Preface |
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xv | |
Acknowledgements |
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xvii | |
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1 | (1) |
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2 | (1) |
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Data, information and the management information system |
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3 | (1) |
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Financial, non-financial, quantitative and qualitative information |
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3 | (3) |
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Strategic, tactical and operational information |
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6 | (3) |
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Organisational objectives |
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9 | (1) |
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Users of accounting information |
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10 | (1) |
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Financial accounting, management accounting and cost accounting |
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11 | (3) |
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Purposes of cost accounting |
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14 | (4) |
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Characteristics of useful information |
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18 | (3) |
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Cost accounting functions |
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21 | (2) |
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Cost accounting as communication |
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23 | (1) |
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24 | (1) |
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25 | (1) |
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26 | (1) |
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Questions without answers |
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27 | (2) |
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2 The cost accounting framework |
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29 | (31) |
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29 | (1) |
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30 | (1) |
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Why do we need to attribute costs? |
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30 | (2) |
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32 | (12) |
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'Traditional' costing methodologies |
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44 | (3) |
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Cost accounting's developing environment |
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47 | (6) |
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53 | (2) |
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55 | (1) |
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56 | (2) |
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Questions without answers |
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58 | (2) |
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60 | (28) |
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60 | (1) |
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61 | (1) |
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The need for cost estimation |
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61 | (1) |
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Engineering approaches to estimation |
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62 | (1) |
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Estimation by inspection of accounts |
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63 | (1) |
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Estimation using a scattergraph |
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64 | (4) |
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68 | (3) |
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Linear regression analysis |
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71 | (2) |
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The 'single-factor' assumption |
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73 | (3) |
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The relevant range and cost estimation |
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76 | (1) |
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Inflation and cost estimation |
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77 | (4) |
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81 | (2) |
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83 | (1) |
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84 | (2) |
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Questions without answers |
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86 | (2) |
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4 Costing materials and labour |
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88 | (32) |
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88 | (1) |
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89 | (1) |
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89 | (17) |
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106 | (6) |
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112 | (2) |
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114 | (1) |
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115 | (2) |
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Questions without answers |
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117 | (3) |
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120 | (30) |
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120 | (1) |
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121 | (1) |
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Rationale for absorption of overheads |
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121 | (1) |
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Absorption costing: 'traditional' methodology |
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122 | (19) |
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Administration, selling and distribution overheads |
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141 | (1) |
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142 | (1) |
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143 | (1) |
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144 | (2) |
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Questions without answers |
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146 | (4) |
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150 | (26) |
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150 | (1) |
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151 | (1) |
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Factors leading to dissatisfaction with 'traditional' methodology |
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151 | (3) |
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154 | (1) |
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Design and operation of an ABC system |
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155 | (6) |
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'Traditional' absorption costing and ABC compared |
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161 | (4) |
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165 | (2) |
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167 | (1) |
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168 | (4) |
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Questions without answers |
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172 | (4) |
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176 | (25) |
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177 | (1) |
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177 | (1) |
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177 | (2) |
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Integrated accounting systems |
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179 | (12) |
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Interlocking accounting systems |
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191 | (5) |
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Integrated versus interlocking systems |
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196 | (1) |
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197 | (1) |
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198 | (1) |
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199 | (2) |
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Questions without answers |
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201 | (1) |
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201 | (30) |
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204 | (1) |
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205 | (1) |
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205 | (1) |
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205 | (5) |
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210 | (1) |
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211 | (12) |
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223 | (1) |
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224 | (1) |
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225 | (3) |
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Questions without answers |
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228 | (3) |
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231 | (39) |
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231 | (1) |
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232 | (1) |
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Basic accounting procedures |
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233 | (1) |
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Normal loss, waste and scrap |
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234 | (3) |
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Abnormal losses and abnormal gains |
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237 | (5) |
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242 | (3) |
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245 | (13) |
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258 | (2) |
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260 | (1) |
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Appendix 9A: Abridging the unit cost tabulation |
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260 | (1) |
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Appendix 9B: Normal losses and equivalent units |
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261 | (4) |
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265 | (2) |
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Questions without answers |
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267 | (3) |
10 Joint product costing |
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270 | (23) |
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270 | (1) |
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270 | (1) |
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271 | (1) |
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Apportioning joint process cost |
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272 | (5) |
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The 'sell or process further' decision |
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277 | (2) |
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Joint cost apportionments, planning, control and decision making |
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279 | (2) |
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The joint process account |
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281 | (4) |
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The joint process as a profit centre |
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285 | (2) |
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287 | (1) |
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288 | (1) |
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289 | (2) |
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Questions without answers |
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291 | (2) |
11 Service costing |
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293 | (23) |
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293 | (1) |
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294 | (1) |
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Characteristics of service output |
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294 | (1) |
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Services and cost accounting |
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295 | (10) |
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Internally provided services |
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305 | (2) |
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307 | (1) |
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308 | (1) |
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309 | (3) |
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Questions without answers |
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312 | (4) |
12 Absorption costing and marginal costing |
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316 | (28) |
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316 | (1) |
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317 | (1) |
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Marginal and absorption costing: different rationales |
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317 | (2) |
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Absorption and marginal costing profit statements |
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319 | (9) |
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Marginal and absorption costing: decision making |
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328 | (4) |
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Absorption and marginal costing: a comparison |
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332 | (4) |
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336 | (1) |
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337 | (1) |
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338 | (2) |
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Questions without answers |
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340 | (4) |
13 Cost/volume/profit analysis |
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344 | (39) |
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344 | (1) |
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344 | (1) |
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345 | (2) |
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Sales required to earn a target profit |
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347 | (1) |
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348 | (2) |
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350 | (7) |
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357 | (6) |
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Multiple products/services |
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363 | (6) |
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Assumptions of cost/volume/profit analysis |
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369 | (3) |
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Reconciling assumptions with reality |
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372 | (4) |
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376 | (1) |
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377 | (1) |
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378 | (3) |
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Questions without answers |
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381 | (2) |
14 Relevant costs and benefits for decision making |
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383 | (34) |
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383 | (1) |
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384 | (1) |
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384 | (5) |
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A full definition of relevance |
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389 | (1) |
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Applying the definition in analysis |
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389 | (3) |
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392 | (2) |
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394 | (2) |
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Relevant costing: potential problems |
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396 | (3) |
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Limiting factor decisions |
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399 | (8) |
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407 | (2) |
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409 | (1) |
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410 | (4) |
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Questions without answers |
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414 | (3) |
15 Capital investment appraisal |
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417 | (32) |
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417 | (1) |
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418 | (1) |
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Capital investment appraisal and organisational strategy |
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418 | (1) |
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Accounting rate of return |
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419 | (4) |
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423 | (2) |
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425 | (3) |
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Discounted cash flow (DCF) techniques |
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428 | (10) |
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General difficulties with capital investment criteria |
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438 | (1) |
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439 | (1) |
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440 | (2) |
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442 | (1) |
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443 | (3) |
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Questions without answers |
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446 | (3) |
16 Budgetary planning I |
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449 | (32) |
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449 | (1) |
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450 | (1) |
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450 | (1) |
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451 | (2) |
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Operational, tactical and strategic budgets |
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453 | (3) |
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456 | (1) |
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Standard costs: budgetary building blocks |
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457 | (7) |
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Preparation of functional budgets |
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464 | (10) |
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474 | (2) |
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476 | (1) |
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477 | (1) |
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Questions without answers |
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478 | (3) |
17 Budgetary planning II |
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481 | (27) |
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481 | (1) |
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482 | (1) |
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482 | (1) |
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483 | (3) |
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The budgeted profit and loss account |
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486 | (4) |
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The budgeted balance sheet |
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490 | (1) |
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Budgeting for service industries |
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491 | (1) |
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492 | (2) |
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Approaches to budget formulation |
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494 | (5) |
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499 | (1) |
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500 | (1) |
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501 | (3) |
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Questions without answers |
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504 | (4) |
18 Budgetary control |
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508 | (35) |
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508 | (1) |
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508 | (1) |
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509 | (1) |
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Feedback and feedforward control |
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510 | (2) |
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Fixed and flexible budgets |
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512 | (8) |
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Determining the significance of variances |
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520 | (2) |
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Responsibility accounting and control reporting |
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522 | (2) |
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524 | (1) |
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525 | (1) |
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526 | (1) |
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526 | (3) |
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Financial control: possible problem areas |
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529 | (7) |
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536 | (1) |
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537 | (1) |
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538 | (2) |
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Questions without answers |
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540 | (3) |
19 Analysis of variances |
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543 | (36) |
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543 | (1) |
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543 | (1) |
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Why analyse budget variances? |
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544 | (1) |
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Subdividing budget variances |
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544 | (17) |
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Reconciling budgeted and actual costs and profit |
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561 | (5) |
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Standard costing control ratios |
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566 | (2) |
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Variance analysis: reinforcing some general problems? |
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568 | (3) |
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571 | (1) |
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572 | (1) |
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573 | (2) |
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Questions without answers |
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575 | (4) |
20 Standard cost bookkeeping |
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579 | (28) |
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579 | (1) |
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579 | (1) |
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Standard cost bookkeeping |
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580 | (11) |
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591 | (4) |
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595 | (3) |
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598 | (1) |
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599 | (1) |
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600 | (3) |
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Questions without answers |
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603 | (4) |
Glossary |
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607 | (11) |
Appendix A Solutions to self-test questions |
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618 | (65) |
Appendix B Present value tables |
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683 | (2) |
Index |
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685 | |