditurerequirementsof the future
7. to centralize the control system
8. to correct deviationsfromestablishedstandards
9. to fix the responsibilityof variousindividuals
10. to ensure thatadequate workingcapital isavailable forthe efficientoperationof business
11. to indicate tothe managementasto where actionisneededtosolve problemswithoutdelay
Advantages of budgetarycontrol
1. definesthe objectivesandpoliciesof the undertakingasawhole
2. it isan effectivemethodof controllingthe activitiesof variousdepartmentsof abusinessunit.
3. it securespropercoordinationamongthe activitiesof variousdepartments
4. it helpsthe managementtofix upresponsibilityincase the performance iselow expectations
5. it helpsthe managamenttoreduce wastefulexpenditure.
6. it bringsinefficiencyandeconomybypromotingcostconsciousnessamongthe employees
20. 7. it facilitatescentralizedcontrol withdecentralizedactivity
8. it aidsinobtainingbankcredit
9. it helpsinestimatingthe financialneedsof the concern.
10. it facilitatesintroductionof standardcosting
11. it acts as internal auditbya continuousevaluationof departmentalresults
12. it providesabasisforintroducingincentive,remunerationplansbasedonperformance
13. it helpsinthe smoothrunningof the businessunit.therewillbe nostoppage of productonon
account of shortage of raw materialsorworkingcapital.
14. it indicatestothe managementastowhere actionisneededtosolve problemswithoutdelay
Limitationsof budgetary control:
1. the preparationof a budgetunderinflationaryconditionsandchanginggovtpoliciesisreally
difficult.
2. accuracy in budgetingcomesthroughexperience.hence itshouldnotbe reliedontomuchinthe
intial stages.
3. budgetisonlya managementtool.itisnota substitute formanagementindecisionmaking.
4. budgetinginvolvesheavyexpenditure,whichsmall concernscannotafford.
5. there will be active andpassive resistance tobudgetarycontrol asitpointsoutthe efficiencyor
inefficiency
6. the successof budgetarycontrol dependsonwillingtocooperationandteamwork.thisisoften
lacking.
Installationof budgetary control system:organizationchart,budgetcentre,budgetcomitee,budget
manual,budgetperiod,keyfactor
Essentialsof budgetarycontrol system:
1. budgetarycontrol systemshouldhave the wholeheartedsupportof management
2. a budgetcommitee shouldbe establishedconsisitingof the budgetdirectorandthe executives
of variousdepartmentsof the organization
3. there shouldbe properfixationof authorityandresponsibility.the delegationof authority
shouldbe done ina properway.
4. the budgetfiguresshouldbe realisticandeasilyattainable
21. 5. variationbtwnactual figuresandbudgtetedfiguresshouldbe reportedpromptlyanclearlyto
the appropriate levelsof management.
6. a good accountingsystemisessential tomake budgetingsuccessfull
7. the budgetshouldnotcost more to operate thanisworth
Classificationofbudgets:
Classificationaccording to time:short periodbudget,longperiodbudget,currentbudget
Classificationaccording to function:salesbudget,productionbudget,materialsbudget,directlabour
budget,factoryoverheadbudget,administrative expensesbudget,sellinganddistributionoverhead
budget,capital expenditure budget,cashbudget,masterbudget
Classificationaccording to flexibility:fixedbudget,flexiblebudget
Zero Base Budgeting:isa managementtechnique aimedatcostreductionandoptimumutilizationof
resources.
Stepsin zero base budgeting:determinationof objectives,determinationof the extentof application,
identificationof decisionunit,cost-benefitanalysis,preparationof budgets
Advantages of zerobase budgeting:
1. it providesasystematicwaytoevaluate differentoperationsandprogrammers.noarbitrarycut
or increase inbudgetestimatesare made.
2. it enablesthe managementtoallocate resource accordingtobenefitorimportance
3. it ensuresthatonlyessential programmersare unertakenandactivitiesare performedinthe
bestpossible manner.
4. it helpsinidentifyingandcontrollingwastefulexpenditure
5. doesnotallowsome expenditure/activitysimplybecauseitwasdone inthe past.management
isrequiredtoreviewactivitiesbefore allowingfundsforthem.thispromotesoperational
efficiency
6. appropriate forstaff andsupportareas
7. budgetingwillbe relatedtoorganizational goals.onlythoseactivitieswhichwill helpinthe
achievementof organizational goalswill be allowed
8. it isa convenienttool inintegratingthe mangerialfucntionsof planningandcontrol
Marginal costing
22. Marginal cost: referstoincrease or decrease inthe amountof cost on account of increase of production
by a single unit.
Marginal costing: isa technique where onlythe variable costsare consideredwhile computingthe cost
of a product.
Salientfeaturesof marginal costing:
1. isa technique of control ordecisionmaking
2. total cost is classifiedasfixedandvariablecosts
3. fixedcostsare ascertainedseparatelyandexcludedfromthe costof products.
4. the stock of work inprogressand finishedgoods.stocksare valuedat variable cost.fixedcosts
will notbe includedinvaluationof costs.
5. contributionisascertainedbyreducingthe marginal costor variable costfromthe sellingprice.
6. the profitabilityof products,departmentsorprocessisdeterminedonthe basisof contribution.
7. profitsare ascertainedbyreducingthe fixedcostfromthe contributionof all the productsof
departmentsorprocessor divisionsetc.
8. the profitabilityof variouslevelsof activityisascertainedbycalculatingcostvolume-profit
analysis
Meritsof marginal costing: simplicity,stockvaluation,meaningful reporting,effectof fixedcosts,profit
planning,costcontrol andcost reduction,pricingpolicy,helpful tomanagement
Demeritsof marginal costing: difficulttoanalyse overhead,time lementisignored,notsuitable for
external reporting,undervaluationof stocks,automation,productionaspectisignored,notapplicablein
all typesof business,misleadingpricing
Important concepts of cost-volue-profit-analysis:fixedcost,variable costs,contribution,contribution
to sales
Break evenanalysis and break evenpoint: isa methodof studyingrelationshipbetweenrevenueand
costs inrelatonto salesvolume of abusinessenterprise anddeterminationof volumeof salesatwhich
total costs are equal torevenue.
Break evencharts: graphical representationof the break-evenpoint
Advantages of break-evencharts:
1. total cost, variable costandfixedcostcan be determined.
2. BE outputor salesvalue canbe determined
23. 3. cost, volume andprofit,relationshipcanbe studiedandtheyare veryuseful tothe managerial
decision-making
4. interfirmcomparisonispossible
5. it isuseful forforecastingplansandprofits
6. the bestproductsmix can be selected
7. total profitscan be calculated
8. profitabilityof differentlevelsof activity,variousproductsorprofit,plantcanbe known.
9. it ishelpful forcostcontrol
Limitationsof break evencharts
1. constantsellingprice isnottrue
2. detailedinfocan'tbe knownfromthe chart
3. no importance isgiventoopeninganclosingstocks
4. variousproductmix on profitscannotbe studiedasthe studyisconcernedwithonlyone sales
mix or productmix
5. if the businessconditionschange duringaperiod,the becbecomesoutof data as itassumesno
change in businesscondition.
Types ofbreak evencharts: simple,contribution,profit,profitchartfor productwise analysis,cash
breakevenchart,control bec
Applicationsof marginal costingtechniques:Salesmix decisions,keyfactor,make orbuydecisions,
fixationof sellingprice,calculation of listprice
Capital budgeting
Capital budgeting:isthe processof makinginvestmentdecisionsregardingimprovingthe fixedassets,
the benefitsof whichare expectedtobe receivedoveranumberof yearsinthe future.
Featuresof capital budgeting:
1. capital budgetingdecsisionsare essentiallyalongtermfunction
2. huge fundsare investedinlongtermassets
3. future benefitswilloccurto the firmovera seriesof years
4. involve the exchangeof currentfundsforthe benefitstobe achievedlater
24. 5. have a significanteffectonthe profitabilityof the concern
6. theyare strategicinvestmentdecisions
7. theyare irreversibledecisions
Importance of capital budgeting:huge investments,long-termimplications,longtermimpacton
profitability,growthanexpansion,costoverruns,multiplicutyof variabiles,topmanagementactivity,
complicaciesof investmentdecisions,nationalimportance
Capital budgetingprocess:identificationof investmentproposals,screeingthe proposals,evaluationof
variousproposals,establishingpriorities,final approval,implementingproposals,performance review
Factors influencingcapital budgetingdecisions:availabilityof funds,minimumrate of returnon
investment,cut-off point,returnexpectedfromthe investment
Types ofcapital expenditure:expenditure increasesrevenue,expenditure reducingcosts
Classificationofcapital budgetingproposals: independantproposals,dependentcontingentproposals,
mutuallyexclusive proposals
Capital budgetingappraisal methods:
a) Traditional methods:pay back method,accountingrate of returnor average rate of returnmethod
b) Time adjusted or discountedcash flow methods: Netpresentvalue,profitabilityindex,internalrate
of return