{"id":2584,"date":"2013-11-15T11:58:37","date_gmt":"2013-11-15T11:58:37","guid":{"rendered":"http:\/\/www.club4ca.com\/formats\/?p=2584"},"modified":"2013-11-15T11:58:37","modified_gmt":"2013-11-15T11:58:37","slug":"best-ipcc-costing-theory-notes","status":"publish","type":"post","link":"https:\/\/www.club4ca.com\/formats\/students\/best-ipcc-costing-theory-notes\/","title":{"rendered":"Best IPCC Costing Theory Notes"},"content":{"rendered":"
Superb Summary…<\/strong><\/div>\n
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CHAPTER 1
\nBASIC CONCEPTS<\/b><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

Student\u2019s Tip<\/i><\/b> – Students should prepare this chapter thoroughly from two view points, namely, one in every examination some marks are attributed to this chapter and two, unless students understand the concepts discussed here, they will not be able to grasp the following chapters easily.<\/i>\u00a0 <\/strong><\/p>\n

\u00a0SYNOPSIS :<\/strong><\/p>\n

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1. <\/a><\/strong>Cost Accountancy<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

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2. <\/b>Cost Accounting<\/a><\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

2.1 Definition of Cost Accounting
\n2.2 Objectives of Cost Accounting
\n2.3 Importance of Cost Accounting
\n2.4 Advantages of Cost Accounting
\n2.5 Limitations of Cost Accounting
\n2.6 Reports Generated by Cost Accounting Department<\/p>\n

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3. Installation of Cost Accounting System<\/a><\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

3.1 Basic Considerations
\n3.2 Steps in Introduction
\n3.3 Essentials of a Good Cost Accounting System
\n3.4 Difficulties in Introduction<\/p>\n

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4. Role of a Cost Accountant<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

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5. <\/b>Cost Accounting, Financial Accounting & Management Accounting<\/a><\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

5.1 Cost Accounting and Financial Accounting
\n5.2 Cost Accounting and Management Accounting<\/p>\n

\n\n\n\n
6. Cost – Concepts and Terms<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

6.1 Cost
\n6.2 Pre-determined Cost
\n6.3 Standard Cost
\n6.4 Estimated Cost
\n6.5 Marginal Cost
\n6.6 Differential Cost
\n6.7 Discretionary Cost
\n6.8 Decision Driven Cost
\n6.9 Managed \/ Policy Cost
\n6.10 Postponable Cost
\n6.11 Imputed \/ Notional Cost
\n6.12 Inventoriable \/ Product Cost
\n6.13 Opportunity Cost
\n6.14 Out-of-pocket Cost
\n6.15 Joint Cost
\n6.16 Period Cost
\n6.17 Sunk Cost
\n6.18 Committed Cost
\n6.19 Shut down Cost
\n6.20 Relevant Cost
\n6.21 Replacement Cost
\n6.22 Absolute Cost
\n6.23 Cost Centre
\n6.24 Cost Unit
\n6.25 Cost Allocation
\n6.26 Cost Apportionment
\n6.27 Cost Absorption
\n6.28 Responsibility Centre<\/p>\n

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7. Elements of Costs<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

7.1 Material Cost
\n7.2\u00a0Labour Cost
\n7.3 Expenses
\n7.4 Overheads<\/p>\n

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8. Classification of Costs<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

8.1 By Nature
\n8.2 By Behaviour
\n8.3 By Element
\n8.4 By Function
\n8.5 By Controllability
\n8.6 By Normality
\n8.7 By Time When Computed<\/p>\n

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9. Types \/ Techniques of Costing<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

9.1 Historical Costing
\n9.2 Uniform Costing
\n9.3 Standard Costing
\n9.4 Direct Costing
\n9.5 Marginal Costing
\n9.6 Absorption Costing
\n9.7 Difference Between Various Types of Costing<\/p>\n

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10. Methods of Costing<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

10.1 Job Costing
\n10.2 Batch Costing
\n10.3 Contract Costing
\n10.4 Process Costing
\n10.5 Operating Costing
\n10.6 Single Output or Unit Costing
\n10.7 Multiple Costing<\/p>\n

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11. Analysis of Last Questions<\/b><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

11.1 Scanning of Questions Asked in Past Examinations
\n11.2 Frequency Table Showing Distribution of Marks<\/p>\n

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1. COST ACCOUNTANCY<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

\u00a0<\/i><\/b>The Institute of Cost and Management Accountants of England<\/i><\/b> defines Cost Accountancy as follows:<\/p>\n

“The application of costing and cost accounting principles, methods and techniques to the science, art and practice of cost control and the ascertainment of profitability. It includes the presentation of information, derived therefrom for the purpose of managerial decision making.”<\/i><\/b><\/p>\n

Thus cost accountancy is a very comprehensive term.<\/p>\n

\n\n\n\n
\u00a0 2. COST ACCOUNTING<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

2.1 Definition of Cost Accounting<\/span> :<\/b><\/p>\n

Based on the terminology published by the Institute of Cost and Management<\/i><\/b> Accountants of England<\/i><\/b>, Cost Accounting is defined as the process of accounting<\/i><\/b> for cost<\/i><\/b>. This process begins with the recording of income and expenditure or the bases on which they are calculated and ends with the preparation of periodical statements and reports for the purpose of ascending and controlling costs.<\/p>\n

2.2 Objectives of Cost Accounting<\/span> :<\/b><\/p>\n

Following are the main objectives of Cost Accounting –<\/p>\n

(i) Ascertainment of Cost<\/i><\/b>:<\/b>
\nIt can be done in two ways, namely,<\/p>\n

(a) Post Costing<\/i><\/b>, where the ascertainment of cost is done based on actual information as recorded in financial books.
\n(b) Continuous Costing<\/i><\/b>, where the process of ascertainment is of a continuous nature i.e. where cost information is available as and when a particular activity is completed, so that the entire cost of a particular job is available the moment it is completed.<\/p>\n

(ii) Determination of Selling Price: <\/i><\/b><\/p>\n

Though there are various other considerations for fixing the selling price of a product (like the market conditions etc.), cost of the product is an important factor which cannot be sidelined.<\/p>\n

(iii) Ascertainment of Profit : <\/i><\/b><\/p>\n

The purpose of any business activity is to earn a profit and profit can be computed by matching the revenue and cost of that particular product\/activity.<\/p>\n

(iv)Cost Control and Cost Reduction: <\/i><\/b><\/p>\n

Cost Control and Cost Reduction are two different concepts.<\/p>\n

\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Cost Control <\/i><\/b>aims at maintaining the costs in accordance with established standards. <\/i><\/b>It involves<\/i><\/b> the following steps –<\/p>\n

    \n
  1. Determination of target cost<\/li>\n
  2. Measurement of actual cost<\/li>\n
  3. Analysis of variation with respect to target cost<\/li>\n
  4. Initiation of corrective action.<\/li>\n<\/ol>\n

    Cost Reduction <\/i><\/strong>on the other hand aims at improvement established targets<\/em>. It is defined as “the achievement of real and permanent reduction<\/i><\/strong> in the unit cost of goods manufactured or services rendered without impairing their suitability for the use intended or diminution in the quality of the product<\/i><\/b>.”<\/p>\n

    The difference between Cost Cost Control and Cost Reduction <\/i><\/b>can be summarized as under:<\/p>\n

    [May’94]<\/b><\/p>\n

    \n\n\n\n\n\n\n\n\n
    Cost Control<\/i><\/b><\/td>\nCost Reduction<\/i><\/b><\/td>\n<\/tr>\n
    1. It represents efforts made ds towards achieving a target<\/em> or a goal.<\/td>\n1. It represents achievement of\u00a0 reduction<\/em> of cost .<\/td>\n<\/tr>\n
    2. The process of cost control is to Set-up a target, investigate the variations and take remedial action.<\/td>\n2. Cost reduction is not contended merely with the maintenance of performance with standards.<\/td>\n<\/tr>\n
    3. It assumes existence of norms<\/em> or Standards which are not challenged.<\/td>\n3. It assumes that the standards can be improved. <\/em><\/td>\n<\/tr>\n
    4. It is preventive function.<\/em><\/td>\n4. It is a corrective function.<\/em><\/td>\n<\/tr>\n
    5. Sometimes, it lacks a dynamic approach.<\/em><\/td>\n5. It is continuous process<\/em> of analysis of all the factors affecting cost.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

    (v) Facilitation of Inventory Valuation :<\/i><\/b><\/p>\n

    As per the Accounting Standard 2 on Valuation of Inventories,<\/i><\/b> Inventories are to be valued at “lower of cost and net realisable value”<\/i><\/b>. Costing accounting determines the ascertainment of this “cost” based on which the inventory is valued.<\/p>\n

    (vi) Assisting Management in Decision-making :<\/i><\/b><\/p>\n

    Decision-making is a process of choosing between two or more alternatives, based on the resultant outcome of the various alternatives. A Cost Benefit<\/i> Analysis<\/i> also needs to be done. All this can be achieved through a good cost accounting system.<\/p>\n

    2.3 Importance of Cost Accounting<\/span><\/b> :<\/b><\/p>\n

    The importance of cost accounting can be highlighted through the following benefits which accrue to any business concern:<\/p>\n

    (i) Control<\/i><\/strong> of Material Cost<\/i><\/b> : <\/i><\/b><\/p>\n

    Normally, material cost constitutes a major portion of the cost of the product. Hence control of material cost can ensure a good amount of benefit. Control of material cost can be exercised as follows : <\/i><\/b><\/p>\n

      \n
    1. Maintaining optimum level of stock<\/i> to avoid unnecessary locking up of capital<\/li>\n
    2. Maintaining an uninterrupted supply<\/i> of materials<\/li>\n
    3. Use of techniques like value analysis, standardisation etc.<\/i><\/li>\n<\/ol>\n

      (ii) Control of Labour Cost<\/i><\/b> :<\/i><\/b><\/p>\n

      Labour cost control can be exercised as follows:<\/i><\/b><\/p>\n

        \n
      1. Setting standard time<\/i> for each activity and keeping adverse variance to the minimum<\/li>\n
      2. Laying down proper remuneration schemes<\/i><\/li>\n
      3. Control over labour turnover<\/i><\/li>\n
      4. Control over idle time, overtime<\/i><\/li>\n<\/ol>\n

        (iii) Control of Overheads<\/i><\/b> :<\/i><\/b><\/p>\n

        Overheads are nothing but indirect expenses incurred at the factory, office and<\/i> sales depots<\/i>. Again control over overheads will ensure a control over the total cost of the product and a higher profit margin.<\/p>\n

        (iv) <\/i><\/strong>Determination of Selling Price<\/i><\/b> :<\/p>\n

        Refer 2.2 (ii) above.<\/p>\n

        (v)<\/i><\/strong> Budgeting<\/i><\/b> :<\/i><\/b><\/p>\n

        Any commercial activity begins with the preparation of budgets for the same. A budget serves as a guideline against which the actual performance can be measured and continuous corrective action can be taken to ensure that the budget is adhered to.<\/p>\n

        (vi)<\/i><\/b> Measuring Efficiency<\/i><\/b> :<\/i><\/b><\/p>\n

        Efficiency can be measured by comparing actuals against standards and corrective action can be taken.<\/p>\n

        (vii) Strategic Decision-making:<\/i><\/b><\/p>\n

        Cost accounting enables the management to take up various strategic decisions like “Make or Buy”, “Shut down or Continue”, “Replace or Continue”, ” Status quo or Expansion” etc.<\/p>\n

        2.4 <\/strong>Advantages of Cost Accounting<\/span><\/b> :<\/b><\/p>\n

        (i) <\/i>Helps optimum utilization<\/i><\/b> of men, materials and machines<\/p>\n

        (ii) <\/i>Identifies areas requiring corrective action<\/i><\/b><\/p>\n

        (iii) <\/i>Identifies unprofitable activities, losses, inefficiencies<\/p>\n

        (iv) <\/i>Helps price fixation<\/i><\/b><\/p>\n

        (v) <\/i>Facilitates cost control and cost reduction<\/i><\/b><\/p>\n

        (vi) <\/i>Facilitates use of various cost accounting techniques<\/i><\/b>, like, variance analysis, value analysis etc.<\/p>\n

        (vii) <\/i>Helps management in formulation of policies <\/i><\/b><\/p>\n

        (viii)<\/i>Helps management in making strategic financial decisions<\/i><\/b>. For eg: the technique of marginal costing helps the management in making various short term decisions.<\/p>\n

        (ix)<\/i> Helps in formation of cost centres and responsibility centres<\/i><\/b> to exercise control<\/p>\n

        (x) Marginal Cost<\/b><\/i> having a linear relationship with production volume enables in formulation and solution of “Linear Programming Problems”.<\/p>\n

        (xi) <\/em>Provides a data-base<\/i><\/b> for reference by government, wage tribunals and trade unions etc.<\/p>\n

        2.6 <\/strong>Limitations of Cost Accounting<\/span><\/b> :<\/b><\/p>\n

          \n
        1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 It is not an exact science<\/i><\/b> and involvesinherent element of judgement.<\/li>\n
        2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Cost varies with purpose<\/i><\/b>. Therefore cost collected for one purpose will not be suitable for another purpose.<\/li>\n
        3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Cost accounting presents the base for taking the best decisions. It does not give an outright solution<\/i><\/b> .<\/li>\n
        4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Most of the cost accounting techniques are based on some pre-assumed<\/i><\/b> <\/i>notions.<\/li>\n
        5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The apportionment of common costs<\/i><\/b> comes under a lot of criticism.<\/li>\n
        6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 There are different views<\/i><\/b> held by different experts on the treatment of certain items of cost.<\/i><\/li>\n<\/ol>\n

          2.6<\/strong> Reports Generated by Cost Accounting Department<\/span><\/b> :<\/b><\/p>\n

          The Cost Accounting Department generates the following reports as a routine, for use of its executives:<\/p>\n

            \n
          1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Expen<\/li>\n
          2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Cost Sheet<\/i><\/b>giving details as to component wise break-up of each element of cost as compared with previous year\u2019s data, competitors data.<\/li>\n
          3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Material Consumption Statement<\/i><\/b>, showing total quantity and types of material issued and used, wastage\u2019s if any. Comparison of actual v\/s standard.<\/li>\n
          4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Labour Utilization statement<\/i><\/b> showing total number of hours, budgeted & actually worked, types of labour utilised, idle time etc.<\/li>\n
          5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Labour Turnover<\/i><\/b> , cost of recruitment and training of new employees.<\/li>\n
          6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Overheads Statement<\/i><\/b> giving break-up of various types of overheads, the actual overheads incurred as against the budgeted and the over\/under absorption, if any<\/li>\n
          7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Sales Statement<\/i><\/b> giving product wise break-up of unit realisation, volume achieved as against the targets.<\/li>\n
          8. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 viii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Inventory Analysis Sheet<\/i><\/b> giving break-up of inventories into materials, work-in-progress and finished goods, their number of months holding as against the normal holding period in the industry.<\/li>\n
          9. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ix.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Statement of Abnormal wastages \/ losses \/ spoilages<\/b><\/i><\/li>\n
          10. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 x.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ses incurred on research and development<\/i><\/b> as compared with the budget.<\/li>\n
          11. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 xi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Any other report pertaining to any cost centre (explained later).<\/li>\n<\/ol>\n
            \n\n\n\n
            3. INSTALLATION OF COST ACCOUNTING SYSTEM<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

            [May’96, Nov’99]<\/b><\/p>\n

            3.1 Basic Considerations in Installation of Cost Accounting System<\/span> :<\/b><\/p>\n

            A system<\/i><\/b> is an established set of procedures for the purpose of achieving specific objectives at minimum cost. <\/i>A lot of problems can be avoided if the cost accounting system is introduced carefully. Before setting up a system of cost accounting, the under mentioned factors should be studied :<\/p>\n

              \n
            1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The objective of costing system<\/i><\/b> i.e whether it is for price fixation or for cost control or for a particular management decision.<\/li>\n
            2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Size of the organisation,<\/i><\/b> general organisation of the business with a view to finding out the manner on which the system could be introduced<\/li>\n
            3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Areas of functioning<\/i><\/b> wherein the management’s action will be most beneficial.<\/li>\n
            4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Management\u2019s policies and expectations<\/i><\/b>. The system of costing should be designed after a careful study of the management’s polices and expectations.<\/li>\n
            5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Methods & procedures in vogue<\/i><\/b> for purchase, receipts, storage and issue of material, methods of wage payment etc.<\/li>\n
            6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Technical aspects<\/i><\/b> of the business should be studied thoroughly by the designers. They should also make an attempt to seek the assistance and support of the supervisory staff and workers of the organisation for the system.<\/li>\n
            7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The maximum amount of information<\/i><\/b> that would be sufficient and how the same should be secured without too much burden on the existing system of the organisation.<\/li>\n
            8. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 viii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Forms standardisation<\/i><\/b> – various forms to be used by costing system for various data collection and dissemination.<\/li>\n
            9. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ix.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The degree of accuracy<\/i><\/b> of data to be supplied by the system and how verification of such data can be brought about.<\/li>\n
            10. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 x.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Benefits of system to be explained<\/i><\/b> – the manner in which the benefits of installation of the cost accounting system should be explained and how an awareness of the utility of the same should be created.<\/li>\n
            11. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 xi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The manner in which an integral system of accounts<\/i><\/b> can be devised so as to automatically reconcile financial profit with costing profit with the help of control accounts.<\/li>\n
            12. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 xii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Information requirements <\/i><\/b>of management, the nature of reports to be generated through the cost accounting system<\/li>\n<\/ol>\n

              3.2 Steps in Introduction of Cost Accounting System<\/span> : [Nov’93]<\/b><\/p>\n

              The introduction of a cost accounting system will involve the following steps:<\/p>\n

                \n
              1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Codification and classification<\/li>\n
              2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Establishment of cost centres<\/li>\n
              3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Guidelines for separation of fixed and variable costs<\/li>\n
              4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Guidelines for allocation of indirect costs<\/li>\n
              5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Introduction of standard formats<\/li>\n
              6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Specification of reports and their periodicity<\/li>\n
              7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Preparation of Cost Accounts Manual<\/li>\n
              8. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 viii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Guidelines for post-installation appraisal of costing system<\/li>\n<\/ol>\n

                3.3 Essentials of a Good Cost Accounting System<\/span> : [Nov’93, May’96]<\/b><\/p>\n

                  \n
                1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 It should be simple and practical<\/i><\/b>.<\/li>\n
                2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 It should be tailor-made<\/i><\/b> for the requirements of the organisation.<\/li>\n
                3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The data to be used by the cost accounting system should be accurate<\/i><\/b> or else the output will suffer.<\/li>\n
                4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The system of costing should not sacrifice the utility<\/i><\/b> by introducing meticulous and unnecessary details.<\/li>\n
                5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The cost<\/i><\/b> of installation should justify the results.<\/li>\n
                6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Active co-operation<\/i><\/b> and participation of executives from different departments ensures in developing a good cost accounting system.<\/li>\n
                7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 A carefully phased program<\/i><\/b> should be prepared by using network analysis for the introduction of the system.<\/li>\n<\/ol>\n

                  3.4 Difficulties Likely to be Experienced in the Introduction of a Cost Accounting System<\/span> :<\/b><\/p>\n

                  Following initial difficulties are likely to be experienced when a new costing system is introduced :<\/p>\n

                    \n
                  1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Lack of support<\/i><\/b> from other departmental heads<\/li>\n
                  2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Resistance<\/i><\/b> from accounting staff<\/li>\n
                  3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Non co-operation<\/i><\/b> from the supervisory staff<\/li>\n
                  4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Shortage of trained staff<\/i><\/b><\/li>\n<\/ol>\n\n\n\n
                    4. ROLE OF A COST ACCOUNTANT IN A MANUFACTURING ORGANISATION <\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                    A cost accountant in a manufacturing organisation plays several important roles<\/p>\n

                      \n
                    1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 He establishes a cost accounting department<\/i><\/b> in his concern.<\/li>\n
                    2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 He ascertains the requirement of cost information<\/i><\/b> which may be useful to organisational managers at different levels of the hierarchy.<\/li>\n
                    3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 He develops a manual<\/i><\/b>, which specifies the functions to be performed by the cost accounting department. The manual also contains the format of various forms which would be utilised by the concern for procuring and providing information to the concerned officers. It also specifies the frequency at which the cost information would be supplied to a concerned executive.<\/li>\n<\/ol>\n

                      Usually, the functions performed by a cost accounting department includes -cost ascertainment, cost comparison, cost reduction, cost control and cost reporting.<\/p>\n

                        \n
                      1. Cost ascertainment<\/i><\/b>, requires the classification of costs into direct and indirect. Further it requires classification of indirect costs (known as overheads) into three classes viz., factory overheads; administration overheads and selling and distribution overheads. Cost accountant suggests the basis which may be used by his subordinates for carrying out the necessary classifications as suggested above.<\/li>\n
                      2. Cost comparison<\/i><\/b> is the task carried out by cost accountant for controlling the cost of the products manufactured by the concern. Cost accountant of the concern establishes standards for all the elements of cost and thus a standard cost of the finished product. The standard cost so determined may be compared with the actual cost to determine the variances. Cost accountant ascertains the reasons for the occurrence of these variances for taking suitable action.<\/li>\n
                      3. Cost analysis<\/i><\/b> may also be made by cost Accountant for taking decisions like make or buy and for reviewing the current performance.<\/li>\n
                      4. Cost accountant also plays a key role in the preparation of cost reports<\/i><\/b>. These reports help the executives of a business concern in reviewing their own performance and in identifying the weak areas, where enough control measures may be taken in future.<\/li>\n<\/ol>\n

                        In brief, one may say that there is hardly any activity in a manufacturing organisation with which a cost accountant is not directly associated in some form or the other.<\/p>\n

                        \n\n\n\n
                        5 COST ACCOUNTING, FINANCIAL ACCOUNTING AND MANAGEMENT ACCOUNTING<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                        \u00a05.1 Cost Accounting And Financial Accounting<\/span> :<\/strong><\/p>\n

                        Financial Accounting<\/i><\/b> is concerned with the preparation of financial statements, which summarise the results of operations for a selected period of time and show the financial position of the organisation as at a particular date. It helps to assess the overall progress of an organisation, its strength and weakness. It facilitates effective control over the assets of the organisation.<\/p>\n

                        However, there are serious limitations of financial accountancy from the point of view of the management. It is on account of these limitations that<\/i> “Costs Accounting” has been developed for the purpose of management control and internal reporting. <\/i><\/b><\/p>\n

                        The limitations of financial accounting together with procedures that over come the limitations are given below:<\/p>\n

                        \n\n\n\n
                        \n

                        Limitations of Financial Accounting<\/i><\/b><\/p>\n<\/td>\n

                        		\n

                        Overcome By Cost Accounting<\/i><\/b><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                        Forecasting and Planning<\/span><\/p>\n

                        \n\n\n\n
                        Financial accounts cannot provide information required for future planning.<\/td>\nBudget technique of cost accounting \u00a0 overcomes this hurdle.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                        Decision-making<\/span><\/p>\n

                        \n\n\n\n
                        Day-to-day decision making like –<\/p>\n
                          \n
                        1. Which product mix is the most profitable ?<\/li>\n
                        2. When to shut down the activity ?<\/li>\n
                        3. When will the break-even point be achieved?<\/li>\n<\/ol>\n

                          Cannot be facilitated by financial accounting.<\/td>\n

                        		The technique of marginal costing overcomes the decision-making limitation. The management can\u00a0 make accurate decisions by analysis of the cost incurred \/ to be incurred.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                        Control and Assessment<\/span><\/p>\n

                        \n\n\n\n
                        Financial accounting does not provide management with the information required to assess the performance of various departments \/ persons.<\/td>\nThe techniques of budgeting and standard costing enable management to perform this function.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                        Thus the important limitations of financial accountancy namely, lack of analysis of data and absence of yardsticks is very well overcome by cost accountancy.<\/p>\n

                        5.2 Cost Accounting and Management Accounting<\/span> :<\/b><\/p>\n

                        The scope of management accounting is broader than that of cost accounting.<\/i> In cost accounting<\/i><\/b>, the main emphasis is on cost and it deals with its collection, analysis, relevance, interpretation and presentation for various problems of the management. Management accountancy<\/i><\/b> utilizes the principles and practices of financial accounting in addition to other modern management techniques for efficient operation of the organisation.<\/p>\n

                        The main emphasis in management accountancy is towards determining policy and formulating plans to achieve the desired objective of the management.<\/p>\n

                        Management accountancy has been defined by CIMA as under :<\/p>\n

                        “An internal part of concerned with identifying, presenting and interpreting information used for:<\/i><\/b><\/p>\n

                          \n
                        1. Formulating strategy<\/li>\n
                        2. Planning and controlling activities<\/li>\n
                        3. Decision making<\/li>\n
                        4. Optimising the use of resources<\/li>\n
                        5. Disclosure to shareholders and others external to the entity<\/li>\n
                        6. Disclosure to employees<\/li>\n
                        7. Safeguarding assets”.<\/li>\n<\/ol>\n
                          \n\n\n\n
                          6. COST – CONCEPTS AND TERMS <\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                          6.1 Cost<\/i> –<\/strong> Cost represents the amount of expenditure<\/i> (actual or notional) incurred on or attributable to a given thing<\/i>. It represents the resources that have been or must be sacrificed to attain a particular objective.<\/p>\n

                          6.2 Pre-<\/i><\/strong>determined cost<\/i><\/b> – It is the cost which is computed in advance<\/i>, before the production starts, on the basis of specification of all the factors affecting the cost.<\/p>\n

                          6.3\u00a0 Sta<\/i><\/strong>ndard cost <\/i><\/b>– It is a pre-determined cost which is arrived at, assuming a particular level of efficiency<\/i> in utilisation of material, labour and other indirect services. It is the planned cost of a product and is expected to be achieved under a particular production process under normal conditions. It is often used as a basis for price fixing and cost control.<\/p>\n

                          6.4 Estim<\/i><\/strong>ated Cost<\/i><\/b> – It is an approximate assessment<\/i> of what the cost will be. It is based on past data adjusted to anticipated future changes.<\/p>\n

                          (Note<\/i><\/b> : Standard cost Vs Estimated cost <\/i>[Nov’92]<\/b><\/p>\n

                          Although pre-determination is the essence of both standard cost and estimated cost, they differ from each other in the following respects:<\/p>\n

                            \n
                          1. Difference in computation<\/li>\n
                          2. Difference in emphasis<\/li>\n
                          3. Difference in use<\/li>\n
                          4. Difference in records<\/li>\n
                          5. Difference in applicability<\/li>\n<\/ol>\n

                            6.5 Marginal cost <\/i><\/strong>– It is the amount<\/i> at any given volume of output by which aggregate cost changes if the volume of output changes increases\/decreases) by one unit.<\/i><\/p>\n

                            6.6 Differential cos<\/i><\/strong>t<\/i><\/b> – It is the difference in the total cost<\/i> between alternatives calculated to assist decision making Thus, it represents the change in total cost (both fixed and variable) due to a change in the level of activity, technology, process or method of production, etc.<\/p>\n

                            6.7 Discre<\/i><\/strong>tionary cost <\/i><\/b>– It is an “escapable” or “avoidable” cost. In other words, it is that cost which is not essential<\/i> for the accomplishment of a particular objective.<\/p>\n

                            6.8 Dec<\/i><\/strong>ision-driven cost<\/i><\/b> – It is that cost which is incurred following a policy<\/i> decision <\/i>and continues to be incurred till that decision is altered. It does not vary with changes in output or with operational activities.<\/p>\n

                            6.9 M<\/i><\/strong>anaged \/ Policy cost<\/i><\/b> – It is that cost which is incurred as a matter of policy eg: R & D cost. This cost has two important features :<\/p>\n

                              \n
                            1. It arises from periodic (usually annual) decisions<\/i> regarding the maximum outlay to be incurred
                              \nAnd<\/li>\n
                            2. This cost is not tied to a cause and effect relationship<\/i> between input and output.<\/li>\n<\/ol>\n

                              (Note<\/i><\/b> : Decision-driven cost Vs Managed \/ Policy cost<\/i><\/b>\u00a0 while managed \/ policy cost arises from periodic decisions (usually annual), decision-driven cost has no such fixed frequency).<\/p>\n

                              6.10 P<\/i><\/strong>ost-ponable cost<\/i><\/b> – It is that cost which can be shifted to the future<\/i> with little or no effect on the efficiency of the current operations.<\/p>\n

                              6.11 Imputed \/ Notional cost<\/i> <\/strong>– CIMA<\/i> defines notional cost as “the value of<\/i> benefits where no actual cost is incurred”.<\/i> Thus, imputed cost is that cost which does not involve any cash outlay. Though it is a hypothetical cost, it is relevant for decision making. Interest on capital, the payment for which is not actually made, is an example of imputed cost.<\/p>\n

                              6.12<\/strong> Inventoriable \/ Product cost<\/i><\/b> – It is the cost which is assigned to the<\/i> product<\/i>. For eg : Under marginal costing \u00ae variable manufacturing cost. Under absorption costing \u00ae total manufacturing cost (fixed and variable) constitute product or inventoriable cost.<\/p>\n

                              6.13<\/strong> Opportunity cost<\/i><\/b> – It refers to the value of sacrifice made or benefit of opportunity forgone in accepting an alternative course of action. <\/i>For e.g. If Mr. A works in his brother\u2019s firm instead of working in X Ltd., then the loss of salary Mr. A suffers by foregoing employment in X Ltd., is the opportunity cost of working in his brother’s firm.<\/p>\n

                              6.14<\/strong> Out of pocket cost<\/i><\/b> – It is that portion of total cost which involves cash outlay.<\/i> It is a short term cost concept and is used in short- term decision making like make or buy, price fixation during recession. Out of pocket cost can be avoided if a particular proposal under consideration is not accepted.<\/p>\n

                              6.15<\/strong> Joint cost<\/i><\/b> – It is the cost of the process which results in more than one main product.<\/p>\n

                              6.16 Pe<\/i><\/strong>riod cost <\/i><\/b>– It is the cost which is not assigned to the product but is charged as an expense<\/i> against the revenue of the period in which it is incurred. All the non-manufacturing costs like administrative, selling and distribution expenses are treated as period costs.<\/p>\n

                              6.17 S<\/i><\/strong>unk cost<\/i><\/b> – Historical cost<\/i> which is incurred in the past is known as sunk cost. This cost is not relevant in decision making in the current period. For eg. In the case of a decision relating to the replacement of a machine, the written down value of the existing machine is a sunk cost and hence irrelevant to decision making.<\/p>\n

                              6.18<\/strong> Committed cost<\/i><\/b> – It is a fixed cost which results from decisions of prior period <\/i>and is not subject to managerial control in the present. Examples of committed cost are depreciation, insurance premium and rent.<\/p>\n

                              6.19<\/strong> Shut down cost<\/i><\/b> – The fixed cost which cannot be avoided during the temporary closure of a plant<\/i> is known as shut down cost. Examples of shut down cost are depreciation and rent.<\/p>\n

                              6.20 <\/strong>Relevant cost<\/i><\/b> – CIMA<\/i> defines relevant cost as ” cost appropriate to a<\/i> specific management decision”.<\/i><\/p>\n

                              6.21<\/strong> Replacement cost<\/i><\/b> – It is the cost of replacement in the current market.<\/p>\n

                              6.22<\/strong> Absolute cost<\/i><\/b> – It is the total cost<\/i> of any product or process. For e.g.: in a cost sheet, both absolute cost and cost per unit are depicted.<\/p>\n

                              6.23 Co<\/i><\/strong>st centre<\/i><\/b> – [May’95, May’97]<\/b><\/p>\n

                              Meaning<\/span> – For the installation of a cost accounting system, the organization is divided into sub-units. Cost centre is the smallest organisational sub-unit for which separate cost collection is attempted. It is defined as a location, a person or an item of equipment (or group of these) for which cost may be ascertained and used for the purpose of cost control. <\/i><\/p>\n

                              Types<\/span> \u2013 Primarily<\/i><\/b> , there are two types of cost centres, namely:<\/p>\n

                                \n
                              1. Personal cost centre<\/i> – consisting of a person or a group of persons<\/li>\n
                              2. Impersonal cost centre –<\/i> consisting of a location or an item of equipment (or a group of these).<\/li>\n<\/ol>\n

                                Functionally<\/i><\/b>, there are two types of cost centres, namely:<\/p>\n

                                  \n
                                1. Production cost centre<\/i> – It is a cost centre where both direct and indirect expenses are incurred for the production. Following are the examples of production cost centres- machine shop, milling and turning shop, assembly shop.<\/li>\n
                                2. Service Cost Centre<\/i> – A cost centre which renders services to production cost centres is termed as service cost centre. It serves as an ancillary unit to the production cost centre.
                                  \nPowerhouse, boiler plant, repair shop, material service centre, all are examples of service cost centres.<\/li>\n<\/ol>\n

                                  Considerations<\/span> – Formation of appropriate cost centres is very important for the purpose of cost control. Important considerations for the formation of cost centres are as follows:<\/p>\n

                                    \n
                                  1. Organisation of the factory<\/li>\n
                                  2. Conditions prevalent for incurrence of cost<\/li>\n
                                  3. Management\u2019s decision needs<\/li>\n<\/ol>\n

                                    6.24 Cost unit<\/i> – <\/strong>Meaning <\/span>– Once the cost of various cost centres is ascertained, the need arises to express the cost of output (product \/ service). A cost unit is defined as a unit of quantity of product, service or time (or a combination of these) in relation to which costs may be ascertained or expressed.
                                    \n<\/i>Cost units are usually units of physical measurement<\/i> like number, weight, time, area, length, volume etc.<\/p>\n

                                    Examples<\/span> – A few typical examples of cost units are given below :<\/p>\n

                                    \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
                                    Industry<\/i><\/b><\/td>\nCost\u00a0 Unit Basis<\/i><\/b><\/td>\n<\/tr>\n
                                    Automobile<\/td>\nNumber<\/td>\n<\/tr>\n
                                    Bicycle<\/td>\nNumber<\/td>\n<\/tr>\n
                                    Transport<\/td>\nTonne-kilometer
                                    \nPassenger-kilometer<\/td>\n<\/tr>\n
                                    Furniture<\/td>\nEach article<\/td>\n<\/tr>\n
                                    Bridge construction<\/td>\nEach contract<\/td>\n<\/tr>\n
                                    Interior decoration<\/td>\nEach job<\/td>\n<\/tr>\n
                                    Advertising<\/td>\nEach job<\/td>\n<\/tr>\n
                                    Nursing home<\/td>\nBed or day<\/td>\n<\/tr>\n
                                    Power<\/td>\nKilowatt hour<\/td>\n<\/tr>\n
                                    Bricks<\/td>\nNumber<\/td>\n<\/tr>\n
                                    Cement<\/td>\nTonne, bag<\/td>\n<\/tr>\n
                                    Steel<\/td>\nTonne<\/td>\n<\/tr>\n
                                    Chemical<\/td>\nLitre, gallon, tonne,kilogram<\/td>\n<\/tr>\n
                                    Sugar<\/td>\nTonne<\/td>\n<\/tr>\n
                                    Coal<\/td>\nTonne<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                    6.25 Cost allocatio<\/i><\/strong>n<\/i><\/b> – Cost allocation refers to the allotment of whole items of costs to cost centres<\/i>. For example, if a worker is employed in department “A”, then the wages paid to the worker are allocated or charged to department “A”. This process of charging the entire wages (being \u2018cost\u2019) of the worker to department “A” is termed as cost allocation.<\/p>\n

                                    6.26 C<\/i><\/strong>ost apportionment<\/i><\/b> – It is the process of distributing an item of cost over several cost centres or cost units<\/i>. Thus, one item of cost is charged to two or more cost centres or cost units. Normally overheads (indirect costs) are charged to cost centres or cost units by way of apportionment in proportion to the anticipated benefits.<\/p>\n

                                    ( Note<\/i><\/b> : Cost allocation Vs Cost apportionmen<\/i><\/b>t. The former involves the process of charging direct<\/i> expenditure<\/b> to cost centres or cost units while the latter involves the process of charging indirect<\/i><\/b> expenditure<\/b> to cost centres or cost units.)<\/p>\n

                                    6.27 <\/strong>Cost absorption<\/i><\/b> – It is the process of absorbing the overhead costs (indirect costs) allocated to or apportioned over a particular cost centre<\/i>. Thus cost absorption follows cost allocation and cost apportionment. Selection of correct method of overhead absorption is very important for pricing policies, tenders and other managerial decisions. Overhead absorption is accomplished through overhead rates<\/i>. For eg. the overhead costs of a \u2018grinding centre\u2019 may be absorped by using a rate per ” grinding” hour.<\/p>\n

                                    6.28 Respo<\/i><\/strong>nsibility centre – <\/i><\/b>Meaning<\/span><\/i> – When an organisation is divided into different sub-units according to the responsibility and for each sub-unit, a specified individual is made responsible, then the sub-unit thus formed is termed as a responsibility centre. Thus, a responsibility centre is defined as an activity centre of a business organisation entrusted with a special task.<\/b><\/i><\/p>\n

                                    The specified individual is held accountable only for those activities which he directly affects.<\/i> Under modern budgeting and control, finance executives tend to apply the concept of responsibility centres for the purpose of control.<\/p>\n

                                    Types <\/span>–<\/p>\n

                                    Responsibility centres can be classified as under:<\/p>\n

                                      \n
                                    1. Cost centres<\/i> – Refer 6.23 above<\/li>\n
                                    2. Profit centres<\/i> – Centres, which have the responsibility of generating and maximising profits , are called profit centres. [Nov’97]<\/b><\/li>\n
                                    3. Investment centres<\/i> – Centres which are responsible for earning an optimum return on investments are termed as investment centres.<\/li>\n
                                    4. Revenue centres<\/i> – Centres which are devoted to raising revenue with no responsibility for production are called revenue centres. Eg. Sales centre.<\/li>\n
                                    5. Contribution centres<\/i> – Profit centres whose expenditure are reported on a marginal cost basis, are called contribution centres.<\/li>\n<\/ol>\n
                                      \n\n\n\n
                                      7. ELEMENTS OF COST<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                      The following diagram depicts the various elements of cost:<\/p>\n

                                      7.1 Material Cost<\/span> : <\/strong><\/p>\n

                                        \n
                                      1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Direct Materials<\/i><\/b> – Materials which are present in the finished product or can be identified in the<\/i> finished product <\/i>are called direct materials. For eg. coconuts in case of coconut oil or wood in a wooden cupboard.<\/li>\n
                                      2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Indirect Materials<\/i><\/b> – Indirect materials are those materials which do not normally form part of the finished products or which cannot be directly traced to the<\/i> finished product<\/i>. For eg. stores, oil, grease, cotton wool etc.<\/li>\n<\/ol>\n

                                        7.2 Labour Cost<\/span> : <\/strong><\/p>\n

                                          \n
                                        1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Direct Labour<\/i><\/b> – Labour which can be attributed wholly to a particular product, process or job is called direct labour. It is the labour utilised in converting raw materials into finished products. For eg. labour employed in the crushing department of an oil mill.<\/li>\n
                                        2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Indirect Labour<\/i><\/b> – Labour which cannot be identified with a particular product, process or job is called indirect labour. Indirect labour cost is apportioned to cost units or cost centres. For eg. maintenance workers.<\/li>\n<\/ol>\n

                                          7.3 Expenses<\/span> : <\/strong><\/p>\n

                                            \n
                                          1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Direct Expenses<\/i><\/b> – Expenses incurred (except direct materials and direct labour) specifically for a product, process or job is known as direct expenses. They are also called “chargeable expenses”<\/i>. For eg. hiring charges for a machine specifically hired for a particular process, excise duty, royalty.<\/li>\n
                                          2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Indirect Expenses<\/i><\/b> – Expenses incurred other than direct expenses are called indirect expenses. For eg. factory rent & insurance, power, general repairs.<\/li>\n<\/ol>\n

                                            7.4 Overheads<\/span> :<\/strong><\/p>\n

                                            Overheads is the sum total of indirect materials, indirect labour and indirect expenses. Functionally overheads can be classified as under –<\/p>\n

                                              \n
                                            1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Production \/ Works overheads<\/li>\n
                                            2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Administrative overheads <\/i><\/li>\n
                                            3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Selling overheads<\/li>\n
                                            4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Distribution overheads<\/li>\n<\/ol>\n
                                              \n\n\n\n
                                              8. CLASSIFICATION OF COST<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                              8.1 Classification By Nature :<\/span> <\/strong><\/p>\n

                                                \n
                                              1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Direct cost<\/i><\/b> – Direct cost is that cost which can be identified with a cost centre or a cost unit.<\/i> For e.g. cost of direct materials, cost of direct labour.<\/li>\n
                                              2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Indirect cost<\/span><\/i><\/b> – <\/span>Cost which cannot be identified<\/i> with a particular cost centre or cost unit is called indirect costs. For e.g. wages paid to indirect labour.<\/li>\n<\/ol>\n

                                                8.2 Cla<\/span><\/strong>ssification By Behaviour :<\/span><\/b><\/p>\n

                                                  \n
                                                1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Fixed cost<\/span><\/i><\/b> – Fixed cost is that cost which remains constant<\/i> at all levels of production. For e.g. rent, insurance.<\/span><\/li>\n
                                                2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Variable cost<\/span><\/i><\/b> – The cost which varies with the level of production<\/i> is called variable cost i.e., it increases on increase in production volume and vice-versa. For e.g. cost of materials, cost of labour.<\/span><\/li>\n
                                                3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Semi-variable cost<\/span><\/i><\/b> –<\/span> This cost is partly fixed and partly variable<\/i> in relation to the output. For e.g. telephone bill, electricity bill.<\/li>\n<\/ol>\n

                                                  8.3 C<\/span><\/strong>lassification By Element : <\/span><\/b><\/p>\n

                                                  Refer 7 above.<\/span><\/p>\n

                                                  8.4 Cl<\/span><\/strong>assification By Function :<\/span><\/b><\/p>\n

                                                    \n
                                                  1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/i><\/b>Production cost<\/span><\/i><\/b> – <\/span>It is the cost of the entire process of production<\/i>. In other words it is nothing but the cost of manufacture which is incurred upto the stage of primary packing of the product.<\/li>\n
                                                  2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Administrative cost<\/span><\/i><\/b> – <\/span>It is the indirect cost pertaining to the administrative function <\/i>which involves formulation of policies, directing the organisation and controlling the operations of an undertaking. This cost is not related to any other functions like selling and distribution, research and development etc.<\/li>\n
                                                  3. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Selling cost <\/span><\/i><\/b>– <\/span>Selling cost represents the indirect cost<\/i> which is incurred for
                                                    \n(a)\u00a0 seeking to create and stimulate demand
                                                    \nand
                                                    \n<\/span>(b) securing orders.<\/li>\n
                                                  4. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 iv.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Distribution cost<\/span><\/i><\/b> – <\/span>It is the cost of the sequence of operations which begins with making the packed product available for despatch and ends with making the reconditioned returned empty package, if any available, for re-use.<\/li>\n
                                                  5. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 v.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/i><\/b>R&D cost<\/span><\/i><\/b> –<\/span> “Research Cost” and “Development cost” are two different types of costs.
                                                    \nResearch cost<\/i> is the cost of researching for new products, methods and applications. Development cost<\/i> is the cost of the process which begins with the implementation of the decision to produce the new product or apply the new method and ends with the commencement of formal production of that product or by that method.<\/li>\n
                                                  6. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vi.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pre-production cost<\/span><\/i><\/b> –<\/span> It is that part of the development cost which is incurred for the purpose of a trial run<\/i>, before the commencement of formal production.<\/li>\n
                                                  7. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 vii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Conversion cost<\/span><\/i><\/b> – <\/span>It is the cost incurred for converting the raw material into finished product.<\/i> It comprises of direct labour cost, direct expenses and factory overheads.<\/li>\n
                                                  8. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 viii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Prime cost<\/span><\/i><\/b> – <\/span>Prime cost is the aggregate of direct material cost, direct labour cost and direct expenses.<\/i> The term \u2018direct\u2019 indicates that the elements of cost are traceable to a particular unit of output.<\/li>\n<\/ol>\n

                                                    8.5 Classification By Controllability : [May’97]<\/span><\/b><\/p>\n

                                                      \n
                                                    1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Controllable cost<\/span><\/i><\/b> – <\/span>The cost, which can be influenced by the action of a specified person in an organisation,<\/i> is known as controllable cost. In a business organisation, heads of each responsibility centre are responsible to control costs. Costs that they are able to control are called controllable costs and include material, labour and direct expenses.<\/li>\n
                                                    2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Uncontrollable cost<\/span><\/i><\/b> – T<\/span>he cost which cannot be influenced<\/i> by the action of the person heading the responsibility centre is called uncontrollable cost. For e.g. all the allocated costs and the fixed costs.<\/li>\n<\/ol>\n

                                                      Note<\/span><\/i><\/b>: <\/span>It may be noted that controllable and uncontrollable cost concepts are related to the authority of a person in the organisation. An expenditure which may be controllable by one person may not be controllable by another. Moreover, in the long run, all cost may be controllable.<\/p>\n

                                                      8.6 Classification By Normality :<\/span> <\/strong><\/p>\n

                                                        \n
                                                      1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Normal cost<\/span><\/i><\/b> – <\/span>It is the cost which is normally incurred at a given level of output, under the conditions in which that level of output is normally attained. Normal cost is charged to the respective product \/ process.<\/i><\/li>\n
                                                      2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Abnormal cost<\/span><\/i><\/b> \u2013 <\/span>It is the cost which is not normally incurred at a given level of output in the conditions in which that level of output is normally attained.<\/li>\n<\/ol>\n

                                                        This cost is charged to the costing profit and loss account<\/i> i.e., the product \/ process does not bear the abnormal cost.<\/p>\n

                                                        8.7 Classification By Time when Computed :<\/span> <\/strong><\/p>\n

                                                          \n
                                                        1. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Sunk cost <\/span><\/i><\/b>– Refer 6.17 above<\/li>\n
                                                        2. \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ii.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Estimated cost <\/span><\/i><\/b>– <\/span>Refer 6.4 above<\/li>\n<\/ol>\n
                                                          \n\n\n\n
                                                          9. TYPES \/ TECHNIQUES OF COSTING<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                          Following are the techniques of costing used in industries for ascertaining the cost of products \/ services:<\/p>\n

                                                          9.1\u00a0 <\/strong>Historical Costing <\/span><\/i><\/b>–<\/span> It is the ascertainment of costs after they have been incurred<\/i>. This costing is based on recorded data and the cost arrived at are verifiable by past events. This type of costing has limited utility.<\/p>\n

                                                          9.2 <\/strong>Uniform Costing –<\/span><\/i><\/b>CIMA defines it as ” the use by several undertakings of the same costing system, i.e., the same basic costing methods, principles and techniques.”<\/i><\/p>\n

                                                          9.3 <\/strong>Standard Costing –<\/span><\/i><\/b>CIMA defines standard costing as ” a control technique which compares standard costs and revenues with actual results to obtain variances which are used to stimulate improved performance.”<\/i><\/p>\n

                                                          9.4<\/strong> Direct Costing –<\/span><\/i><\/b>Under direct costing, a unit cost is assigned only the direct cost<\/i>, i.e., all the direct costs are charged to the relevant operations, products or processes. The indirect costs are charged to the profit and loss account of the period in which they arise. As a result, inventory is valued at direct cost only.<\/p>\n

                                                          9.5 <\/strong>Marginal Costing –<\/span><\/i><\/b>Under marginal costing, marginal cost is ascertained by differentiating between fixed and variable costs. In this type of costing, variable costs are charged to cost units and fixed costs of the period are written off in full against the aggregate contribution<\/i>.<\/p>\n

                                                          Marginal costing is of great importance in case of short-term decision making.<\/p>\n

                                                          9.6 <\/strong>Absorption Costing<\/span><\/i><\/b> – <\/span><\/i>It is the technique of assigning all costs i.e. both fixed and variable, to the respective product\/service.<\/i><\/p>\n

                                                          9.7 <\/strong>Difference between various Types of Costing<\/span><\/i><\/b><\/p>\n

                                                          Note : Please note the following distinctions<\/p>\n

                                                            \n
                                                          1. Marginal Costing V\/S Absorption Costing
                                                            \n<\/i>Marginal cost excludes fixed costs. Under absorption costing, even fixed costs are charged to the product\/service.<\/li>\n
                                                          2. b.\u00a0\u00a0\u00a0\u00a0\u00a0 <\/i>Marginal Costing V\/S Direct Costing<\/i>
                                                            \nUnder marginal costing only variable cost (both direct and indirect) is charged to the cost unit while under direct costing, only direct cost ( both fixed and variable) is charged to the cost unit.<\/i><\/li>\n
                                                          3. Absorption Costing V\/S Direct Costing
                                                            \nUnder absorption costing, all costs (both direct and indirect) are assigned to the cost unit, whereas under direct costing only direct cost is assigned to the cost unit. In both types of costing, variability of cost is ignored.<\/i><\/li>\n
                                                          4. Differential Costing V\/S Marginal Costing<\/i><\/li>\n<\/ol>\n

                                                            [May’94, Nov’97]<\/span><\/p>\n

                                                            \n\n\n\n
                                                            \n

                                                            Differential Costing<\/span><\/b><\/p>\n<\/td>\n

                                                            		\n

                                                            Marginal Costing<\/b><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Scope<\/span><\/p>\n

                                                            \n\n\n\n
                                                            \n

                                                            Wider than marginal costing.<\/span><\/p>\n<\/td>\n

                                                            		\n

                                                            Narrower than differential costing.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Variability<\/p>\n

                                                            \n\n\n\n
                                                            \n

                                                            Both fixed and variable costs are considered.<\/p>\n<\/td>\n

                                                            		\n

                                                            Only variable costs are considered.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Definition<\/span><\/p>\n

                                                            \n\n\n\n
                                                            \n

                                                            Cannot be precisely defined except in terms of increase or decrease in total costs.<\/p>\n<\/td>\n

                                                            		\n

                                                            Can be defined as prime cost plus variable overheads.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Basis of Decision Making<\/span><\/p>\n

                                                            \n\n\n\n
                                                            Comparison of differential cost with incremental \/ decremental revenue.<\/td>\nMargin of contribution and profit volume.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Incorporation in Accounting System<\/span><\/p>\n

                                                            \n\n\n\n
                                                            This type of costing does not find a place in the accounting system as it involves future course of action. However, it may be incorporated in the budgets.<\/td>\nMarginal costs may be incorporated in the accounting system.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            Applicability<\/span><\/p>\n

                                                            \n\n\n\n
                                                            Applicable to both, long term as well as short term decision making.<\/td>\nApplicable only to short term decision making.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                             <\/p>\n

                                                            \n\n\n\n
                                                            10. METHODS OF COSTING & THEIR APPLICABILITY<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            The method of costing applied by a particular industry depends upon the nature of the industry.<\/p>\n

                                                            Following are the various methods of costing which are commonly followed :<\/p>\n

                                                            10.1 J<\/span><\/i><\/strong>ob Costing<\/span><\/i><\/b>– The objective under this method of costing is to ascertain<\/i> the cost of each job order<\/i>. A job card is prepared for each job to accumulate costs. The cost of the jobs is determined by adding all the costs against the job when it is completed.<\/p>\n

                                                            This method of costing is used in printing press, foundaries, motor- workshops, advertising etc.<\/i><\/p>\n

                                                            10.2<\/strong> Batch Costing<\/span><\/i><\/b>– This method of costing is used where small parts\/components of the same kind are required to be manufactured in large quantities.<\/i> Here a batch of similar products is treated as a job and the cost of such a job is ascertained as mention in (10.1) above<\/p>\n

                                                            For e.g. in a cycle manufacturing unit,<\/i> rims are produced in batches of 1,000 units each, then the cost will be determined in relation to a batch of 1,000 units.<\/p>\n

                                                            10.3<\/strong> Contract Costing<\/span><\/i><\/b>– If a job is very big and takes a long time for its completion<\/i>, then the method appropriate for costing is called contract costing. Here the cost of each contract is ascertained separately.<\/p>\n

                                                            It is suitable for firms engaged in erection activities like construction of bridges, roads, buildings, dams etc.<\/i><\/p>\n

                                                            10 4 <\/strong>Process Costing<\/span><\/i><\/b><\/i>– <\/i>This method of costing is used in those industries where the production comprises of successive and continuous operations or processes. <\/i>Here specific units lose their identity in the manufacturing operation. Under this method of costing, costs are accumulated by \u2018processes\u2019 for a particular period regardless of the number of units produced.<\/p>\n

                                                            This method of costing is followed by chemical industry, soap industry, rubber industry, paints industry.<\/i><\/p>\n

                                                            10.5\u00a0<\/strong> Operating Costing<\/span><\/i><\/b> – The method of costing used in service rendering<\/i> undertakings<\/i> is known as operating costing.<\/p>\n

                                                            This method of costing is generally made use of by transport companies, gas and water works departments, electricity supply companies, canteens, hospitals, theatres, schools etc.<\/i><\/p>\n

                                                            10.6\u00a0<\/strong> Single Output\/Unit Costing<\/span><\/i><\/b> – <\/span>This method of costing is used where a single product is produced.<\/i> The total production cost is divided by the total number of units produced to get the unit\/single output cost.<\/p>\n

                                                            This method of costing is normally used in marble quarrying, mining, brick-kilns, breweries, etc.<\/i><\/p>\n

                                                            10.7 Multiple<\/span><\/i><\/strong> Costing<\/span><\/i><\/b> – <\/span>It is a combination of two or more methods of costing mentioned above.<\/i> Suppose a firm manufactures bicycles, including its components, the parts will be costed by way of batch costing but the cost of assembling the bicycle will be done by unit costing. This method is also called composite costing.<\/p>\n

                                                            Some other industries using this method of costing are those manufacturing \u2013 radios, automobiles, aeroplanes etc.<\/i><\/p>\n

                                                            \n\n\n\n
                                                            11.ANALYSIS OF PAST QUESTIONS<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n

                                                            11.1 Scanning of Questions Asked in Past Examinations :<\/strong><\/p>\n

                                                            Nov’92 – <\/span><\/i><\/b>Distinguish between : Standard costs and Estimated costs. (4 marks)<\/i><\/span><\/p>\n

                                                            May’93 –<\/span><\/i><\/b><\/i>Match the following : (1 mark each)<\/i><\/span><\/p>\n

                                                            \n\n\n\n\n\n\n\n\n\n\n\n\n
                                                            \n
                                                              \n
                                                            • Total fixed cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • What cost should be<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Total variable cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Incurred cost<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Unit variable cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Increases in proportion to output<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Unit fixed cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Cost of conversion<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Standard cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • What costs are expected to be<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Period cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Decreases with rise in output<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Actual cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Remains constant in total<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Labour and overhead<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Remains constant per unit<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Incremental cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n
                                                              \n
                                                            • Cost not assigned to products<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                                                            \n
                                                              \n
                                                            • Budgeted cost<\/li>\n<\/ul>\n<\/td>\n
                                                            		\n