cost accounting chapter 23

CHAPTER 1THE MANAGER AND MANAGEMENT ACCOUNTINGSee the front matter of this Solutions Manual for suggestions regarding your choices of assignment material for each chapter.1-1 Management accounting measures, analyzes, and reports financial and nonfinancial information that helps managers make decisions to fulfill the goals of an organization. It focuses on internal reporting and is not restricted by generally accepted accounting principles (GAAP).Financial accounting focuses on reporting to external parties such as investors, government agencies, and banks. It measures and records business transactions and provides financial statements that are based on generally accepted accounting principles (GAAP).Other differences include (1) management accounting emphasizes the future (not the past), and (2) management accounting influences the behavior of managers and other employees (rather than primarily reporting economic events).1-2Financial accounting is constrained by generally accepted accounting principles. Management accounting is not restricted to these principles. The result is that•management accounting allows managers to charge interest on owners’ capital to helpjudge a division’s performance, even though such a charge is not allowed under GAAP,•management accounting can include assets or liabilities (such as “brand names”developed internally) not recognized under GAAP, and•management accounting can use asset or liability measurement rules (such as presentvalues or resale prices) not permitted under GAAP.1-3 Management accountants can help to formulate strategy by providing information about the sources of competitive advantage—for example, the cost, productivity, or efficiency advantage of their company relative to competitors or the premium prices a company can charge relative to the costs of adding features that make its products or services distinctive.1-4The business functions in the value chain are•Research and development—generating and experimenting with ideas related to new products, services, or processes.•Design of products and processes—the detailed planning, engineering, and testing of products and processes.•Production—procuring, transporting, storing, and assembling resources to produce a product or deliver a service.•Marketing—promoting and selling products or services to customers or prospective customers.•Distribution—processing orders and shipping products or services to customers.•Customer service—providing after-sales service to customers.1-5Supply chain describes the flow of goods, services, and information from the initial sources of materials and services to the delivery of products to consumers, regardless of whether those activities occur in the same organization or in other organizations.Cost management is most effective when it integrates and coordinates activities across all companies in the supply chain as well as across each business function in an individual company’s value chain. Attempts are made to restructure all cost areas to be more cost-effective. 1-6 “Management accounting deals only with costs.” This statement is misleading at best, and wrong at worst. Management accounting measures, analyzes, and reports financial and nonfinancial information that helps managers define the organization’s goals and make decisions to fulfill those goals. Management accounting also analyzes revenues from products and customers in order to assess product and customer profitability. Therefore, while management accounting does use cost information, it is only a part of t he organization’s information recorded and analyzed by management accountants.1-7Management accountants can help improve quality and achieve timely product deliveries by recording and reporting an organization’s current quality and timeliness levels and by analyzing and evaluating the costs and benefits—both financial and nonfinancial—of new quality initiatives, such as TQM, relieving bottleneck constraints, or providing faster customer service.1-8The five-step decision-making process is (1) identify the problem and uncertainties; (2) obtain information; (3) make predictions about the future; (4) make decisions by choosing among alternatives; and (5) implement the decision, evaluate performance, and learn.1-9Planning decisions focus on selecting organization goals and strategies, predicting results under various alternative ways of achieving those goals, deciding how to attain the desired goals, and communicating the goals and how to attain them to the entire organization.Control decisions focus on taking actions that implement the planning decisions, deciding how to evaluate performance, and providing feedback and learning to help future decision making.1-10The three guidelines for management accountants are as follows:1.Employ a cost-benefit approach.2.Recognize technical and behavioral considerations.3.Apply the notion of “different costs for different purposes.”1-11 Agree. A successful management accountant requires general business skills (such as understanding the strategy of an organization) and people skills (such as motivating other team members) as well as technical skills (such as computer knowledge, calculating costs of products, and supporting planning and control decisions).1-12 The new controller could reply in one or more of the following ways:(a) Demonstrate to the plant manager how he or she could make better decisions if theplant controller was viewed as a resource rather than a deadweight. In a related way,the plant controller could show how the plant manager’s time and resources could besaved by viewing the new plant controller as a team member.(b) Demonstrate to the plant manager a good knowledge of the technical aspects of theplant. This approach may involve doing background reading. It certainly will involvespending much time on the plant floor speaking to plant personnel.(c) Show the plant manager examples of the new plant controller’s past successes inworking with line managers in other plants. Examples could include•assistance in preparing the budget,•assistance in analyzing problem situations and evaluating financial and nonfinancial aspects of different alternatives, and•assistance in submitting capital budget requests.(d) Seek assistance from the corporate controller to highlight to the plant manager theimportance of many tasks undertaken by the new plant controller. This approach is alast resort but may be necessary in some cases.1-13The controller is the chief management accounting executive. The corporate controller reports to the chief financial officer, a staff function. Companies also have business unit controllers who support business unit managers or regional controllers who support regional managers in major geographic regions.1-14 The Institute of Management Accountants (IMA) sets standards of ethical conduct for management accountants in the following four areas:•Competence•Confidentiality•Integrity•Credibility1-15 Steps to take when established written policies provide insufficient guidance are as follows:(a) Discuss the problem with the immediate superior (except when it appears that thesuperior is involved).(b)Clarify relevant ethical issues by confidential discussion with an IMA EthicsCounselor or other impartial advisor.(c)Consult your own attorney as to legal obligations and rights concerning the ethicalconflicts.1-16 (15 min.) Value chain and classification of costs, computer company.Cost Item Value Chain Business Functiona.b.c.d.e.f.g.h. ProductionDistributionDesign of products and processes Research and development Customer service or marketing Design of products and processes (or research and development) MarketingProduction1-17 (15 min.)Value chain and classification of costs, pharmaceutical company.Cost Item Value Chain Business Functiona.b.c.d.e.f.g.h. MarketingDesign of products and processes Customer serviceResearch and development MarketingProductionMarketingDistribution1-18 (15 min.) Value chain and classification of costs, fast-food restaurant.Cost Item Value Chain Business Functiona.b.c.d.e.f.g.h. ProductionDistributionMarketingMarketingMarketingProductionDesign of products and processes (or research and development) Customer service1-19 (10 min.)Key success factors.Change in Operations/Management Accounting Key Success Factora.b.c.d.e. InnovationCost and efficiency and quality TimeTime and cost and efficiency Cost and efficiency1-20 (10 min.)Key success factors.Change in Operations/Management Accounting Key Success Factora.b.c.d.e. Time and cost and efficiency Time and cost and efficiency Quality and cost and efficiency Innovation and qualityCost and efficiency1-21(10–15 min.) Planning and control decisions.Action Decisiona.b.c.d.e. Planning Control Control Planning Planning1-22(10–15 min.) Planning and control decisions.Action Decisiona.b.c.d.e. Planning Control Planning Planning Control1-23 (15 min.) Five-step decision-making process, manufacturing.Action Step in Decision-Making Processa.b.c.d.e.f.g. Obtain information.Make predictions about the future.Identify the problem and uncertainties.Implement the decision, evaluate performance, and learn. Make predictions about the future.Make decisions by choosing among alternatives. Obtain information.1-24(15 min.) Five-step decision-making process, service firm.Action Step in Decision-Making Processa.b.c.d.e.f. Make decisions by choosing among alternatives.Identify the problem and uncertainties.Obtain information and/or make predictions about the future. Obtain information and/or make predictions about the future. Make predictions about the future.Obtain information.1-25 (10–15 min.) Professional ethics and reporting division performance.1. Mendez’s ethical responsibilities are well summarized in the IMA’s “Standards of Ethical Conduct for Management Accountants”(Exhibit 1-7 of text). Areas of ethical responsibility include the following:•Competence•Confidentiality•Integrity•CredibilityThe ethical standards related to Mendez’s current dilemma are integrity, competence, and credibility. Using the integrity standard, Mendez should carry out duties ethically and communicate unfavorable as well as favorable information and professional judgments or opinions. Competence demands that Mendez perform her professional duties in accordance with relevant laws, regulations, and technical standards and provide decision support information that is accurate. Credibility requires that Mendez report information fairly and objectively and disclose deficiencies in internal controls in conformance with organizational policy and/or applicable law. Mendez should refuse to book the $200,000 of sales until the goods are shipped. Both financial accounting and management accounting principles maintain that sales are not complete until the title is transferred to the buyer.2. Mendez should refuse to follow Dalton’s orders. If Dalton persists, the incident should be reported to the corporate controller. Support for line management should be wholehearted, but it should not require unethical conduct.1-26 (10–15 min.) Professional ethics and reporting division performance.1. Wilson’s ethical responsibilities are well summarized in the IMA’s “Standards of Ethical Conduct for Management Accountants” (Exhibit1-7 of text). Areas of ethical responsibility include the following:•Competence•Confidentiality•Integrity•CredibilityThe ethical standards related to Wilson’s current dilemma are integrity, competence, and credibility. Using the integrity standard, Wilson should carry out duties ethically and communicate unfavorable as well as favorable information and professional judgments or opinions. Competence demands that Wilson perform his professional duties in accordance with relevant laws, regulations, and technical standards and provide decision support information that is accurate. Credibility requires that Wilson report information fairly and objectively and disclose deficiencies in internal controls in conformance with organizational policy and/or applicable law. Wilson should refuse to include the $150,000 of defective inventory. Both financial accounting and management accounting principles maintain that once inventory is determined to be unfit for sale, it must be written off. It may be just a timing issue, but reporting the $150,000 of inventory as an asset would be misleading to the users of the company’s financial statements.2. Wilson should refuse to follow Leonard’s orders. If Leonard persists, the incident should be reported to the corporate controller of Garman Enterprises. Support for line management should be wholehearted, but it should not require unethical conduct.1-27(15 min.) Planning and control decisions, Internet company.1. Planning decisionsa. Decision to raise monthly subscription feec. Decision to upgrade content of online services (later decision to inform subscribersand upgrade online services is an implementation part of control)e. Decision to decrease monthly subscription fee starting in November.Control decisionsb.Decision to inform existing subscribers about the rate of increase—an implementationpart of control decisionsd. Dismissal of VP of Marketing—performance evaluation and feedback aspect ofcontrol decisions2. Other planning decisions that may be made at : decision to raise or lower advertising fees; decision to charge a fee from on-line retailers when customers click-through from to the retailers’ websites.Other control decisions that may be made at : evaluating how customers like the new format for the weather information, working with an outside vendor to redesign the website, and evaluating whether the waiting time for customers to access the website has been reduced.1-28 (20 min.) Strategic decisions and management accounting.1. The strategies the companies are following in each case are:a.b.c.d. Cost leadership or low price strategy Product differentiation strategy Cost leadership or low price strategy Product differentiation strategy2. Examples of information the management accountant can provide for each strategic decision follow.a.b.c.d. Cost to manufacture and sell the cell phoneProductivity, efficiency, and cost advantages relative to competitionPrices of competitive cell phonesSensitivity of target customers to price and qualityThe production capacity of Pedro Phones and its competitorsHow the market for cell phones with standard features is growingCost to develop, produce, and sell new softwarePremium price that customers would be willing to pay due to product uniqueness Price of basic softwarePrice of closest competitive softwareCash needed to develop, produce, and sell new softwareCost of producing the “store-brand” lip glossProductivity, efficiency, and cost advantages relative to competitionPrices of competitive productsSensitivity of target customers to price and qualityThe production capacity of Celine Cosmetics and its competitorsHow the market for lip gloss is growingCost to produce and sell new line of gourmet bolognaPremium price that customers would be willing to pay due to product uniqueness Price of basic meat productPrice of closest competitive productCash available to develop, produce, and sell special line of gourmet bologna1-29 (20 min.) Strategic decisions and management accounting.1. The strategies the companies are following in each case area.b.c.d. Cost leadership strategy Product differentiation strategy Cost leadership strategy Product differentiation strategy2. Examples of information the management accountant can provide for each strategic decision follow.a.b.c.d. Cost related to training the new cooksProductivity and efficiency advantages relative to competition Sensitivity of target customers to price and qualityCost of delivery servicePremium price that customers would be willing to pay for the service Price of closest competitive productCost to develop new software to check in customersEfficiency and cost advantages relative to competitionSensitivity of target customers to change in serviceCost to hire horticultural specialistPremium price that customers would be willing to pay for expert advice Price of closest competitive product1-30(15 min.) Management accounting guidelines.1.Cost-benefit approach2.Behavioral and technical considerations3.Different costs for different purposes4.Cost-benefit approach5.Behavioral and technical considerations6.Cost-benefit approach7.Behavioral and technical considerations8.Different costs for different purposes9.Behavioral and technical considerations1-31(15 min.) Management accounting guidelines.1.Cost-benefit approach2.Behavioral and technical considerations3.Different costs for different purposes4.Cost-benefit approach or behavioral and technical considerations, for example, howemployees will react to the new technology5.Behavioral and technical considerations6.Cost-benefit approach7.Behavioral and technical considerations or different costs for different purposes. The goal ofdetermining the loss in future business because of poor quality beyond the cost of scrap and waste reported in financial statements is to influence behavior toward improving quality by recognizing its high cost.1-32 (15 min.)Role of controller, role of chief financial officer.1.Activity Controller CFO Managing the company’s long-term investments XPresenting financial statements to the board of directors XStrategic review of different lines of businesses XBudgeting funds for a plant upgrade XManaging accounts receivable XNegotiating fees with auditors XAssessing profitability of various products XEvaluating the costs and benefits of a new product design X2. As CFO, Jimenez will be interacting much more with the senior management of the company, the board of directors, auditors, and the external financial community. Any experience he can get with these aspects will help him in his new role as CFO. George Jimenez can be better positioned for his new role as CFO by participating in strategy discussions with senior management, by preparing the external investor communications and press releases under the guidance of the current CFO, by attending courses that focus on the interaction and negotiations between the various business functions and outside parties such as auditors and, either formally or on the job, getting training in issues related to investments and corporate finance.1-33 (30 min.) Pharmaceutical company, budgeting, ethics.1.The overarching principles of the IMA Statement of Ethical Professional Practice are Ho nesty, Fairness, Objectivity and Responsibility. The statement’s corresponding “Standards for Ethical Conduct…” require management accountants to•Perform professional duties in accordance with relevant laws, regulations, and technical standards.•Refrain from engaging in any conduct that would prejudice carrying out duties ethically.•Communicate information fairly and objectively.•Disclose all relevant information that could reasonably be expected to influence an intended user’s understanding of the report s, analyses, or recommendations.The idea of capitalizing some of the company’s R&D expenditures is a direct violation of the IMA’s ethical standards above. This transaction would not be “in accordance with relevant laws, regulations, and technical standards.” GAAP requires research and development costs to be expensed as incurred. Even if Jackson believes his transaction is justifiable, it violates the profession’s technical standards and would be unethical.The other “year-end” actions occur in many org anizations and fall into the “gray” to “acceptable” area. Much depends on the circumstances surrounding each one, however, such as the following:a.Stop all research and development efforts on the drug Vyacon until after year-end.This change would delay the drug going to market by at least six months. It is alsopossible that in the meantime a BrisCor competitor could make it to market with asimilar drug. While this solution may solve the budget shortfall in this year, it couldresult in a significant loss of future profits for BrisCor in the long run, especially if acompetitor is able to obtain a patent on a similar drug before BrisCor.b.Sell off rights to the drug, Martek. The company had not planned on doing thisbecause, under current market conditions, it would get less than fair value. It would,however, result in a onetime gain that could offset the budget shortfall. Of course, allfuture profits from Martek would be lost.Again, this solution may solve thecompany’s short-term budget crisis, but could result in the loss of future profits forBrisCor in the long run.2.While it is not uncommon for companies to sacrifice long-term profits for short-term gains, it may not be in the best interest of the company’s shareholders. In the case of BrisCor, the CFO is primarily concerned with “maximizing shareholder wealth” in the immediate future (third quarter only) but not in the long term. Because this executive’s incentive pay and even employment may be based on his ability to meet short-term targets, he may not be acting in the best interest of the shareholders in the long run.Jackson definitely faces an ethical dilemma. It is not unethical on Jackson’s part to want to please his new boss, nor is it unethical that Jackson wants to make a good impression on his first days at his new job; however, Jackson must still act within the ethical standards required byhis profession. Taking illegal or unethical action by capitalizing R&D to satisfy the demands of his new supervisor, Ronald Meece, is unacceptable. Although not strictly unethical, I would recommend that Jackson not agree to slow down the R&D efforts on Vyacon or sell off the rights to Martek. Each of these appears to sacrifice the overall economic interests of BrisCor for short-run gain. Jackson should argue against doing this but not resign if Meece insists that these actions be taken. If, however, Meece asks Jackson to capitalize R&D, he should raise this issue with the chair of the audit committee after informing Meece that he is doing so. If the CFO still insists on Jackson capitalizing R&D, he should resign rather than engage in unethical behavior. 1-34 (30–40 min.) Professional ethics and end-of-year actions.1. The possible motivations for the snack foods division wanting to take end-of-year actions include:(a) Management incentives. Daniel Foods may have a division bonus scheme based onone-year reported division earnings. Efforts to front-end revenue into the current yearor transfer costs into the next year can increase this bonus.(b) Promotion opportunities and job security. Top management of Daniel Foods likelywill view those division managers who deliver high reported earnings growth rates asbeing the best prospects for promotion. Division managers who deliver “unwelcomesurprises” ma y be viewed as less capable.(c) Retain division autonomy. If top management of Daniel Foods adopts a “managementby exception” approach, divisions that report sharp reductions in their earningsgrowth rates may attract a sizable increase in top management supervision.2. The “Standards of Ethical Conduct . . . ” require management accountants to•Perform professional duties in accordance with relevant laws, regulations, and technical standards.•Refrain from engaging in any conduct that would prejudice carrying out duties ethically.•Communicate information fairly and objectively.Several of the “end-of-year actions” clearly are in conflict with these requirements and should be viewed as unacceptable by Butler.(b) The fiscal year-end should be closed on mid night of December 31. “Extending” theclose falsely reports next year’s sales as this year’s sales.(c) Altering shipping dates is falsification of the accounting reports.(f) Advertisements run in December should be charged to the current year. Theadvertising agency is facilitating falsification of the accounting records.The other “end-of-year actions” occur in many organizations and fall into the “gray” to “acceptable” area. However, much depends on the circumstances surrounding each one, such as the following:(a) If the independent contractor does not do maintenance work in December, there is notransaction regarding maintenance to record. The responsibility for ensuring thatpackaging equipment is well maintained is that of the plant manager. The divisioncontroller probably can do little more than observe the absence of a Decembermaintenance charge.(d) In many organizations, sales are heavily concentrated in the final weeks of the fiscalyear-end. If the double bonus is approved by the division marketing manager, thedivision controller can do little more than observe the extra bonus paid in December.(e) If TV spots are reduced in December, the advertising cost in December will bereduced. There is no record falsification here.(g)Much depends on the means of “persuading” carriers to accept the merchandise. Forexample, if an under-the-table payment is involved, or if carriers are pressured toaccept merchandise, it is clearly unethical. If, however, the carrier receives no extraconsideration and willingly agrees to accept the assignment because it sees potentialsales opportunities in December, the transaction appears ethical.Each of the (a), (d), (e), and (g) “end-of-year actions” may well disadvantage Daniel Foods in the long run. For example, lack of routine maintenance may lead to subsequent equipment failure. The divisional controller is well advised to raise such issues in meetings with the division president. However, if Daniel Foods has a rigid set of line/staff distinctions, the division president is the one who bears primary responsibility for justifying division actions to senior corporate officers.3. If Butler believes that Ray wants her to engage in unethical behavior, she should first directly raise her concerns with Ray. If Ray is unwilling to change his request, Butler should discuss her concerns with the Corporate Controller of Daniel Foods. She could also initiate a confidential discussion with an IMA Ethics Counselor, other impartial adviser, or her own attorney. Butler also may well ask for a transfer from the snack foods division if she perceives Ray is unwilling to listen to pressure brought by the Corporate Controller, CFO, or even President of Daniel Foods. In the extreme, she may want to resign if the corporate culture of Daniel Foods is to reward division managers who take “end-of-year actions” that Butler views as unethical and possibly illegal. It was precisely actions along the lines of (b), (c), and (f) that caused Betty Vinson, an accountant at WorldCom, to be indicted f or falsifying WorldCom’s books and misleading investors.1-35 (30 min.)Professional ethics and end-of-year actions.1. The possible motivations for Controller Rhett Gable to modify the division’s year-end earnings are(i) Job security and promotion. The company’s CFO will likely reward him for meeting thecompany’s performance expectations. Alternately, the Gable may be penalized, perhaps even by losing his job if the performance expectations are not met.(ii) Management incentives. Gable’s bonus may be based on the division’s ability to meet certain profit targets. If the House and Home division has already met its profit target for the year, the Controller may personally benefit if new printing equipment is sold off and replaced with the discarded equipment that no longer meets current safety standards, or if operating income is manipulated by questionable revenue and/or expense recognition.。

Cost Accounting, 15e (Horngren/Datar/Rajan)Chapter 2 An Introduction to Cost Terms and PurposesObjective 2.11) An actual cost is ________.A) is the cost incurredB) is a predicted or forecasted costC) is anything for which a cost measurement is desiredD) is the collection of cost data in some organized way by means of an accounting system Answer: ADiff: 1Objective: 1AACSB: Analytical thinking2) Comparing budgeted costs to actual costs helps managers to improve ________.A) coordinationB) controlC) implementationD) planningAnswer: BDiff: 1Objective: 1AACSB: Analytical thinking3) Budgeted costs are ________.A) the costs incurred this yearB) the costs incurred last yearC) planned or forecasted costsD) competitor's costsAnswer: CDiff: 1Objective: 1AACSB: Analytical thinking4) Cost assignment ________.A) includes future and arbitrary costsB) encompasses allocating indirect costs to a cost objectC) is the same as cost accumulationD) is the difference between budgeted and actual costsAnswer: BDiff: 1Objective: 1AACSB: Analytical thinking5) A cost system determines the cost of a cost object by ________.A) accumulating and then assigning costsB) accumulating costsC) assigning and then accumulating costsD) assigning costsAnswer: ADiff: 1Objective: 1AACSB: Analytical thinking6) A cost object is anything for which a cost measurement is desired.Answer: TRUEDiff: 1Objective: 1AACSB: Analytical thinking7) Costs are accounted for in two basic stages: assignment followed by accumulation.Answer: FALSEExplanation: Costs are accounted for in two basic stages: accumulation followed by assignment.Diff: 1Objective: 1AACSB: Analytical thinking8) An actual cost is the cost incurred–a historical or past cost.Answer: TRUEDiff: 1Objective: 1AACSB: Analytical thinking9) Accountants define a cost as a resource to be sacrificed to achieve a specific objective.Answer: TRUEDiff: 1Objective: 1AACSB: Analytical thinking10) A cost is a resource sacrificed or forgone to achieve a specific objective.Answer: TRUEExplanation: A cost object could be anything management wishes to determine the cost of, for example, a department.Diff: 1Objective: 1AACSB: Analytical thinking11) Managers use cost accumulation data to make decisions and implement them.Answer: TRUEDiff: 1Objective: 1AACSB: Analytical thinking12) Lucas Manufacturing has three cost objects that it uses to accumulate costs for its manufacturing plants. They are:Cost object #1: The physical buildings and equipmentCost object #2: The use of buildings and equipmentCost object #3: The availability and use of manufacturing laborThe following manufacturing overhead cost categories are found in the accounting records:a. Depreciation on buildings and equipmentb. Lubricants for machinesc. Property insuranced. Supervisors salariese. Fringe benefitsf. Property taxesg. UtilitiesRequired:Assign each of the above costs to the most appropriate cost object.Answer:Cost object # 1 includes categories a, c, and f.Cost object # 2 includes categories b and g.Cost object # 3 includes categories d and e.Diff: 2Objective: 1AACSB: Application of knowledgeObjective 2.21) Which of the following factors affect the direct/indirect classification of a cost?A) the level of budgeted profit for the next yearB) the estimation of time required to complete the orderC) the ability to execute an order in the most cost-efficient mannerD) the design of the operationAnswer: DDiff: 1Objective: 2AACSB: Analytical thinking2) The general term used to identify both the tracing and the allocation of accumulated costs to a cost object is ________.A) cost accumulationB) cost assignmentC) cost tracingD) conversion costingAnswer: BDiff: 1Objective: 1AACSB: Analytical thinking3) Cost accumulation is ________.A) the collection of cost data in some organized way by means of an accounting systemB) anything for which a cost measurement is desiredC) anything for which a profit measurement is desiredD) the collection of profit data in some organized way by means of an accounting system Answer: ADiff: 2Objective: 1AACSB: Analytical thinking4) Which of the following statements about the direct/indirect cost classification is true?A) Indirect costs are always traced.B) Indirect costs are always allocated.C) The design of sales target affects the direct/indirect classification.D) The direct/indirect classification depends on the cost control measures.Answer: BDiff: 1Objective: 2AACSB: Analytical thinking5) Cost tracing is ________.A) the assignment of direct costs to the chosen cost objectB) a function of cost allocationC) the process of tracking both direct and indirect costs associated with a cost objectD) the process of determining the actual cost of the cost objectAnswer: ADiff: 1Objective: 2AACSB: Analytical thinking6) Cost allocation is ________.A) the process of tracking both direct and indirect costs associated with a cost objectB) the process of determining the opportunity cost of a cost object chosenC) the assignment of indirect costs to the chosen cost objectD) made based on material acquisition documentAnswer: CDiff: 1Objective: 2AACSB: Analytical thinking7) The determination of a cost as either direct or indirect depends upon the ________.A) accounting standardsB) tax system chosenC) inventory valuationD) cost object chosenAnswer: DDiff: 1Objective: 2AACSB: Analytical thinking8) Classifying a cost as either direct or indirect depends upon ________.A) the behavior of the cost in response to volume changesB) whether the cost is expensed in the period in which it is incurredC) whether the cost can be easily traced with the cost objectD) whether a cost is fixed or variableAnswer: CDiff: 1Objective: 2AACSB: Analytical thinking9) A manufacturing plant produces two product lines: golf equipment and soccer equipment. An example of direct costs for the golf equipment line is ________.A) beverages provided daily in the plant break roomB) monthly lease payments for a specialized piece of equipment needed to manufacture the golf driverC) salaries of the clerical staff that work in the company administrative officesD) overheads incurred in producing both golf and soccer equipmentAnswer: BDiff: 1Objective: 2AACSB: Application of knowledge10) A manufacturing plant produces two product lines: golf equipment and soccer equipment. An example of indirect cost for the soccer equipment line is the ________.A) material used to make the soccer ballsB) labor to shape the leather used to make the soccer ballC) material used to manufacture the soccer studsD) salary paid to plant supervisorAnswer: DDiff: 1Objective: 2AACSB: Application of knowledge11) Which one of the following items is a direct cost?A) Customer-service costs of a multiproduct firm; Product A is the cost object.B) Printing costs incurred for payroll check processing; payroll check processing is the cost object.C) The salary of a maintenance supervisor in a multiproduct manufacturing plant; Product B is the cost object.D) Utility costs of the administrative offices; the accounting department is the cost object.Answer: BDiff: 1Objective: 2AACSB: Application of knowledge12) Indirect manufacturing costs ________.A) can be traced to the product that created the costsB) can be easily identified with the cost objectC) generally include the cost of material and the cost of laborD) may include both variable and fixed costsAnswer: DDiff: 1Objective: 2AACSB: Application of knowledge13) Which of the following is true of indirect costs?A) Indirect costs are always considered sunk costs.B) All indirect costs are included in cost of goods sold.C) Indirect costs always vary in direct proportion to the level of production.D) Indirect costs cannot be traced to a particular cost object in an economically feasible way. Answer: DDiff: 1Objective: 2AACSB: Application of knowledge14) Which of the following statements is true?A) A direct cost of one cost object will always be a direct cost of another cost object.B) Because of a cost-benefit tradeoff, some direct costs may be treated as indirect costs.C) All fixed costs are indirect costs.D) All direct costs are variable costs.Answer: BDiff: 1Objective: 2AACSB: Analytical thinking15) Which of the following statements is true of direct costs?A) A direct cost of one cost object is a true sense of the budgeted costs.B) All variable costs are direct costs.C) A direct cost of one cost object can be an indirect cost of another cost object.D) All fixed costs are direct costs.Answer: CDiff: 1Objective: 2AACSB: Application of knowledge16) A cost may be direct for one cost object and indirect for another cost object.Answer: TRUEDiff: 1Objective: 2AACSB: Application of knowledge17) Assigning indirect costs is easier than assigning direct costs.Answer: FALSEExplanation: Tracing direct costs is quite straightforward, whereas assigning indirect costs to a number of different cost objects can be very challenging.Diff: 1Objective: 2AACSB: Application of knowledge18) Improvements in information-gathering technologies are making it possible to trace more costs as direct.Answer: TRUEDiff: 1Objective: 2AACSB: Analytical thinking19) The smaller the amount of a cost the more likely it is economically feasible to trace it to a particular cost object.Answer: FALSEExplanation: The smaller the amount of a cost the less likely it is economically feasible to trace it to a particular cost object.Diff: 1Objective: 2AACSB: Application of knowledge20) A direct cost of one cost object can be an indirect cost of another cost object.Answer: TRUEDiff: 1Objective: 2AACSB: Analytical thinking21) The cost of electricity used in the production of multiple products would be classified as a indirect cost.Answer: TRUEDiff: 1Objective: 2AACSB: Application of knowledge22) The broader the cost object definition, higher the proportion of direct costs are of total costs. Answer: TRUEDiff: 1Objective: 2AACSB: Analytical thinking23) The distinction between direct and indirect costs is clearly set forth in Generally Accepted Accounting Principles (GAAP).Answer: FALSEExplanation: The distinction between direct and indirect costs is not set forth in GAAP. Direct costs of a cost object are related to the particular cost object and can be traced to it in an economically feasible (cost-effective) way. Indirect costs of a cost object are related to the particular cost object but cannot be traced to it in an economically feasible (cost-effective) way.Diff: 1Objective: 2AACSB: Analytical thinking24) Archambeau Products Company manufactures office furniture. Recently, the company decided to develop a formal cost accounting system and classify all costs into three categories. Categorize each of the following items as being appropriate for (1) cost tracing to the finished furniture, (2) cost allocation of an indirect manufacturing cost to the finished furniture, or (3) as a nonmanufacturing item.Cost Cost Nonmanu-Item Tracing Allocation facturingCarpenter wages ________ ________ ________Depreciation - office building ________ ________ ________Glue for assembly ________ ________ ________Lathe department supervisor ________ ________ ________Lathe depreciation ________ ________ ________Lathe maintenance ________ ________ ________Lathe operator wages ________ ________ ________Lumber ________ ________ ________Samples for trade shows ________ ________ ________Metal brackets for drawers ________ ________ ________Factory washroom supplies ________ ________ ________Answer: Cost Cost Nonmanu-Item Tracing Allocation facturingCarpenter wages XDepreciation - office building XGlue for assembly XLathe department supervisor XLathe depreciation XLathe maintenance XLathe operator wages XLumber XSamples for trade shows XMetal brackets for drawers XFactory washroom supplies XDiff: 2Objective: 2AACSB: Application of knowledge25) What are the factors that affect the classification of a cost as direct or indirect?Answer: Several factors affect whether a cost is classified as direct or indirect:The materiality of the cost in question. The smaller the amount of a cost–that is, the more immaterial the cost is–the less likely it is economically feasible to trace it to a particular cost object.Available information-gathering technology. Improvements in information-gathering technology make it possible to consider more and more costs as direct costs.Design of operations. Classifying a cost as direct is easier if a company's facility (or some part of it) is used exclusively for a specific cost object, such as a specific product or a particular customer.Diff: 3Objective: 2AACSB: Analytical thinking26) What are the differences between direct costs and indirect costs? Give an example of each. Answer: Direct costs are costs that can be traced easily to the product manufactured or the service rendered. Examples of direct costs include direct materials and direct manufacturing labor used in a product. Indirect costs cannot be easily identified with individual products or services rendered, and are usually assigned using allocation formulas. In a plant that manufactures multiple products, examples of indirect costs include the plant supervisor's salary and the cost of machines used to produce more than one type of product.Diff: 2Objective: 2AACSB: Analytical thinkingObjective 2.31) Which of the following is true if the volume of sales increases?A) fixed cost increasesB) variable cost decreasesC) variable cost increasesD) fixed cost decreasesAnswer: CDiff: 1Objective: 3AACSB: Application of knowledge2) Which of the following is a fixed cost?A) monthly rent paymentB) electricity expensesC) travel expensesD) direct material costsAnswer: ADiff: 1Objective: 3AACSB: Application of knowledge3) Cost behavior refers to ________.A) how costs react to a change in the level of activityB) whether a cost is incurred in a manufacturing, merchandising, or service companyC) classifying costs as either perpetual or period costsD) whether a particular expense is expensed in the same or the following periodAnswer: ADiff: 1Objective: 3AACSB: Analytical thinking4) Which of the following is true if the production volume decreases?A) fixed cost per unit increasesB) average cost per unit decreasesC) variable cost per unit increasesD) variable cost per unit decreasesAnswer: ADiff: 1Objective: 3AACSB: Application of knowledge5) At a plant where a union agreement sets annual salaries and conditions, annual labor costs usually________.A) are considered a variable costB) are considered a fixed costC) depend on the scheduling of floor workersD) depend on the scheduling of production runsAnswer: BDiff: 1Objective: 3AACSB: Analytical thinking6) Variable costs ________.A) are always indirect costsB) increase in total when the actual level of activity increasesC) include most personnel costs and depreciation on machineryD) are never considered a part of prime costAnswer: BDiff: 1Objective: 3AACSB: Analytical thinking7) Maize Plastics manufactures and sells 50 bottles per day. Fixed costs are $30,000 and the variable costs for manufacturing 50 bottles are $10,000. Each bottle is sold for $1,000. How would the daily profit be affected if the daily volume of sales drop by 10%?A) profits are reduced by $4,000B) profits are reduced by $1,000C) profits are reduced by $5,000D) profits are reduced by $6,000Answer: AExplanation: A) Variable cost per unit = $10,000 / 50 = $200Profit for 50 bottles = ($1,000 × 50) - ($30,000 + $10,000) = $10,000Sales after 10% drop = 50 × (1 - 0.10) = 45Profit for 45 bottles = ($1,000 × 45) - ($30,000 + (45 × 200))= $6,000Change in profit = $10,000 - $6,000 = $4,000. Hence, the profit has decreased by $4,000.Diff: 3Objective: 3AACSB: Application of knowledge8) Fixed costs depend on the ________.A) amount of resources usedB) amount of resources acquiredC) volume of productionD) total number of units soldAnswer: BDiff: 1Objective: 3AACSB: Analytical thinking9) Which one of the following is a variable cost for an insurance company?A) rent of the buildingB) CEO's salaryC) electricity expensesD) property taxesAnswer: CDiff: 1Objective: 3AACSB: Application of knowledge10) Which of the following is a fixed cost for an automobile manufacturing plant?A) administrative salariesB) electricity used by assembly-line machinesC) sales commissionsD) tiresAnswer: ADiff: 1Objective: 3AACSB: Application of knowledge11) If each motorcycle requires a belt that costs $20 and 2,000 motorcycles are produced for the month, the total cost for belts is ________.A) considered to be a direct fixed costB) considered to be a direct variable costC) considered to be an indirect fixed costD) considered to be an indirect variable costAnswer: BDiff: 1Objective: 3AACSB: Application of knowledge12) The most likely cost driver of distribution costs is the ________.A) number of parts within the productB) number of miles drivenC) number of products manufacturedD) number of production hoursAnswer: BDiff: 1Objective: 3AACSB: Application of knowledge13) The most likely cost driver of direct labor costs is the ________.A) number of machine setups for the productB) number of miles drivenC) number of production hoursD) number of machine hoursAnswer: CDiff: 1Objective: 3AACSB: Application of knowledge14) Which of the following statements is true?A) There is a cause-and-effect relationship between the cost driver and the amount of cost.B) Fixed costs have cost drivers over the short run.C) Over the short run all costs have cost drivers.D) Volume of production is a cost driver of distribution costs.Answer: ADiff: 1Objective: 3AACSB: Analytical thinking15) A band of normal activity or volume in which specific cost-volume relationships are maintained is referred to as the ________.A) average rangeB) cost-allocation rangeC) cost driver rangeD) relevant rangeAnswer: DDiff: 1Objective: 3AACSB: Analytical thinking16) Within the relevant range, if there is a change in the level of the cost driver, then ________.A) total fixed costs and total variable costs will changeB) total fixed costs and total variable costs will remain the sameC) total fixed costs will remain the same and total variable costs will changeD) total fixed costs will change and total variable costs will remain the sameAnswer: CDiff: 2Objective: 3AACSB: Analytical thinking17) Outside the relevant range, variable costs, such as direct material costs ________.A) will decrease proportionately with changes in sales volumesB) will remain the same with changes in production volumesC) will not change proportionately with changes in production volumesD) will increase proportionately with changes in sales volumesAnswer: CDiff: 2Objective: 3AACSB: Analytical thinking18) Which of the following is a cost driver for a company's human resource costs?A) the number of employees in the companyB) the number of job applications processedC) the number of units soldD) the square footage of the office space used by the human resource departmentAnswer: BDiff: 1Objective: 3AACSB: Analytical thinkingAnswer the following questions using the information below:Zephyr Apparels is a clothing retailer. Unit costs associated with one of its products, Product DCT121, are as follows:Direct materials $ 70Direct manufacturing labor 20Variable manufacturing overhead 15Fixed manufacturing overhead 32Sales commissions (2% of sales) 5Administrative salaries 16Total $15819) What are the direct variable manufacturing costs per unit associated with Product DCT121?A) $142B) $90C) $105D) $110Answer: CExplanation: C) Direct variable manufacturing costs = $70 + $20 + $15 = $105Diff: 1Objective: 3AACSB: Application of knowledge20) What are the indirect nonmanufacturing variable costs per unit associated with Product DCT121?A) $5B) $21C) $90D) $142Answer: AExplanation: A) Indirect variable costs = Sales commissions = $5Diff: 1Objective: 3AACSB: Application of knowledgeAnswer the following questions using the information below:The East Company manufactures several different products. Unit costs associated with Product ORD210 are as follows:Direct materials $54Direct manufacturing labor 8Variable manufacturing overhead 11Fixed manufacturing overhead 25Sales commissions (2% of sales) 5Administrative salaries 12Total $11521) What is the percentage of the total variable costs per unit associated with Product ORD105 with respect to total cost?A) 72%B) 68%C) 75%D) 70%Answer: AExplanation: A) $60 + $10 + $15 + $5 = $90/125 = 72%Diff: 3Objective: 3AACSB: Application of knowledge22) What is the percentage of the total fixed costs per unit associated with Product ORD105 with respect to total cost?A) 32%B) 28%C) 26%D) 20%Answer: BExplanation: B) $25 + 10 = $35/125 = 28%Diff: 3Objective: 3AACSB: Application of knowledge23) A fixed cost is fixed only in relation to a given wide range of total activity or volume and only for a giventime span, usually a particular budget period.Answer: TRUEDiff: 2Objective: 3AACSB: Application of knowledge24) A cost driver is a variable, such as the level of activity or volume that causally affects costs over a given time span.Answer: TRUEDiff: 1Objective: 3AACSB: Analytical thinking25) Fixed cost per unit reduces with an increase in production volume.Answer: TRUEDiff: 2Objective: 3AACSB: Analytical thinking26) Variable costs per unit vary with the level of production or sales volume.Answer: FALSEExplanation: Variable costs per unit are constant with the level of production or sales volume.Diff: 2Objective: 3AACSB: Analytical thinking27) Wood used to manufacture chairs is considered a direct variable cost.Answer: TRUEDiff: 1Objective: 3AACSB: Analytical thinking28) Variable costs depend on the resources used.Answer: FALSEDiff: 1Objective: 3AACSB: Analytical thinking29) A fixed cost remains unchanged in total for a given time period, despite wide changes in the related levelof total activity or volume of output produced.Answer: TRUEDiff: 1Objective: 3AACSB: Analytical thinking30) An appropriate cost driver for shipping costs might be the number of units shipped.Answer: TRUEDiff: 1Objective: 3AACSB: Analytical thinking31) Butler Hospital wants to estimate the cost for each patient stay. It is a general health care facility offering only basic services and not specialized services such as organ transplants.Required:a. Classify each of the following costs as either direct or indirect with respect to each patient.b. Classify each of the following costs as either fixed or variable with respect to hospital costs per day.Direct Indirect Fixed VariableElectronic monitoring ________ ________ ________ ________Meals for patients ________ ________ ________ ________Nurses' salaries ________ ________ ________ ________Parking maintenance ________ ________ ________ ________Security ________ ________ ________ ________Answer: Direct Indirect Fixed VariableElectronic monitoring X XMeals for patients X XNurses' salaries X XParking maintenance X XSecurity X XDiff: 3Objective: 2, 3AACSB: Application of knowledge32) The list of representative cost drivers in the right column below are randomized with respect to the list of functions in the left column. That is, they do not match.Required:Match each business function with its representative cost driver.Objective: 3AACSB: Application of knowledge33) Describe a variable cost. Describe a fixed cost. Explain why the distinction between variable and fixed costs is important in cost accounting.Answer: Total variable costs increase with increased production or sales volumes. Fixed costs are not influenced by fluctuations in production or sales volumes. However, variable cost per unit remains the same at all levels of production and fixed cost per unit reduces with increase in production. Without the knowledge of cost behaviors, budgets and other forecasting tools will be inaccurate and unreliable. Understanding whether a cost behaves as a variable or a fixed cost is essential to estimating and planning for business success.Diff: 3Objective: 3AACSB: Analytical thinkingObjective 2.41) A unit cost is computed by ________.A) multiplying total cost by the number of units producedB) dividing total cost by the number of units producedC) dividing variable cost by the number of units producedD) dividing fixed cost by the number of units producedAnswer: BDiff: 1Objective: 4AACSB: Analytical thinking2) In making product mix and pricing decisions, managers should focus on ________.A) total costsB) unit costsC) variable costsD) manufacturing costsAnswer: ADiff: 2Objective: 4AACSB: Analytical thinking3) When 20,000 units are produced, fixed costs are $16 per unit. Therefore, when 16,000 units are produced, fixed costs will ________.A) increase to $20 per unitB) remain at $16 per unitC) decrease to $10 per unitD) total $160,000Answer: AExplanation: A) Fixed costs are $320,000 ($16 × 20,000 units). Dividing $320,000 by 16,000 units = $20. Diff: 3Objective: 4AACSB: Application of knowledge4) When 20,000 units are produced, variable costs are $8 per unit. Therefore, when 10,000 units are produced ________.A) variable costs will remain at $8 per unitB) variable costs will total $60,000C) variable unit costs will increase to $12 per unitD) variable unit costs will decrease to $3 per unitAnswer: ADiff: 2Objective: 4AACSB: Application of knowledge5) Eigen Manufacturing Corp. provided the following information for last month:Sales $40,000Variable costs 14,000Fixed costs 10,000Operating income $16,000If sales reduce to half of the amount in the next month, what is the projected operating income?A) $15,000B) $6,000C) $16,000D) $3,000Answer: DExplanation: D) Projected operating income = ($40,000 / 2) −($14,000 / 2) − $10,000 = $3,000 Diff: 3Objective: 4AACSB: Application of knowledge6) Genosis Metals provided the following information for last month:Sales $20,000Variable costs 8,000Fixed costs 4,000Operating income $8,000If sales reduce to half the amount in the next month, what is the projected operating income?A) $0B) $4,000C) $2,000D) $6,000Answer: CExplanation: C) Projected operating income = ($20,000 × 0.5) − ($8,000 × 0.5) − $4,000 = $2,000 Diff: 3Objective: 4AACSB: Application of knowledge。

Cost Accounting第十四版教学设计一、课程概述本课程是一门专业的会计学科，旨在向学生介绍成本会计的核心概念和技能，以及如何应用这些概念和技能进行管理决策。

本课程包括讲解成本的概念、分类和测算，成本管理和成本控制，以及学习如何根据成本信息制定合理的管理决策等。

二、教学目标1.理解成本会计的核心概念和技能，包括成本的概念、分类和测算方法。

2.掌握成本管理和成本控制的知识，能够有效地管理企业的成本。

3.学会如何利用成本信息制定管理决策，包括定价决策、生产决策以及投资决策。

三、教学内容第一章成本会计的基本概念1.1 成本会计的定义和目的1.2 成本的分类1.3 成本的测算第二章成本管理2.1 成本管理的基本原则2.2 成本分析方法2.3 成本控制方法第三章决策管理3.1 定价决策3.2 生产决策3.3 投资决策四、教学方法本课程采用教师讲解和案例分析相结合的教学方法，旨在让学生能够理解基本概念和相关技能，并能够应用所学知识解决实际问题。

同时，还将引导学生通过自主学习和团队合作的方式，加深理解和提高能力。

五、考核方式考核方式包括课堂测验、论文和实际案例分析等多种方式，旨在全面、客观地评价学生的知识、理解和应用能力。

其中，实际案例分析将在课程结束后组织，以检验学生在实际场景中的成本管理和决策能力。

六、教学资源本课程教材为《成本会计》第十四版，教学示范案例来源于企业实践，还将为学生提供相关的电子资源和网络课程，以加强自主学习和扩展应用。

七、课程总结通过本课程的学习，使学生能够掌握成本会计的核心概念和技能，并能够应用所学知识解决实际问题。

同时，还将培养学生的团队协作和创新能力，为其将来的职业发展打下坚实的基础。

Financial and Managerial Accounting English Version Photocopy Tenth Edition Exercise Questions withAnswersIntroductionThe Financial and Managerial Accounting English Version Photocopy Tenth Edition Exercise Questions with Answers is a comprehensive guide for accounting students to practice and sharpen their skills infinancial and managerial accounting. This guide includes a wide range of exercise questions with detled answers to help students better understand complex accounting concepts. The guide is designed to be an essential study tool for accounting students and professionals who are preparing for certification exams or looking to improve their accounting skills.FeaturesThe guide contns the following features:prehensive coverage of financial and managerialaccounting topics.2.A wide range of exercise questions with detled answers.3.Clear and concise explanations of complex accountingconcepts.4.Easy-to-use format.5.All questions are organized by chapter and topic for easyreference.ContentsThe guide includes the following chapters:1.Accounting in Action2.The Recording Process3.Adjusting the Accountspleting the Accounting Cycle5.Accounting for Merchandising Operations6.Inventories7.Fraud, Internal Control, and Cash8.Accounting for Receivables9.Plant Assets, Natural Resources, and Intangible Assets10.Liabilities11.Corporations: Organization, Stock Transactions, andDividends12.Long-Term Liabilities: Bonds and Notes13.Investments and Fr Value Accounting14.Statement of Cash Flows15.Financial Statement Analysis16.Managerial Accounting Concepts and Principles17.Job Order Costing18.Process Costing19.Cost Behavior and Cost-Volume-Profit Analysis20.Budgeting21.Performance Evaluation Using Variances from StandardCosts22.Performance Evaluation for Decentralized Operations23.Differential Analysis and Product PricingEach chapter includes a series of exercise questions with answers.How to Use the GuideThe guide is designed to be an essential study tool for accounting students and professionals who are preparing for certification exams or looking to improve their accounting skills. Students can use the guide to practice and sharpen their accounting skills. The guide can be used in conjunction with textbooks, lectures, and other study materials. Students are encouraged to work through e ach chapter’s exercises in order, starting with the easier exercises and progressing to the more difficult exercises.ConclusionThe Financial and Managerial Accounting English Version Photocopy Tenth Edition Exercise Questions with Answers is a comprehensive guide for accounting students to practice and sharpen their skills infinancial and managerial accounting. This guide includes a wide range of exercise questions with detled answers to help students better understand complex accounting concepts. The guide is an essential study tool for accounting students and professionals who are preparing for certification exams or looking to improve their accounting skills.。

F2Management Accounting应知应会单词——By Golden Finance Chapter1Decision-making决策Decline减少Long-term strategic planning长期战略规划Chapter2Attendance record考勤记录Census普查Cluster sampling整群抽样/整群抽样法Continuous data连续性数据Data sources数据源Data types数据类型Discrete data离散性数据Investment centres投资中心Multistage sampling多层抽样法Multistage sampling多步骤抽样Population群体；总体Primary data原始数据；原始资料；一手资料Qualitative定性的Quantitative定量的Quasi-半（用以构成复合词）Quota sampling配额抽样Random numbers随机数Sampling取样；抽样Sampling frame样本框Scatter diagrams散点图；散形图Secondary data二手数据Stratified sampling分层抽样Systematic sampling系统抽样；等距抽样Chapter3Bar chart条形图Component bar chart成分柱状图Compound bar chart复合柱状图Moving averages移动平均Multiple bar chart多重条状图Pie chart饼状图；扇形图Chapter4Administration管理；行政Committed cost承诺成本Committed fixed costs承诺支出的固定费用Composite codes复合编码Composite index numbers复合索引号码Controllable cost可控成本Controllable profit可控利润Cost成本Cost accounting成本会计Cost accounting department成本核算部门Cost accounts成本账户Cost behaviour成本性态Cost behaviour and levels of activity成本性态与活动量Cost behaviour assumptions成本性态前提假设Cost behaviour patterns成本性态模式Cost behaviour principles成本性态原则Cost centre成本中心Cost codes成本代码Cost object成本对象Cost of appraisal成本评估Cost reduction成本减少Cost unit成本单位Curvilinear variable costs曲线变动成本法Direct costs直接成本Direct expenses直接费用Direct labour直接人工Fixed cost固定成本High Low Method高低点法Indirect间接Indirect expenses间接费用Indirect materials间接材料Indirect wages间接工资Memorandum report备忘录Non-controllable cost s不可控成本Price价格（多指单价）Production cost生产成本Responsibility center责任中心Semi-variable cost半变动成本Stepped Fixed costs阶梯成本Trace ability可描性；追溯性Variable cost变量成本Chapter5Bin card库存记录卡Bulk discount大宗购买Continuous stocktaking连续盘存Delivery note送货单Deteriorating inventory质量下降的存货Direct material直接材料Economic batch quantity经济批量Economic order quantity经济订货量FIFO（First in,first out)先入先出Free inventory可用库存GRN；goods received note收货单Idle time闲置时间Incentive schemes激励计划Job cards作业卡Labour turnover劳工周转Maximum level最高存货水平Minimum level最低存货水平oder costs订单成本Periodic stocktaking定期盘存Perpetuity永续性Perpetuity永续盘存Reorder level再订货水平Slow-moving inventories呆滞库存Stock out cost缺货成本Store requisition领料单Transfers and returns of material材料的转移和返回Weighted average pricing加权平均定价法Chapter6Activity ratio生产业务量比率（同production volume ratio）Capacity ratio产能比率Clock card出勤卡Daily time sheets每日工作时间表Day-rate system日付工资系统Direct wages直接人工（蓝领）Group bonus schemes团体奖金计划Individual bonus schemes个人奖金计划Motivation激励overtime premium加班奖金Remuneration methods报酬方法Replacement costs重置成本Chapter7Absorption costing吸收成本法Activity based costing；ABC作业成本法Allocation分配Apportioned costs已分摊成本Cost drivers成本动因Cost pools成本池Departmental absorption rates部门吸收率Distribution overhead运输间接费用Job cost card作业成本卡Job costing作业成本法over-absorption超额分配Overhead经常费用；杂项费用Chapter8Contribution贡献Job costing for internal services内部服务成本计量Chapter9Abnormal gain异常收益Abnormal loss异常损失By-product副产品Equivalent units同等数量Joint product联产品Process costing分布成本法Scrap value废料价值Split off point费用分配点（分离点）weighted average cost method加权平均成本法Chapter10Appraisal costs评估成本Batch costing整批成本法Continuous improvement不断改进Cost of conformance成本Cost of external failure外部失败成本（货物售后）Cost of internal failure内部失败成本（货物出厂前）Cost of non-conformance违规的成本Cost of prevention避免次品成本Cost of quality保证质量成本Cost per service unit每服务单位的成本Cost plus pricing成本+定价法Cumulative weighted average pricing累计加权平均定价法Least squares method最小二乘法Linear equations线性等数Lines of best fit最佳拟合曲线Marginal costing边际成本法Pricing定价法Profit margin利润率Total quality management(TQM)全面质量管理（TQM）Chapter11Additive model加法模型Chain base method链基数方法Coefficient of determination决定系数Consumer Prices Index(CPI)消费价格指数Correlation相关性Correlation and causation相关性和因果关系Correlation coefficient相关系数Correlation in a time series时间序列里的相关性Cyclical variations周期变动Deseasonalisation去季节性影响Index numbers指数Laspeyre indices拉式指数Paasche indices帕氏指数positive correlation正相关Regression lines and time series回归线和时间序列Retail price index零售物价指数Seasonal variations季节差异Weighted aggregate indices加权综合指数Chapter12Aspiration level期望水平Aspirations budget愿望预算Budget committee预算委员会Budget manual预算指南Budget period预算期间Budgetary control预算控制Budgetary slack预算松弛Cell单元格Column列Corporate objectives公司目标Corporate planning公司计划Cost behaviour and budgeting成本性态与预算Departmental budgets部门预算Discretionary fixed costs可自由处置固定成本Dysfunctional decision making破坏性的想法Expectations budget期望预算Goal congruence目标一致Life cycle costing生命周期成本Participative budgeting参与式预算Spreadsheet电子表格Chapter13Cash budget现金Cash budget现金流预算Cost behaviour and decision making成本性态与决策Discounted cash flow现金流贴现Chapter14Avoidable costs可避免的成本Break-even收支平衡Capital expenditure资产性支出Capital income资产性收入Capital transactions资产性收入Cost of capital资金成本Discounted cash flow(DCF)techniques现金贴现方法Discounted payback method贴现还本方法Discounting贴现Net present value净现值Non-relevant costs不相关成本opportunity cost机会成本Rectification Cost改正成本Running cost营运成本Sunk cost沉没成本Chapter15Attainable standard可达到的标准Basic standard基础标准Control控制Control process控制流程Control ratios控制比率Cost behaviour and cost control成本性态与控制Cost control成本控制Cost gap成本差异Differential cost差异成本Direct labour cost variances直接人工成本差异Direct labour efficiency variance直接人工效率差异Direct labour rate variance直接单位人工差异Direct labour total variance直接人工总差异Direct material price variance直接材料定价差异Direct material total variance直接材料费用总差异Direct material usage variance直接材料使用率差异Directly attributable fixed costs直接产生的固定费用Directly attributable overhead直接产生的间接费用Standard cost标准成本Chapter16Accounts payable payment period应付帐款付款期Accounts receivable collection period应收帐款收款期Acid test ratio速动比率（同quick ratio）Asset turnover资产周转率Average age of working capital周转期（同Working capital period）Critical success factor主要成功因素Customer service客户服务Mission使命Working capital period周转期Chapter17Balanced scorecard平衡记分卡Benchmarking标杆管理Cost/sales ratios成本销售比率Current ratio流动比率Current standards现有标准Debt ratios负债比率Interest cover利息覆盖Inventory turnover库存流通率Inventory turnover period库存周转周期Liquidity ratios流动比率Performance measurment业绩测量Profit sharing schemes利润分享计划Quick ratio速动比率Residual income剩余收益Return on capital employed(ROCE)资本回报率Return on investment(ROI)投资回报率Value analysis价值分析Value engineering价值工程。