Managerial Accounting Case study - Group 7

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School

York University *

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MISC

Subject

Management

Date

Apr 3, 2024

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docx

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9

Uploaded by harisingh3700

Introduction to Managerial Accounting Group 7 Javed Aqib - 220828679 Bina Baral - 220402780 Santhoshini Roopa Munaganuri - 220109534 Hari Singh - 20227625 Arati Sunar - 220700787
Table of Contents Executive summary Case Identification – Issues Analysis Alternatives Implementation Recommendation Executive summary Major Electronics, a multi-plant assembler of computer products, is grappling with challenges in its traditional manufacturing overhead (MOH) allocation method. With a changing cost structure and uncertainties in cost drivers, the company faces two primary concerns: the interpretation of regression analysis results and the allocation of underutilized capacity costs. The analysis revealed that correlation coefficients, while insightful, have limitations in providing a comprehensive understanding of the relationships between cost drivers and MOH. Factors like causation, confounding variables, non-linear relationships, and omitted variables bias necessitate a cautious interpretation of correlation results. To address the underutilized capacity issue, we recommend transitioning to an Activity-Based Costing (ABC) system. This approach involves identifying specific cost drivers for each MOH sub-classification based on activities. This solution aims to enhance accuracy in cost allocation, improve resource efficiency, and provide a nuanced understanding of product profitability. The implementation of ABC comes with both advantages and challenges. While it offers improved cost accuracy, better resource allocation, and enhanced decision-making, it requires careful consideration of complexities, potential resistance to change, and the need for accurate and detailed data. To align strategic objectives and performance indicators, we propose a Balanced Scorecard encompassing financial, customer, internal business processes, and learning and growth perspectives. This framework will guide Major Electronics in monitoring key performance indicators across different dimensions, allowing for adaptability based on evolving organizational needs. In summary, Major Electronics is advised to approach cost allocation with a nuanced understanding of correlation analysis limitations and consider transitioning to an ABC system for more accurate and informed decision-making. The Balanced Scorecard offers a comprehensive framework to align strategic objectives and monitor performance across crucial perspectives.
Case Identification – Issues Two primary concerns have emerged from the committee's deliberations: 1. Interpretation of Regression Analysis: There is a lack of clarity on how positive correlation coefficients imply a relationship between cost drivers and MOH. 2. Allocation of Underutilized Capacity Costs: Some overhead costs relate to capacities greater than current production needs, leading to inefficiencies and potential unfairness in the allocation process. Analysis Major Electronics, a multi-plant assembler of computer products, is facing challenges with its traditional manufacturing overhead (MOH) allocation method. The evolving cost structure, characterized by a decline in direct labor costs and an increase in direct materials and MOH costs, necessitates a review and revision of the existing MOH allocation process. Current MOH Structure and Analysis The MOH at Major Electronics is divided into three main groups: procurement, production, and support, each with further sub-classifications. A survey conducted across 40 plants identified significant cost drivers for MOH, and an analysis was performed to determine their correlation coefficients with MOH and its subcategories. This analysis revealed no uniform pattern across the plants, indicating the need for a tailored approach to MOH allocation. Alternatives Solving Issue #1 Quantitative Approach Analyzing the relationship of Cost drivers with MOH Total Manufacturing Space: Positive Relationship with Total MOH (0.57): There is a strong positive correlation between the total manufacturing space and total MOH. This suggests that as the manufacturing space increases, the total MOH also tends to increase. Average Total Head-Count in Manufacturing:
Positive Relationship with Total MOH (0.86): There is a very strong positive correlation between the average total head-count in manufacturing and total MOH. This indicates that as the number of employees in manufacturing increases, the total MOH also increases significantly. Direct Labour Dollars: Positive Relationship with Total MOH (0.73): There is a strong positive correlation between direct labor dollars and total MOH. This implies that as the direct labor costs increase, the total MOH tends to increase. Direct Material Dollars: Negative Relationship with Total MOH (-0.17): There is a weak negative correlation between direct material dollars and total MOH. This suggests that as direct material costs increase, the total MOH may decrease slightly, although the correlation is not very strong. Number of Part Numbers: Positive Relationship with Total MOH (0.13): There is a weak positive correlation between the number of part numbers and total MOH. This indicates that as the number of part numbers increases, the total MOH also slightly increases. Percent of Parts Inspected on Receipt: No Significant Relationship with Total MOH (0): There is no correlation (0 correlation coefficient) between the percent of parts inspected on receipt and total MOH. The two variables do not show a linear relationship. Number of Products: Positive Relationship with Total MOH (0.53): There is a strong positive correlation between the number of products and total MOH. This implies that as the variety of products increases, the total MOH also tends to increase. Number of Customer Orders per Month: Negative Relationship with Total MOH (-0.05): There is a very weak negative correlation between the number of customer orders per month and total MOH. This suggests a minimal decrease in total MOH as the number of customer orders increases. Average Cycle Time in Days: Positive Relationship with Total MOH (0.10): There is a weak positive correlation between the average cycle time in days and total MOH. This indicates that as the average cycle time increases, the total MOH also slightly increases.
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