a)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
b)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
c)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
d)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
e)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
f)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
g)
To explain: The intangible or indirect costs and benefits that might be measured for the given feature.
Introduction:
Acquiring and implementing accounting information systems:
It describes the acquisition of a system and its phases of development and the steps involved in it. It explains the difference between purchased and in-built systems. It explains the importance of the presence of an accountant in these systems.
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Accounting Information Systems
- Which of the following is not true regarding continuous improvement? It applies to both service and manufacturing companies. It is used to reduce performance costs. It rejects the idea of good enough. It can be applied only to improve processes and products but not services and practices.arrow_forwardWhich of the following is not a qualitative decision that should be considered in an outsourcing decision? A. employee morale B. product quality C. company reputation D. relevant costsarrow_forwardContinuous improvement is the governing principle of a lean accounting system. Following are several performance measures. Some of these measures would be associated with a traditional standard-costing accounting system, and some would be associated with a lean accounting system. a. Materials price variances b. Cycle time c. Comparison of actual product costs with target costs d. Materials quantity or efficiency variances e. Comparison of actual product costs over time (trend reports) f. Comparison of actual overhead costs, item by item, with the corresponding budgeted costs g. Comparison of product costs with competitors product costs h. Percentage of on-time deliveries i. First-time through j. Reports of value- and non-value-added costs k. Labor efficiency variances l. Days of inventory m. Downtime n. Manufacturing cycle efficiency (MCE) o. Unused (available) capacity variance p. Labor rate variance q. Using a sister plants best practices as a performance standard Required: 1. Classify each measure as lean or traditional (standard costing). If traditional, discuss the measures limitations for a lean environment. If it is a lean measure, describe how the measure supports the objectives of lean manufacturing. 2. Classify the measures into operational (nonfinancial) and financial categories. Explain why operational measures are better for control at the shop level (production floor) than financial measures. Should any financial measures be used at the operational level? 3. Suggest some additional measures that you would like to see added to the list that would be supportive of lean objectives.arrow_forward
- Which of the following is a reason a company would implement activity-based costing? A. The cost of record keeping is high. B. The additional data obtained through traditional allocation are not worth the cost. C. They want to improve the data on which decisions are made. D. A company only has one cost driver.arrow_forwardWhy does a company use a standard costing system? A. to identify variances from actual cost that assist them in maintaining profits B. to identify nonperformers in the workplace C. to identify what vendors are unreliable D. to identify defective materialsarrow_forwardThe following series of statements or phrases are associated with product life-cycle viewpoints. Identify whether each one is associated with the marketing, production, or customer viewpoint. Where possible, identify the particular characteristic being described. If the statement or phrase fits more than one viewpoint, label it as interactive. Explain the interaction. a. Sales are increasing at an increasing rate. b. The cost of maintaining the product after it is purchased. c. The product is losing market acceptance and sales are beginning to decrease. d. A design is chosen to minimize post-purchase costs. e. Ninety percent or more of the costs are committed during the development stage. f. The length of time that the product serves the needs of a customer. g. All the costs associated with a product for its entire life cycle. h. The time in which a product generates revenue for a company. i. Profits tend to reach peak levels during this stage. j. Customers have the lowest price sensitivity during this stage. k. Describes the general sales pattern of a product as it passes through distinct life-cycle stages. l. The concern is with product performance and price. m. Actions taken so that life-cycle profits are maximized. n. Emphasizes internal activities that are needed to develop, produce, market, and service products.arrow_forward
- Which statement is correct? A. Activity-based cost systems are less costly than traditional cost systems. B. Activity-based cost systems are easier to implement than traditional cost systems. C. Activity-based cost systems are more accurate than traditional cost systems. D. Activity-based cost systems provide the same data as traditional cost systems.arrow_forwardWhich of the following objectives would likely be associated with the customer perspective of the balanced scorecard? a. Increasing post-sales service efficiency b. Decreasing product development cycle time c. Reducing distribution channel cost d. Increasing delivery reliabilityarrow_forwardWhich of the following is not a characteristic of a good performance measurement system? A. timely B. consistent C. based on activities over which managers have no control or influence D. uses both long- and short-term performances and standardsarrow_forward
- Auflegger, Inc., manufactures a product that experiences the following activities (and times): Required: 1. Compute the MCE for this product. 2. A study lists the following root causes of the inefficiencies: poor quality components from suppliers, lack of skilled workers, and plant layout. Suggest a possible cost reduction strategy, expressed as a series of if-then statements that will reduce MCE and lower costs. Finally, prepare a strategy map that illustrates the causal paths. In preparing the map, use only three perspectives: learning and growth, process, and financial. 3. Is MCE a lag or a lead measure? If and when MCE acts as a lag measure, what lead measures would affect it?arrow_forwardWhy would management be concerned about the accuracy of product costs?arrow_forwardLean manufacturing is characterized by all but one of the following: a. Employee empowerment b. Total quality management c. Inventories of goods awaiting further processing or consumption d. Elimination of wastearrow_forward
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