Develop a minimum 700-word examination of the financial statements based on case study.

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Accounting: Tools for Business Decision Making

Sixth Edition

Kimmel ● Weygandt ● Kieso

Chapter 14

Managerial Accounting

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Chapter Outline:

Learning Objectives

Identify the features of managerial accounting and the functions of management.

Describe the classes of manufacturing costs and the differences between product and period costs.

Demonstrate how to compute cost of goods manufactured and prepare financial statements for a manufacturer.

Discuss trends in managerial accounting.

L O 1: Identify the Features of Managerial Accounting and the Functions of Management

Managerial accounting provides economic and financial information for managers and other internal users.

Comparing Managerial and Financial Accounting (1 of 2)

Feature	Financial Accounting	Managerial Accounting
Primary Users of Reports	External users: stockholders, creditors, and regulators.	Internal users: officers and managers..
Types and Frequency of Reports	Financial statements. Quarterly and annually.	Internal reports. As frequently as needed.
Purpose of Reports	General-purpose.	Special-purpose for specific decisions.

Comparing Managerial and Financial Accounting (2 of 2)

Feature	Financial Accounting	Managerial Accounting
Content of Reports	Pertains to business as a whole. Highly aggregated (condensed). Limited to double-entry accounting and cost data. Generally accepted accounting principles.	Pertains to subunits of the business. Very detailed. Extends beyond double-entry accounting to any relevant data. Standard is relevance to decisions.
Verification Process	Audited by CPA.	No independent audits.

Management Functions

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

Management Insight: Louis Vuitton (1 of 2)

Even the Best Have to Get Better

Luxury-goods manufacturers used to consider stockouts to be a good thing. But recently, Louis Vuitton, a French manufacturer of high-end handbags, wallets, and suitcases, changed its attitude. The company adopted “lean” processes used by car manufacturers and electronics companies to speed up production of “hot” products. Work is done by flexible teams, with jobs organized based on how long a task takes. By reducing wasted time and eliminating bottlenecks, what used to take 20 to 30 workers eight days to do now takes only 6 to 12 workers one day.

Other efforts included organizing 10-person factory teams into U-shaped clusters. This arrangement freed up floor space, allowing Louis Vuitton to hire 300 additional employees. The company also selectively employs robots to bring items to human workers, saving valuable time. In addition, computer programs are now used to identify flaws in leather skins, enabling the company to identify the best way to cut pieces from the leather to increase quality and minimize waste.

Management Insight: Louis Vuitton (2 of 2)

Finally, Louis Vuitton stores around the world feed sales information to the company’s headquarters in France. Production is then adjusted accordingly to ensure that would-be buyers aren’t left empty-handed. With these new production processes, Louis Vuitton is already seeing improved results—returns of some products are down by two-thirds.

Sources: Christina Passariello, “Louis Vuitton Tries Modern Methods on Factory Lines,” Wall Street Journal (October 9, 2006); and Christina Passariello, “At Vuitton, Growth in Small Batches,” Wall Street Journal (June 27, 2011).

What are some of the steps that this company has taken in order to ensure that production meets demand? (Go to WileyPLUS for this answer and additional questions.)

Organizational Structure

Organization charts show the interrelationships of activities and the delegation of authority and responsibility within the company.

Do It! 1: Managerial Accounting Overview (1 of 2)

Indicate whether each of the following statements is true or false.

Managerial accountants have a single role within an organization, collecting and reporting costs to management.

False

Financial accounting reports are general-purpose and intended for external users.

True

Managerial accounting reports are special-purpose and issued as frequently as needed.

True

Do It! 1: Managerial Accounting Overview (2 of 2)

Indicate whether each of the following statements is true or false.

Managers’ activities and responsibilities can be classified into three broad functions: cost accounting, budgeting, and internal control.

False

Managerial accounting reports must now comply with generally accepted accounting principles (G A A P).

False

L O 2: Describe the Classes of Manufacturing Costs and the Differences Between Product and Period Costs

Managers should ask questions such as the following.

What costs are involved in making a product or providing a service?

If we decrease production volume, will costs decrease?

What impact will automation have on total costs?

How can we best control costs?

Manufacturing Costs (1 of 5)

Manufacturing consists of activities and processes that convert raw materials into finished goods.

Manufacturing Costs (2 of 5)

Direct Materials

Raw Materials

Basic materials and parts used in manufacturing process.

Direct Materials

Raw materials that can be physically and directly associated with the finished product during the manufacturing process.

Manufacturing Costs (3 of 5)

Direct Materials

Indirect Materials

Not physically part of the finished product or

they are an impractical to trace to the finished product because their physical association with the finished product is too small in terms of cost.

Considered part of manufacturing overhead.

Manufacturing Costs (4 of 5)

Direct Labor

Work of factory employees that can be physically and directly associated with converting raw materials into finished goods.

Indirect Labor

Work of factory employees that has no physical association with the finished product or for which it is impractical to trace costs to the goods produced.

Manufacturing Costs (5 of 5)

Manufacturing Overhead

Costs that are indirectly associated with manufacturing the finished product.

Includes all manufacturing costs except direct materials and direct labor.

Also called factory overhead, indirect manufacturing costs, or burden.

Management Insight: Whirlpool (1 of 2)

Why Manufacturing Matters for U.S. Workers

Prior to 2010, U.S. manufacturing employment fell at an average rate of 0.1% per year for 60 years. At the same time, U.S. factory output increased by an average rate of 3.4%. As manufacturers relied more heavily on automation, the number of people they needed declined. However, factory jobs are important because the average hourly wage of a factory worker is $22, twice the average wage of employees in the service sector. Fortunately, manufacturing jobs in the United States increased by 1.2% in 2010, and they were forecast to continue to increase through at least 2015. Why? Because companies like Whirlpool, Caterpillar, and Dow are building huge new plants in the United States to replace old, inefficient U.S. facilities. For many products that are ultimately sold in the United States, it makes more sense to produce them domestically and save on the shipping costs. In addition, these efficient new plants, combined with an experienced workforce, will make it possible to compete with manufacturers in other countries, thereby increasing export potential.

Sources: Bob Tita, “Whirlpool to Invest in Tennessee Plant,” Wall Street Journal Online (September 1, 2010); and James R. Hagerty, “U.S. Factories Buck Decline,” Wall Street Journal Online (January 19, 2011).

Management Insight: Whirlpool (2 of 2)

In what ways does the shift to automated factories change the amount and composition of product costs? (Go to WileyPLUS for this answer and additional questions.)

bikeriderlondon/Shutterstock

Product Versus Period Costs (1 of 6)

Product Costs

Components:

Direct materials

Direct labor

Manufacturing overhead

Costs that are an integral part of producing the product.

Recorded in “inventory” account.

Not an expense (C O G S) until the goods are sold.

Product Versus Period Costs (2 of 6)

Period Costs

Charged to expense as incurred.

Non-manufacturing costs.

Includes all selling and administrative expenses.

Product Versus Period Costs (3 of 6)

Product Versus Period Costs (4 of 6)

Illustration: Suppose you started your own snowboard factory, KRT Boards. Here are some of the costs that your snowboard factory would incur. Assign the following costs:

Product Costs

Cost Item	Direct Materials	Direct Labor	Manufacturing Overhead	Period Costs
Material cost ($30) per board	X	Blank	Blank	Blank
Labor costs ($40) per board	Blank	X	Blank	Blank
Depreciation on factory equipment ($25,000 per year)	Blank	Blank	X	Blank

Product Versus Period Costs (5 of 6)

Cost Item	Direct Materials	Direct Labor	Manufacturing Overhead	Period Costs
Property taxes on factory building ($6,000 per year)	Blank	Blank	X	Blank
Advertising costs ($60,000 per year)	Blank	Blank	Blank	X
Sales commissions ($20 per board)	Blank	Blank	Blank	X
Maintenance salaries (factory facilities, $45,000 per year)	Blank	Blank	X	Blank
Salary of plant manager ($70,000 per year)	Blank	Blank	X	Blank
Cost of shipping boards ($8 per board)	Blank	Blank	Blank	X

Product Versus Period Costs (6 of 6)

If K R T Boards produces 10,000 snowboards the first year, what would be the total manufacturing costs?

Cost Number and Item	Manufacturing Cost
Material cost ($30 × 10,000)	$300,000
Labor cost ($40 × 10,000)	400,000
Depreciation on factory equipment	25,000
Property taxes on factory building	6,000
Maintenance salaries (factory facilities)	45,000
Salary of plant manager	70,000
Total manufacturing costs	$846,000

Do It! 2: Managerial Cost Concepts

A bicycle company has these costs: tires, salaries of employees who put tires on the wheels, factory depreciation, advertising expenditures, lubricants, spokes, salary of factory manager, salary of accountant, handlebars, and salaries of factory maintenance employees. Classify each cost as direct materials, direct labor, overhead, or a period cost.

Direct Materials	Direct Labor	Overhead
Tires. Spokes. Handlebars.	Salaries of employees who put tires on the wheels.	Factory depreciation. Lubricants Factory manager salary. Factory maintenance employees salary.

Advertising expenditures and salary of accountant are period costs.

L O 3: Demonstrate How to Compute Cost of Goods Manufactured and Prepare Financial Statements for a Manufacturer

Income Statement

Under a periodic inventory system, the income statements of a merchandiser and a manufacturer differ in the cost of goods sold section.

“C O G S”

Income Statement (1 of 2)

▼ Helpful hint

Assume a periodic inventory system in this illustration.

Income Statement (2 of 2)

Cost of goods sold sections of merchandising and manufacturing income statements

Cost of Goods Manufactured (1 of 2)

Total Manufacturing Costs – sum of direct material costs, direct labor costs, and manufacturing overhead in the current year.

Total Work in Process – (1) cost of beginning work in process and (2) total manufacturing costs for the current period.

Cost of Goods Manufactured (2 of 2)

Balance Sheet (1 of 2)

Inventory accounts for a manufacturer

The balance sheet for a merchandising company shows just one category of inventory.

Balance Sheet (2 of 2)

Current assets sections of merchandising and manufacturing balance sheets

Do It! 3: Cost of Goods Manufactured (1 of 2)

The following information is available for Keystone Company.

Blank	Blank	March 1	March 31
Raw materials inventory	Blank	$12,000	$10,000
Work in process inventory	Blank	2,500	4,000
Materials purchased in March	$ 90,000	Blank	Blank
Direct labor in March	75,000	Blank	Blank
Manufacturing overhead in March	220,000	Blank	Blank

Prepare the cost of goods manufactured schedule for the month of March 2017.

Do It! 3: Cost of Goods Manufactured (2 of 2)

L O 4: Discuss Trends in Managerial Accounting

Service Industries

Much of the U.S. economy has shifted toward an emphasis on providing services rather than goods.

Over 50% of U.S. workers are now employed by service companies.

Most of the techniques learned for manufacturing firms are applicable to service companies.

Service Company Insight: Allegiant Airlines (1 of 2)

Low Fares but Decent Profits

When other airlines were cutting flight service due to recession, Allegiant Airlines increased capacity by 21%. Sounds crazy, doesn’t it? But it must know something because while the other airlines were losing money, it was generating profits. In fact, it often has the industry’s highest profit margins. Consider also that its average one-way fare is only $83. So how does it make money? As a low-budget airline, it focuses on controlling costs.

Allegiant purchases used planes for $3 million each rather than new planes for $40 million. It flies out of small towns, so wages are low and competition is nonexistent. It minimizes hotel costs by having its flight crews finish their day in their home cities. The company also only flies a route if its 150-passenger planes are nearly full (it averages about 90% of capacity). The bottom line is that Allegiant knows its costs to the penny. Knowing what your costs are might not be glamorous, but it sure beats losing money.

Sources: Susan Carey, “For Allegiant, Getaways Mean Profits,” Wall Street Journal Online (February 18, 2009); and Scott Mayerowitz, “Tiny Allegiant Air Thrives on Low Costs, High Fees,” bigstory.ap.org (June 28, 2013).

Service Company Insight: Allegiant Airlines (2 of 2)

What are some of the line items that would appear in the cost of services performed schedule of an airline? (Go to WileyPLUS for this answer and additional questions.)

Focus On the Value Chain (1 of 4)

Refers to all business processes associated with providing a product or service.

For a manufacturing firm these include the following:

Focus On the Value Chain (2 of 4)

Just-In-Time (J I T) Inventory Methods

Inventory system in which goods are manufactured or purchased just in time for sale.

Total Quality Management (T Q M)

Reduce defects in finished products, with the goal of zero defects.

Focus On the Value Chain (3 of 4)

Theory of Constraints

Constraints (“bottlenecks” ) limit the company’s potential profitability.

A specific approach to identify and manage these constraints in order to achieve company goals.

Enterprise Resource Planning (E R P)

Software programs designed to manage all major business processes.

Focus On the Value Chain (4 of 4)

Activity-Based Costing (A B C)

Allocates overhead based on use of activities.

Results in more accurate product costing and scrutiny of all activities in the value chain.

Balanced Scorecard

Evaluates operations in an integrated fashion.

Uses both financial and non-financial measures.

Links performance to overall company objectives.

Business Ethics (1 of 3)

All employees are expected to act ethically.

Many organizations have codes of business ethics.

Past financial frauds:

Enron,

Global Crossing,

WorldCom

Business Ethics (2 of 3)

Creating Proper Incentives

Systems and controls sometimes create incentives for managers to take unethical actions.

Controls need to be effective and realistic.

Business Ethics (3 of 3)

Code of Ethical Standards

Sarbanes-Oxley Act (S O X)

Clarifies management’s responsibilities.

Requires certifications by C E O and C F O.

Selection criteria for Board of Directors and Audit Committee.

Substantially increased penalties for misconduct.

Corporate Social Responsibility

Considers a company’s efforts to employ sustainable business practices with regard to its employees, society, and the environment.

Is sometimes referred to as the triple bottom line because it evaluates a company’s performance with regard to people, planet, and profit.

Recent reports indicate that over 50% of the 500 largest U.S. companies provide sustainability reports.

People, Planet, and Profit Insight: Phantom Tac (1 of 2)

People Matter

Many clothing factories in developing countries are known for unsafe buildings, poor working conditions, and wage and labor violations. One of the owners of Phantom Tac, a clothing manufacturer in Bangladesh, did make efforts to develop sustainable business practices. This owner, David Mayor, provided funding for a training program for female workers. He also developed a website to educate customers about the workers’ conditions. But Phantom Tac also had to make a profit. Things got tight when one of its customers canceled orders because Phantom Tac failed a social compliance audit. The company had to quit funding the training program and the website. Recently, Bangladesh’s textile industry has seen some significant improvements in working conditions and safety standards. As Brad Adams, Asia director of Human Rights Watch, notes, “The (Dhaka) government has belatedly begun to register unions, which is an important first step, but it now needs to ensure that factory owners stop persecuting their leaders and actually allow them to function.”

People, Planet, and Profit Insight: Phantom Tac (2 of 2)

Sources: Jim Yardley, “Clothing Brands Sidestep Blame for Safety Lapses,” The New York Times Online (December 30, 2013); and Palash Ghosh, “Despite Low Pay, Poor Work Conditions, Garment Factories Empowering Millions of Bangladeshi Women,” International Business Times (March 25, 2014).

What are some of the common problems for many clothing factories in developing countries? (Go to WileyPLUS for this answer and additional questions.)

Geanina Bechea/Shutterstock

Do It! 4: Trends in Managerial Accounting (1 of 6)

Match the descriptions that follow with the corresponding terms.

______ All activities associated with providing a product or performing service.

______ A method of allocating overhead based on each product’s use of activities in making the product.

______ Systems implemented to reduce defects in finished products with the goal of achieving zero defects.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

Do It! 4: Trends in Managerial Accounting (2 of 6)

Match the descriptions that follow with the corresponding terms.

g All activities associated with providing a product or performing service.

a A method of allocating overhead based on each product’s use of activities in making the product.

e Systems implemented to reduce defects in finished products with the goal of achieving zero defects.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

Do It! 4: Trends in Managerial Accounting (3 of 6)

Match the descriptions that follow with the corresponding terms.

______ A performance-measurement approach that uses both financial and nonfinancial measures, tied to company objectives, to evaluate a company’s operations in an integrated fashion.

______ Inventory system in which goods are manufactured or purchased just as they are needed for use.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

Do It! 4: Trends in Managerial Accounting (4 of 6)

Match the descriptions that follow with the corresponding terms.

b A performance-measurement approach that uses both financial and nonfinancial measures, tied to company objectives, to evaluate a company’s operations in an integrated fashion.

d Inventory system in which goods are manufactured or purchased just as they are needed for use.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

Do It! 4: Trends in Managerial Accounting (5 of 6)

Match the descriptions that follow with the corresponding terms.

______ A company’s efforts to employ sustainable business practices with regards to its employees, society, and the environment.

______ Inventory system in which goods are manufactured or purchased just as they are needed for use.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

Do It! 4: Trends in Managerial Accounting (6 of 6)

Match the descriptions that follow with the corresponding terms.

c A company’s efforts to employ sustainable business practices with regards to its employees, society, and the environment.

f Inventory system in which goods are manufactured or purchased just as they are needed for use.

Terms:

a. Activity-based costing

b. Balanced scorecard

c. Corporate social responsibility

d. Just-in-time (J I T) inventory

e. Total quality management (T Q M)

f. Statement of Ethical Professional Practice

g. Value chain

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$846,000