Kinney ● Raiborn Cost Accounting: Foundations and Evolutions, 9e © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 1: Introduction to Cost Accounting

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives What are the relationships among financial, management, and cost accounting? What are the sources of authoritative pronouncements for the practice of cost accounting? What are the sources of ethical standards for cost accountants? What is a mission statement, and why is it important to organizational strategy? What must accountants understand about an organization’s structure and business environment in order to perform effectively in that organization? What is a value chain, and what are the major value chain functions? How is a balanced scorecard used to implement an organization’s strategy? What are the sources of ethical standards for cost accountants? Why is ethical behavior so important in organizations?

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Accountants Financial accountants provide information to external parties  Investors  Creditors  Regulators  Donors Managerial accountants provide information to internal users  Managers Cost accountants provide information to both internal and external users  Product cost information Accounting is the language of business.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Relationship of Financial, Management, and Cost Accounting FINANCIAL ACCOUNTING MANAGEMENT ACCOUNTING COST ACCOUNTING Product Costs

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Types of Accounting Financial Meet external information needs Comply with GAAP Management Meet internal information needs Does not have to comply with GAAP

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Financial versus Managerial Financial External focus Whole organization Historical Quantitative Monetary Verifiable GAAP Formal recordkeeping Managerial Internal focus Segments or divisions Current/projected Quantitative/qualitative Monetary and nonmonetary Timely/reasonable estimate Benefits exceed costs Formal and informal recordkeeping

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Product Cost Information External parties—stockholders, creditors, regulators, and donors  For investment and credit decisions  Complies with GAAP  Enterprise focus Internal parties  Planning, controlling, and decision making  Evaluating performance  Includes upstream and downstream costs  Disaggregated

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Accounting Bodies Financial Public Company Accounting Oversight Board (PCAOB) Securities and Exchange Commission (SEC) Financial Accounting Standards Board (FASB) Management Institute of Management Accountants (IMA) Society of Management Accountants of Canada Cost Accounting Standards Board (CASB)

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Management Accounting Organizations  IMA  Statements on Management Accounting  (not legally binding)  Society of Management Accountants of Canada  Management Accounting Guidelines  (not legally binding)  Cost Accounting Standards Board (CASB)  Government contracting standards  (legally binding)

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Strategy 1.Develop mission statement 2.Implement strategy 3.Deploy resources to create value for customers and shareholders 4.Recognize that each organization is unique—thus unique strategies must be developed

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Strategy 1.Develop mission statement 2.Implement strategy Establish appropriate measures of accomplishment Develop, implement, and monitor necessary information systems

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Five Factors in Organizational Strategy Core competencies Organizational structure Management style and organizational culture Organizational constraints Environmental constraints

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Core competency—critical function or activity providing a competitive advantage Cost leadership strategy—undercut competitor prices Product differentiation strategy—superior quality products or unique services sold at a premium Organizational Strategies

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Strategy Questions What are the most important factors in your organization’s operating environment?  Economy, population demographics, competitors, suppliers, resource availability, innovation, environment What are your organization’s core competencies? Have you organization’s core competencies become competitive advantages? What is your organizations current position relative to your competitors? What are your customers’ purchase or selection criteria? What is the organizational vision identified by your management, shareholders, and other internal and external stakeholders?  Is the vision supported by identifiable goals and objectives? Does your organization have the appropriate resources (financial, personnel, and technological) to fulfill its vision? Have appropriate performance measurements been established to determine if progress is being made towards your organization’s mission and vision? Are operating conditions continuously monitored to detect changes so that your organization can adapt with flexibility and sensitivity, especially to new trends in technology?

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Structure Distribution of authority and responsibility in an organization  Authority—right to use resources to accomplish a task or achieve an objective  Responsibility—obligation to accomplish a task or achieve an objective Line manager works directly toward attaining organizational goals Staff employees give assistance and advice to line managers  Treasurer and Controller

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Constraints Four common organizational constraints  Monetary capital  Intellectual capital  Technology  Environmental constraints

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Value Chain  Research and Development  Product Design  Supply  Production  Marketing  Distribution  Customer Service Communicate strategy to all members of the value chain. A set of value-adding functions and processes that converts inputs into products or services

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Components of the Value Chain

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Balanced Scorecard

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Balanced Scorecard Perspectives Learning and Growth  Use the organization’s intellectual capital to adapt to changing customer needs or to influence new customers’ needs and expectations through product or service innovations Internal Business  Things to do well to meet customer needs and expectations Customer Value  How well the organization is doing relative to important customer criteria Financial  Address stockholders/stakeholders concerns about profitability and organizational growth

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Balanced Scorecard Measures Short-term and long-term Internal and external Financial and nonfinancial

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Professional Ethics Earnings management—deliberate accounting adjustments to “hit” profit targets Often adjustments involve cost accounting  Product costs  Inventory valuations Stretching legitimate accounting techniques Outright fraud

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Potential Ethical Issues Earnings management Low cost production at any cost Whistle-blower retaliation Fixing prices Bribery and other corruption Hiding managerial acts

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Ethics and Legislation Sarbanes-Oxley Act—CEOs and CFOs personally accountable for the accuracy of their organization’s financial reporting False Claims Act—whistle-blower protection and penalties for failure to blow the whistle (disclose known financial frauds) Dodd-Frank Act—encourages whistle- blowing with awards from 10 to 30 percent of amount recouped

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Ethics and Management Accounting Standards of Ethical Conduct for Management Accountants  Competence  Confidentiality  Integrity  Credibility

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Ethics in Multinationals Foreign Corrupt Practices Act—prohibits bribes to obtain/retain business Organization of Economic Cooperation and Development Convention—crime to offer, promise, give bribes to obtain/retain internal business deals

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. Questions What is the relationship among financial, management, and cost accounting? How is the balanced scorecard used to implement an organization’s strategy? Where can an accountant find ethical standards for cost accounting?