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9780135704172

Design of Cost Management Systems

by ;
  • ISBN13:

    9780135704172

  • ISBN10:

    0135704170

  • Edition: 2nd
  • Format: Paperback
  • Copyright: 1998-12-04
  • Publisher: Prentice Hall
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List Price: $325.00

Summary

Providing valuable insight into the latest practice and design philosophies, this collection of readings and cases analyzes the defects that exist with traditional cost management systems, and shows how to design systems that will benefit a wide range of organizations. Opens with a thorough introduction to cost systems - with discussions on their use, product and process costing, operational control, financial reporting, and strategic relevance - and explores target costing, and ABC and product design and development. Considers the foundations of activity-based costing, including its necessity for companies, cost hierarchy, and activity attributes, and dedicates entire sections to the use of cost systems for managing customer and supplier relationships, and for designing and developing new products. Second Edition features include many new cases and a critical study of service industry and activity-based budgeting. For management consultants, CFO's, and controllers.

Table of Contents

Preface ix
1 COST AND PERFORMANCE MANAGEMENT SYSTEMS
1(56)
Stage I Systems: Inadequate for Financial Reporting
2(1)
Stage II Systems: Financial Reporting Driven
3(2)
Stage III Systems: Develop Customized, Managerially Relevant, Stand-alone Systems
5(1)
Stage IV Systems: Integrated Cost Management and Financial Reporting
6(1)
Summary
7(1)
Cases
7(50)
Bridgeton Industries Automotive Component and Fabrication Plant
8(4)
Colorscope, Inc.
12(10)
Union Pacific (A)
22(12)
Union Pacific (B)
34(8)
Brookwood Medical Center (A): A Cost Effective Health Care System
42(6)
Indianapolis: Activity-Based Costing of City Services (A)
48(9)
2 TRADITIONAL STAGE II COST SYSTEMS: LINKING RESOURCE EXPENSES TO COST CENTERS AND COST OBJECTS
57(79)
Direct Assignment
57(1)
Indirect Cost Assignment
58(1)
A Numerical Example
59(1)
Two-Stage Diagrams
60(4)
Limitations of Standard Cost, Flexible Budgeting Systems for Product Costing
64(1)
Limitations of Traditional Cost Systems for Feedback and Learning
65(1)
Summary
66(1)
Cases
66(70)
Seligram, Inc: Electronic Testing Operations
67(5)
Komatsu, Ltd. (B): Profit Planning and Product Costing
72(8)
Mayers Tap, Inc. (A)
80(4)
Mayers Tap, Inc. (B)
84(7)
Mayers Tap, Inc. (C)
91(1)
Mueller-Lehmkuhl GmbH
92(9)
Mitsubishi Kasei Corporation: Product Line Cost System
101(12)
Digital Communications, Inc.: Encoder Device Division
113(7)
Metabo GmbH & Co. KG
120(7)
Peoria Engine Plant (A): Abridged
127(9)
3 STAGE III SYSTEMS FOR LEARNING AND IMPROVEMENT
136(72)
Role for Nonfinancial Measures
136(3)
Financial Information for Continuous Improvement
139(1)
Kaizen Costing
139(1)
Pseudo Profit Centers
140(1)
Cases
141(67)
Romeo Engine Plant (Abridged)
143(7)
Analog Devices: The Half-Life System
150(12)
Citizen Watch Company, Ltd: Cost Reduction for Mature Products
162(6)
Sumitomo Electric Industries, Ltd: The Kaizen Program
168(10)
Texas Eastman Company
178(12)
Higashimaru Shoyu Company, Ltd. (A): Price Control System
190(8)
Olympus Optical Company, Ltd. (B): Functional Group Management
198(10)
4 ACTIVITY-BASED COSTING: INTRODUCTION
208(35)
Why ABC Systems: The Pen Factories
208(2)
Fundamentals of Activity-Based Cost Systems
210(1)
Designing an ABC Systems
210(6)
Where to Apply Activity-Based Cost Systems
216(1)
ABC: The Accuracy-Cost Tradeoff
216(1)
Summary
217(1)
Cases
217(26)
The Classic Pen Company
219(2)
Western Dialysis Clinic (ABC and Healthcare)
221(2)
Siemens Electric Motor Works (A) (Abridged)
223(4)
John Deere Components Works (A) (Abridged)
227(10)
John Deere Components Works (B)
237(6)
5 MEASURING THE COST OF RESOURCE CAPACITY
243(34)
Measuring the Cost of Capacity Resources
244(1)
The Fundamental Equation of Activity-Based Costing
245(1)
Committed and Flexible Resources
246(2)
From an ABC Resource Usage Model to Decisions about Resource Supply
248(1)
Assignment of Unused Capacity Costs
249(1)
Summary
249(1)
Cases
250(27)
Micro Devices Division
251(8)
Hogan Containers
259(1)
Insteel Wire Products: ABM at Andrews
250(6)
Lehigh Steel
265(12)
6 OPERATIONAL AND STRATEGIC ACTIVITY-BASED MANAGEMENT IN MANUFACTURING COMPANIES
277(64)
ABC: The Organizational Cost Function
278(1)
Operational ABM
278(4)
Operational ABM: A Summary
282(1)
Strategic Activity-Based Management: Product Mix and Pricing
282(1)
ABC Product Profitability: The Whale Curve
282(3)
Product-Related Actions
285(1)
Summary
286(1)
Cases
286(55)
Schrader Bellows (A)
287(6)
Schrader Bellows (B)
293(8)
Schrader Bellows (D-1)
301(1)
Schrader Bellows (E)
302(7)
Activity-Based Management at Stream International
309(13)
Maxwell Appliance Controls
322(19)
7 STRATEGIC ACTIVITY-BASED MANAGEMENT FOR CUSTOMERS AND SUPPLIERS
341(54)
Selling, Marketing, Distribution, and Administrative Expenses: Fixed, Variable, or "Super-Variable"
341(2)
Customer Costing
343(3)
Supplier Relationships
346(1)
Vendor-Sustaining Costs
347(1)
Assigning Business and Corporate-Level Expenses
348(5)
Assigning Brand, Product-Line, and Channel Support Expenses
348(5)
Summary
353(1)
Cases
354(41)
Kanthal (A)
355(8)
Pillsbury: Customer Driven Reengineering
363(12)
Seneca Foods
375(2)
Winchell Lighting, Inc. (A)
377(11)
Winchell Lighting, Inc. (B)
388(7)
8 STRATEGIC ACTIVITY-BASED MANAGEMENT: PRODUCT DEVELOPMENT
395(59)
Choosing Activity Cost Drivers for Product Design: Accuracy versus Influencing Behavior
395(2)
Target Costing
397(4)
Measuring Life-Cycle Costs and Profitability
401(1)
Summary
402(1)
Cases
402(52)
Hewlett-Packard: Roseville Networks Division
404(5)
Tektronix: Portable Instruments Division (A)
409(8)
Nissan Motor Company, Ltd.: Target Costing System
417(13)
Olympus Optical Company, Ltd. (A): Cost Management for Short Life-Cycle Products
430(9)
Euclid Engineering
439(15)
9 APPLYING ABC TO SERVICE INDUSTRIES
454(38)
Changing Competitive Environment
456(1)
A Complex Environment for Costing Products and Services
456(2)
Demand for Product and Customer Costs by Service Companies
458(3)
Summary
461(1)
Cases
461(31)
St. Catherine of Alexandria Medical Center
462(7)
The Co-operative Bank
469(11)
Manufacturers Hanover Corporation: Customer Profitability Report
480(12)
10 STAGE IV: INTEGRATED COST SYSTEMS
492(35)
Challenges of System Integration
493(1)
Differences Between ABC and Operational Learning and Improvement Systems
494(1)
ABC and Financial Reporting
495(1)
Funglible Resources
496(1)
Stage IV: Integrating ABC and Operational Learning and Improvement Systems
497(1)
Summary
498(1)
Cases
498(29)
Numerical Exercise on Costing the Use of Fungible Resources
498(2)
Shionogi & Co., Ltd.: Product and Kaizen Costing Systems
500(9)
Hewlett-Packard: Queensferry Telecommunications Division
509(6)
AT & T Paradyne
515(12)
11 STAGE IV: USING ABC FOR BUDGETING AND TRANSFER PRICING
527
Why Activity-Based Budgeting?
527(6)
What-If Analysis
533(1)
Transfer Pricing
534(2)
Summary
536

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