1. Managerial Accounting & the Business Environment Chapter 1

2. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Managerial Accounting and Financial Accounting Managerial inside Managerial accounting provides information for managers inside an organization who direct and control its operations. Financial outside Financial accounting provides information to stockholders, creditors and others who are outside the organization.

3. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Work of Management Planning Controlling Directing and Motivating

4. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin 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 Exh. 1-1

5. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Differences Between Financial and Managerial Accounting

6. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Organizational Structure Decentralization is the delegation of decision-making authority throughout an organization.

7. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Line and Staff Relationships Line position 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.

8. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Growth of the internet Just-in-Time production Total Quality Management International competition Growth of the internet Just-in-Time production Total Quality Management International competition Business environment changes in the past twenty years The Changing Business Environment

9. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin The Changing Business Environment Just-In-Time Total Quality Management Process Reengineering Theory of Constraints New tools for managers!

10. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Complete products just in time to ship customers. Complete parts just in time for assembly into products. Schedule production. Receive materials just in time for production. Receive customer orders. Just-in-Time (JIT) Systems

11. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Flexible workforce Reduced setup time Zero production defects JIT Consequences Improved plant layout JIT purchasing Fewer, but more ultrareliable suppliers. Frequent JIT deliveries in small lots. Defect-free supplier deliveries. JIT purchasing Fewer, but more ultrareliable suppliers. Frequent JIT deliveries in small lots. Defect-free supplier deliveries.

12. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin More rapid response to customer orders Freed-up funds Reduced inventory costs Greater customer satisfaction Higher quality products Benefits of a JIT System Increased throughput

13. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Do we need to change the plan? Where are we? Where do we want to go? How do we start? How are we doing? Check Plan ActDo is Total Quality Management Benchmarking Continuous Improvement

14. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Process Reengineering The process is redesigned to include only those steps that make our product more valuable. Every step in the business process must be justified. A business process is diagrammed in detail. Anticipated results: Process is simplified. Process is completed in less time. Costs are reduced. Opportunities for errors are reduced. Anticipated results: Process is simplified. Process is completed in less time. Costs are reduced. Opportunities for errors are reduced.

15. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin A sequential process of identifying and removing constraints in a system. Restrictions or barriers that impede progress toward an objective Theory of Constraints

16. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin 4. Coordinate processes 1. Measure process capacity 2. Identify process constraints 3. Use bottlenecks effectively. Only actions that strengthen the weakest link in the “chain” improve the process. Theory of Constraints

17. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Theory of Constraints Process Capacity A measure of a process’s ability to transform resources into value products and services. System Constraint The point in a system that limits the overall output of the system. Often called the “bottleneck.”

18. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin International Competition Meeting world-class competition demands a world-class management accounting system. Managers must make decisions to plan, direct, and control a world-class organization.

19. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin E-Commerce During 2001, many dot.com businesses failed that might have benefited from the application of managerial accounting tools: cost concepts (Chap. 2) cost estimation (Chap. 5) cost-volume-profit (Chap. 6) activity-based costing (Chap. 8) budgeting (Chap. 9) decision-making (Chap. 13) capital budgeting (Chap. 14)

20. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Importance of Ethics in Accounting Ethical accounting practices build trust and promote loyal, productive relationships with users of accounting information. Many companies and professional organizations, such as the Institute of Management Accountants (IMA), have written codes of ethics which serve as guides for employees. Code of Conduct for Management Accountants

21. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin IMA Code of Ethics for Management Accountants Four broad areas of responsibility: Maintain a high level of professional competence treat sensitive matters with confidentiality Maintain personal integrity Be objective in all disclosures

22. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin End of Chapter 1