Cost Accounting In Auto Manufacturing Companies In Germany And The United States

Jinkens, Robert C.; Yallapragada, RamMohan R.

doi:10.19030/iber.v9i3.542

Cited by 5 publications

(6 citation statements)

References 1 publication

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“…As for Huang and Zhang (2013), they believed that cost management is the use of cost data to manage projects, including activities and processes, to achieve competitive advantage (p. 10). Datar and Raja (2018) believed that strategic cost management is the work that is accomplished by managers through the use of various resources and in a manner that achieves customer satisfaction and achieves the goals of the economic unit (p. 23).…”

Section: Cost Management: Concept Objectives and Techniquesmentioning

confidence: 99%

“…Provides information on the energy used with an indication of the time required to complete each stage (Lourenco, 2013, p. 23) Provides the different cost information that managers rely on in the field of cost management more effectively because it focuses on the cost at each stage of the product life cycle (ElKelety, 2006, p. 437)…”

Section: Third: Objectives Of Time-driven Product Life-cycle Cost Tec...mentioning

confidence: 99%

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The role of the time-based product life cycle cost technique in managing costs in economic units

Alotaibi¹,

Al-Kawaz²,

Al-Qassab³

2021

(GJEB)

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The purpose of this study is to direct interest in using the sound methodology in cost management and to choose a more effective approach to managing costs from a series of alternatives in order to obtain more accurate data on the cost of the product. Competition in the market, Clarifying the role of the time-based product life cycle costing technique in providing integrated information on resources and their costs and for each stage of the product life cycle, which would contribute to managing costs throughout the product life cycle. To achieve this goal, the time-based product life cycle costing technique was applied on data obtained from the laboratory records, the research sample, as well as the field experience. The research reached several conclusions, the most important of which is that the failure of traditional cost systems to meet the requirements and objectives of management as they are no longer able to provide accurate data that help the administration in making decisions as a result of changes and developments in the business environment, most notably the intense competition, which resulted in the emergence of modern techniques in the field of management Cost that is able to keep pace with these changes and developments. The most important of which is the time-based product life-cycle cost technique.

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Section: Cost Management: Concept Objectives and Techniquesmentioning

confidence: 99%

Section: Third: Objectives Of Time-driven Product Life-cycle Cost Tec...mentioning

confidence: 99%

The role of the time-based product life cycle cost technique in managing costs in economic units

Alotaibi¹,

Al-Kawaz²,

Al-Qassab³

2021

(GJEB)

View full text Add to dashboard Cite

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“…Costs is a kind of disbursement or payment that companies pay out for the production and manufacturing process, and according to (Webner, 1911) production costs per unit is the costs associated with production, divided by the number of units produced, and reducing these costs as (Carroll, 1953) mentioned may assist companies to maintain a competitive edge. Cost categories, as said by (Jinkens & Yallapragada, 2010), are the numerous types of expenses that companies should keep in mind, when producing products or providing services, and it's possible to divide these categories into fixed and variable costs or management and financial costs, and in general cost structure contains the following types: labor, material, R&D, and transportation costs. The study of (Compton & Brinker, 2005) stated there are different type of costs, and only few of those may be used to assist the decision-making process, where researchers are splited up on the type of these costs, for example (Compton & Brinker, 2005) divided it into minor and ruined costs, while (Martin, 1992) split it into direct, distributable, third-party, associated, and indirect costs, but (Webner, 1911) considered three essential elements of production costs which are represented in labors, materials, and general expenses, and (Watts, 1902) supposed that production costs includes manufacturing supplies, special cost items, materials, labors, and general expense.…”

Section: -2 Reducing Production Costsmentioning

confidence: 99%

The effect of using balanced scorecard (BSC) on reducing production costs in the Jordanian industrial companies

Bataineh¹,

Shwiyat²,

Alrjoub³

2019

JBRMR

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The study aims to measure the effect of using balanced scorecard (BSC); with its different perspectives on reducing production costs in the Jordanian industrial companies. The study depends on the questionnaire which was addressed to the financial managers, accounting department heads, managerial and costs accountants. The study sample contained (171) employees working in the Jordanian industrial companies. It used the descriptive, analytical, and also the regression analysis methods. The study results showed a significant effect of using the following BSC perspectives (financial perspective, customers' perspective, internal processes perspective, and learning and growth perspective) on reducing production costs in the Jordanian industrial companies. The study recommended that industrial companies should keep paces with the rapid changes taking place in the manufacturing environment, and continuously encourage those companies to innovate their employees.

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“…Corporate accountants are required to prepare financial accounting reports and make them available for external users, especially shareholders, who are interested in assessing the performance of the firm. However, according to Jinkens and Yallapragada (2010), there is no similar statutory requirement for the accountants to provide managerial accounting information that would be necessary for effective decision making. For example, Jinkens and Yallapragada (2010) emphasise the need of cost accounting information as an integral part of managerial accounting.…”

Section: Mamentioning

confidence: 99%

“…However, according to Jinkens and Yallapragada (2010), there is no similar statutory requirement for the accountants to provide managerial accounting information that would be necessary for effective decision making. For example, Jinkens and Yallapragada (2010) emphasise the need of cost accounting information as an integral part of managerial accounting. A study by MacArthur (2006) compares MA in Germany and the United States by examining the country-specific cultural influences on MA practices.…”

Section: Mamentioning

confidence: 99%

The development of a management accounting system for decentralised construction companies

Rossenbach¹

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Purpose/objectives: This research deals with the development of a management accounting system [hereafter: MAS] tailored for decentralised construction companies using the critical success factors [hereafter: CSFs] method to support effective decision making at management level within the researched organisation and comparable organisations. In this context, the first research objective is to identify the CSFs within decentralised construction companies and thereby the managers’ need for information. Based on this, a MAS has been developed to meet this managers’ need for information. The second research objective is the exploration of possible designs of MASs developed via the CSFs identified and tailored for the needs of the different management levels. Design/methodology/approach: The empirical research comprises an abductive, qualitative, single case study approach. The need for this research has been identified through an in-depth literature review. The empirical element that contributes to closing the research gap has been divided into following parts: preparation of research, single case study (expert interviews at management level, analysis of commercial documents, as well as process/meeting observations) and result documentation, analysis and interpretation, as well as conclusions, limitations, outlook and recommendations. Findings: The findings represent a significant contribution to both knowledge as well as business practice. The literature review produced a need to bring the variables CSFs, informational needs, and the structure of operations together. A contribution to Lönngren et al’s (2010) study on success factors related to strategic partnerships in the construction industry can be identified in the fact that this study’s outcomes focus more on the operative and tactical CSFs in construction companies. Moreover, this thesis deals with numerous types of performance measurements in decentralised construction companies. This can be seen as a contribution to Yang et al’s (2010) study on performance measurements in the construction industry, as Yang et al did not take into account the organisation of the studied companies. In general, the focus of this thesis on the organisation of the studied construction company marks a contribution for numerous conducted research studies (e.g. Kärnä, 2009; Kärnä et al, 2009; Lim, 2011; Spigarelli et al, 2015). The CSFs in decentralised construction companies could be identified and clustered into four categories: customer-, construction management-, staff-, and decentralised organisationrelated. On this basis, three different MASs designs (for PM, BM, and MD level) could be developed. These MASs contain classic target-performance comparisons related to the particular CSFs that could be identified. As not all identified CSFs can be measured, in some cases, surveys or annual in-house appraisal interviews are recommended in order to estimate the achievement rate of single CSFs. In addition, a greater level of awareness could be achieved by this research and by the involvement of experts regarding a better understanding and more transparency in many areas of activity of decentralised construction companies. Limitations: As the researcher dealt with the social actors in a particular organisation only, the findings of the research are limited to this group of people. Should a generalisation of the findings be intended, further research work would be necessary. In this context, it should be mentioned that even within the studied organisation and therefore in the group of social actors that were studied, different opinions and perspectives were identified. Recommendations for further research: Future research could for instance mean a test run of the developed MAS in business practice. For this purpose, the MAS could be tested in the studied organisation or another decentralised construction company. A study in several companies at once is also possible.

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Cost Accounting In Auto Manufacturing Companies In Germany And The United States

Cited by 5 publications

References 1 publication

The role of the time-based product life cycle cost technique in managing costs in economic units

The role of the time-based product life cycle cost technique in managing costs in economic units

The effect of using balanced scorecard (BSC) on reducing production costs in the Jordanian industrial companies

The development of a management accounting system for decentralised construction companies

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