1. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter One Managerial Accounting and the Business Environment

2. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-2 Strategy A strategy is a “game plan” that enables a company to attract customers by distinguishing itself from competitors. The focal point of a company’s strategy should be its target customers.

3. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-3 Customer Value Propositions Understand and respond to individual customer needs. Customer Intimacy Strategy Operational Excellence Strategy Deliver products and services faster, more conveniently, and at lower prices. Product Leadership Strategy Offer higher quality products.

4. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-4 Work of Management Planning Controlling Directing and Motivating

5. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-5 Planning Identify alternatives. Select alternative that does the best job of furthering organization’s objectives. Develop budgets to guide progress toward the selected alternative.

6. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-6 Directing and Motivating Directing and motivating involves managing day-to-day activities to keep the organization running smoothly.  Employee work assignments.  Routine problem solving.  Conflict resolution.  Effective communications.

7. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-7 Controlling The control function ensures that plans are being followed. Feedback in the form of performance reports that compare actual results with the budget are an essential part of the control function.

8. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-8 Planning and Control Cycle Decision Making Formulating long- and short-term plans (Planning) Measuring performance (Controlling) Implementing plans (Directing and Motivating) Comparing actual to planned performance (Controlling) Begin Exhibit 1-2

9. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-9 Learning Objective 1 Identify the major differences and similarities between financial and managerial accounting.

10. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-10 Comparison of Financial and Managerial Accounting

11. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-11 Learning Objective 2 Understand the role of management accountants in an organization.

12. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-12 Organizational Structure Decentralization is the delegation of decision- making authority throughout an organization.

13. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-13 Line and Staff Relationships Line positions are directly related to achievement of the basic objectives of an organization.  Example: Production supervisors in a manufacturing plant. Staff positions support and assist line positions.  Example: Cost accountants in the manufacturing plant.

14. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-14 The Chief Financial Officer (CFO) A member of the top management team responsible for:  Providing timely and relevant data to support planning and control activities.  Preparing financial statements for external users.

15. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-15 Learning Objective 3 Understand the basic concepts underlying Lean Production, the Theory of Constraints, and Six Sigma.

16. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-16 Process Management Business functions making up the value chain Product Customer R&D Design Manufacturing Marketing Distribution Service A business process is a series of steps that are followed in order to carry out some task in a business.

17. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-17 Process Management There are three approaches to improving business processes...  Lean Production  Theory of Constraints (TOC)  Six Sigma

18. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-18 Traditional “Push” Manufacturing Company Forecast Sales Order components Produce goods in Anticipation of Sales Make Sales from Finished Goods Inventory Store Inventory

19. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-19 Traditional “push” manufacturing Traditional “Push” Manufacturing Company Large inventories Finished goods Raw materials Work in process Materials waiting to be processed. Completed products awaiting sale. Partially completed products requiring more work before they are ready for sale.

20. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-20 Lean Production Exhibit 1-6 The lean thinking model is a five step approach.  Identify value in specific products/services.  Identify the business process that delivers value.  Organize work arrangements around the flow of the business process.  Create a pull system that responds to customer orders.  Continuously pursue perfection in the business process.

21. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-21 Customer Places an Order Create Production Order Generate Component Requirements Production Begins as Parts Arrive Goods Delivered when needed Components are Ordered Lean Production The five step process results in a “pull” manufacturing system that reduces inventories, decreases defects, reduces wasted effort, and shortens customer response times.

22. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-22 Lean Production Lean thinking may be used to improve business processes that link companies together. The term supply chain management refers to the coordination of business processes across companies to better serve end consumers.

23. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-23 A constraint (also called a bottleneck) is anything that prevents you from getting more of what you want. The Theory of Constraints is based on the observation that effectively managing the constraint is the key to success. The constraint in a system is determined by the step that has the smallest capacity. Theory of Constraints

24. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-24 4. Recognize that the weakest link is no longer so. 1. Identify the weakest link. 2. Allow the weakest link to set the tempo. 3. Focus on improving the weakest link. Only actions that strengthen the weakest link in the “chain” improve the process. Theory of Constraints

25. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-25 Six Sigma A process improvement method relying on customer feedback and fact-based data gathering and analysis techniques to drive process improvement. Refers to a process that generates no more than 3.4 defects per million opportunities. Sometimes associated with the term zero defects.

26. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-26 Six Sigma Exhibit 1-8

27. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-27 E-Commerce E-commerce refers to business conducted using the Internet. In addition to dot.com companies, traditional businesses, such as banks and retailers, continue to expand their Internet presence. The growth in e-commerce is occurring because the Internet has important advantages over more conventional marketplaces for many kinds of transactions.

28. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-28 Enterprise Systems A single software system that integrates data across an organization, thereby enabling all employees to have simultaneous access to a common set of data. All data are recorded only once in the company’s centralized database. The unique data elements contained within a database can be linked together.

29. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-29 Learning Objective 4 Understand the importance of upholding ethical standards.

30. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-30 Code of Conduct for Management Accountants The Institute of Management Accountant’s (IMA) Standards of Ethical Conduct for Practitioners of Management Accounting and Financial Management have two major parts, which offer guidelines for:  Ethical behavior.  Resolution for an ethical conflict.

31. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-31 Competence Follow applicable laws, regulations and standards. Maintain professional competence. Provide accurate, clear, concise, and timely decision support information. IMA Guidelines for Ethical Behavior Recognize and communicate professional limitations that preclude responsible judgment.

32. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-32 Confidentiality Do not disclose confidential information unless legally obligated to do so. Ensure that subordinates do not disclose confidential information. Do not use confidential information for unethical or illegal advantage. IMA Guidelines for Ethical Behavior

33. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-33 Mitigate conflicts of interest and advise others of potential conflicts. Abstain from activities that might discredit the profession. Refrain from conduct that would prejudice carrying out duties ethically. Integrity IMA Guidelines for Ethical Behavior

34. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-34 Communicate information fairly and objectively. Disclose all relevant information that could influence a user’s understanding of reports and recommendations. Credibility IMA Guidelines for Ethical Behavior Disclose delays or deficiencies in information timeliness, processing, or internal controls.

35. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-35 Abandoning ethical standards in business would lead to a lower quality of life with less desirable goods and services at higher prices. Why Have Ethical Standards? Without ethical standards in business, the economy, and all of us who depend on it for jobs, goods, and services, would suffer. Ethical standards in business are essential for a smooth functioning advanced market economy.

36. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-36 Company Codes of Conduct Employees Customers Suppliers And to the communities in which the company operates. Broad-based statements of a company’s responsibilities to:

37. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-37 Corporate Governance The system by which a company is directed and controlled. Board of Directors Top Management Stockholders To pursue objectives of Incentives and monitoring for

38. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-38 Corporate Governance And the communities in which the company operates. An effective corporate governance system should also protect the interests of the company’s other stakeholders. Employees Customers Suppliers Creditors

39. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-39 The Sarbanes-Oxley Act of 2002 The Sarbanes-Oxley Act of 2002 was intended to protect the interests of those who invest in publicly traded companies by improving the reliability and accuracy of corporate financial reports and disclosures. Six key aspects of the legislation include:  The Act requires both the CEO and CFO to certify in writing that their company’s financial statements and disclosures fairly represent the results of operations.  The Act establishes the Public Company Accounting Oversight Board to provide additional oversight of the audit profession.  The Act places the power to hire, compensate and terminate public accounting firms in the hands of the audit committee.  The Act places restrictions on audit firms, such as prohibiting public accounting firms from providing a variety of non-audit services to an audit client. The Sarbanes-Oxley Act of 2002 was intended to protect the interests of those who invest in publicly traded companies by improving the reliability and accuracy of corporate financial reports and disclosures. Six key aspects of the legislation include:  The Act requires both the CEO and CFO to certify in writing that their company’s financial statements and disclosures fairly represent the results of operations.  The Act establishes the Public Company Accounting Oversight Board to provide additional oversight of the audit profession.  The Act places the power to hire, compensate and terminate public accounting firms in the hands of the audit committee.  The Act places restrictions on audit firms, such as prohibiting public accounting firms from providing a variety of non-audit services to an audit client.

40. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-40 The Sarbanes-Oxley Act of 2002  The Act requires that a company’s annual report contain an internal control report that is accompanied by an opinion from the company’s audit firm about the fairness of that report. ‘The Act establishes severe penalties for certain behaviors, such as: Up to 20 years in prison for altering or destroying any documents that may eventually be used in an official proceeding. Up to 10 years in prison for retaliating against a “whistle blower.”  The Act requires that a company’s annual report contain an internal control report that is accompanied by an opinion from the company’s audit firm about the fairness of that report. ‘The Act establishes severe penalties for certain behaviors, such as: Up to 20 years in prison for altering or destroying any documents that may eventually be used in an official proceeding. Up to 10 years in prison for retaliating against a “whistle blower.”

41. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-41 Enterprise Risk Management A process used by a company to proactively identify and manage risk. Once a company identifies its risks, perhaps the most common risk management tactic is to reduce risks by implementing specific controls. Should I try to avoid the risk, share the risk, accept the risk, or reduce the risk?

42. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-42 Enterprise Risk Management

43. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-43 Certified Management Accountant A management accountant who has the necessary qualifications and who passes a rigorous professional exam earns the right to be known as a Certified Management Accountant (CMA). Information about becoming a CMA and the CMA program can be accessed on the IMA’s website at www.imanet.org or by calling 1-800-638-4427.www.imanet.org Information about becoming a CMA and the CMA program can be accessed on the IMA’s website at www.imanet.org or by calling 1-800-638-4427.www.imanet.org

44. Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 1-44 End of Chapter 1