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Chapter 1, (Garrison Text) Summary:: Accounting

The document provides an overview of management accounting and key concepts. It discusses how management accountants support managers with planning, directing, controlling, and decision making. The summary also outlines several important management techniques like just-in-time manufacturing, total quality management, process reengineering, and the theory of constraints. Management accountants must understand these changing business practices and how to help managers implement improvements and measure performance.

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AhmadYaseen
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102 views

Chapter 1, (Garrison Text) Summary:: Accounting

The document provides an overview of management accounting and key concepts. It discusses how management accountants support managers with planning, directing, controlling, and decision making. The summary also outlines several important management techniques like just-in-time manufacturing, total quality management, process reengineering, and the theory of constraints. Management accountants must understand these changing business practices and how to help managers implement improvements and measure performance.

Uploaded by

AhmadYaseen
Copyright
© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Chapter 1, (Garrison Text) Summary: Dr. M.S.

Bazaz

The word of Management Accounting ties management with accounting. Managers are the customers of
the management accountant. To maximize their value, accountants must focus on the challenges facing
managers as much as on the technical aspects of accounting measurement.

Work of Management: Managers carry out three Major activities:


 Planning
 Identify alternatives; select from the alternatives the one that does the best job of furthering the
organization’s objectives.
 The plan of management are often expressed formally in budgets
 Controller is responsible to prepare the budget.
 The manager of each store is given a target for sales volume, profit, expenses, pilferage losses, and
employee training.
 Directing and Motivating
 Managers must oversee day-to-day activities and keep the organization functioning smoothly.
 Controlling
 Managers seek to ensure that the plan is being followed.
 Feedback, which signals whether operations are on track, is the key to effective control.
 Performance Report – compares budgeted to actual results.
 Variance analysis
Cost Accounting is management accounting plus a part of financial accounting (satisfy the requirements of
external reporting)

Comparison of Financial and Managerial Accounting:

Accounting:
 Recording
 Estimating
 Organizing
 Summarizing

Financial Accounting: Managerial Accounting

- Reports to outsiders - Report to insiders


Owners Planning
Lenders Directing & Motivating
Government Controlling
Regulators Performance Evaluation

- Emphasis on Past activities - Emphasis on the future

- Objectivity and verifiability of data - Relevance and flexibility of data

- Precision of information - Timeliness of information

- Only Summarized data for the - Detailed segment reports about


Entire organization are prepared departments, products, customers
and employees are prepared.
- Must follow GAAP - Need not follow GAAP.

- Mandatory for external reports - Not mandatory.

Important management themes that are shaping developments in management accounting systems
include:
 The primacy of customer satisfaction
 Linking planning and control to key success factors
 Total value-chain analysis
 Dual internal/ external focus
 Continuous improvement.

Management accountants and Controllers are staff management in most organizations. Staff managers
exist to provide advise and assistance to line managers, who are directly responsible for attaining the
objectives of organization.

Management accountants have important ethical responsibilities that are related to competence,
confidentiality, integrity, and objectivity.

Changing Business Environment:


 Just-in-time (JIT)
 Total quality management (TQM)
 Process reengineering
 Theory of constraints

JIT Concept: Under ideal conditions, a company operating a JIT system would:
- purchase only enough material each day to meet that day’s needs.
- have no good still in process at the end of the day, and
- all goods completed during the day would have been shipped immediately to customers.

This sequence suggests, JIT means that:


raw materials are received JIT to go into production,
manufactured parts are completed JIT to be assembled into products, and
products are completed JIT to be shipped to customers.

In a JIT environment, the flow of goods is controlled by a pull approach. The pull approach can be
explained as follows: At the final assembly stage, a signal is sent to the preceding workstation as to the
exact amount of parts and materials that will be needed over the next few hours to assemble products to fill
customer orders, and only that amount of parts and materials is provided. The same signal is sent back
through each preceding workstation so that a smooth flow of parts and materials is maintained with no
appreciable inventory buildup at any point.

Under a JIT system you do not produce anything, anywhere, for anybody unless they ask for it somewhere
downstream.

In conventional system, push approach was used – when a workstation completes its work, the partially
completed goods are “pushed” forward to the next workstation regardless of whether that workstation is
ready to receive them. The result is an unintentional stockpiling of partially completed goods that may not
be completed for days or even weeks. This ties up funds and results in operating inefficiencies.

Another characteristic of conventional manufacturing systems is an emphasis on “keeping everyone busy”.


This inevitably leads to excess inventories – particularly work in process inventories.
In JIT, the traditional emphasis on keeping everyone busy is abandoned in favor of producing only what
customers actually want – even if that means some workers are idle.

Key Elements in a JIT system:


 Improving Plant Layout
 Reduced Setup Time –batch producing
 Zero Defects and JIT
 Flexible Workforce.
Benefits of a JIT System:
 Save in working capital due to reduction of inventories.
 Availability of more space for other usage.
 Throughput time is reduced, resulting in greater potential output and quicker response to customers.
 Defect rates are reduced.

Total Quality Management (TQM)


The most popular approach to continuous improvement is known as TQM. There are two major
characteristics:
1. A focus on serving customers
2. Systematic problem solving using teams made up of front-line workers.

Some tools to help TQM problem solving are:


- Benchmarking
- The Plan-Do-Check-Act cycle.

Process Reengineering
Process reengineering is a more radical approach to improvement than TQM. Instead of tweaking the
existing system in a series of incremental improvements, in process reengineering a business process is
diagrammed in detail, questioned, and then completely redesigned in order to eliminate unnecessary steps,
to reduce opportunities for errors, and to reduce costs.

A business process is any series of steps that are followed in order to carry out some task in a business.

Process reengineering focuses on simplification and elimination of waste effort. A central idea of process
reengineering is that all activities that do not value to a product or service should be eliminated.

Employee’s moral – Employees must be convinced that the end result of the improvement will be more
secure, rather than less secure, job.

Theory of Constraints (TOC)


A constraint is anything that prevents you from getting more of what you want. The TOC maintains that
effectively managing the constraint is a key to success.

TOC can help a company prioritize the use of time.


Continuing with the TOC analogy, the procedure to follow in strengthening the chain is straightforward:
1. Identify the weakest link, which is the constraint.
2. Don’t place a greater strain on the system than the weakest link can handle.
3. Concentrate improvement efforts on strengthening the weakest link.
4. If the improvement efforts are successful, eventually the weakest link will improve to the point where
it is no longer the weakest link.
5. At this point, the new weakest link must be identified and improvement efforts must be shifted over to
that link.

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