Direct Cost Costs Those Are Directly Attributable To The Units Of Output Accounting Essay

In concern, retail, and accounting, a cost is the value of money that has been used up to bring forth something and as bring forthing and earning net income is the chief purpose of any concern or accounting cost entirely is the most of import thing in any of the accounting field.

Cost: Harmonizing to Lal, J. ( 2002 ) i??Cost is the sum of outgo, existent ( incurred ) or fanciful ( attributable ) , associating to a specific thing or activity. The specific thing or activity may be a merchandise, occupation, service, procedure or any other activityi?? . In other word Cost is the entire spent for goods or services including money and clip and labor.

Types of costs: Cost can be Direct and Indirect. The sum of Direct cost is Prime Cost and the sum of Indirect cost is Overheads.

Direct Cost: i??Costs those are straight attributable to the units of end product. They can be divided into direct stuffs, Direct Labour, and Direct Expensesi?? . Brammer, J. and Penning, A. ( 2001 )

Product X i??

Direct Material 20

Direct Labour 15

Direct Expenses 10

Prime Cost = 45

Indirect Cost: i??Costs that can non be straight attributed to the units of production. They are besides referred to as operating expenses. In a fabrication environment merely the indirect costs associating to production are normally absorbed into the production costi?? . Brammer, J. and Penning, A. ( 2001 )

Merchandise Yttrium


Indirect Material 15

Indirect Labour 10

Indirect Expenses 5

Overheads = 30

Prime Cost 45

Overhead 30

Cost Per Unit = 75

Cost Behaviors: Hansen, et Al. ( 2009 ) states that i??Cost behavior is the general term for depicting how cost alterations when the degree of end product changes.i?? In other word cost behavior is the relationship between cost and activity.

There are different types of cost behaviors and they are:

Variable Cost: Variable cost is a cost that varies straight with gross revenues, such as natural stuffs, labor and gross revenues committees. It changes with a alteration in the volume of activity.

The diagram shows the manner variable cost plants and how it changes with the alteration in the volume of activity. In the diagram the horizontal line introduce the entire figure of unit and the perpendicular line introduce the entire cost of production. As we can see from the diagram when the entire unit is 5 the production became i??10 so the cost per unit is i??2. Iti??s the same for 20 but the cost per unit stays the same. So the diagram makes it clear that variable cost alterations with the alteration in the volume of activity.

Example: Example for variable cost could be i??The cost of impermanent labor for a impermanent staffing company. ( More temps placed = more temps hired and paid. ) i?? and i??The cost of paper for a printing company. ( More occupations printed = more paper used ) i??

Fixed Cost: Fixed cost is a cost that remains comparatively changeless regardless of the volume of the operations. It doesni??t alteration based on production or gross revenues volumes.

The diagram above shows the manner fixed cost plants. In the diagram the horizontal line shows the entire figure of unit and the perpendicular shows the entire cost of production. So as we can see when 10 units is produced the fixed cost is i??20000 but from the diagram we besides see that when the unit increases to 10 to 20 the fixed cost stays the same.

Example: As fixed costing is a ne’er altering method the illustration of it would be:

Rent, Rates, Salaries, Accountancy costs, Most Selling Cost

Semi-Variable Cost: A semi-variable cost is a cost that starts with a fixed cost and as the volume of the activity increases the cost besides start increasing. Iti??s an disbursal which contains both a fixed cost constituent and a variable cost constituent.

Here, when the entire unit is 20000 the entire cost of production is i??140000 and the fixed cost is i??70000. So the entire variable cost base ( 140000-70000 ) = i??70000. So it could be said that ( F.C+V.C ) = S.V.C

Example: As the semi-variable cost contains both of the contents of fixed cost and variable cost, the illustration for it would be: Mobile phone calls, Gross saless committees and wages.

Stepped Fixed Cost: Stepped fixed cost is a cost that is comparatively fixed over a little volume or scope of activities but is variable over a big scope or volume. This cost stays hole for a relevant scope but as the scope exceed the cost get increased.

In stepped hole cost when 40 units are produced the entire cost is i??80 but when the production additions and became 45 so the cost will besides increase to Relevant Range ( A+B ) means 80+90 = 170. If the production of unit rise further up to 80 so the entire cost will be Relevant Range ( A+B+C ) means ( 80+90+95 ) = 265. So it is clear that Stepped repair cost alterations when the relevant scope exceeds.

Example: An proprietor of a house have to pay 1000 rent holding capacity of 7 people. So he have to pay the same boulder clay the capacity of people exceed from 7 but the proprietors household capacity is about 8, so by excess individual the proprietor have to get another house on rent and because the proprietor intend to maintain excess individual in the house so by transcending individual the proprietor get a house and the rent went dual by an excess individual. So such a cost which is extended by a certain scope is stepped fix cost.


TQM is a set of direction patterns throughout the organisation, geared to guarantee the organisation systematically meets or exceeds client demands. TQM places strong focal point on procedure measuring and controls as agencies of uninterrupted betterment.

Entire Quality Management: TQM fundamentally is an organization-wide attack to continuously bettering the overall quality of its procedure, merchandises, and service. Harmonizing to Brammer, J. & A ; Penning, and A. ( 2001 ) i??Total Quality Management means that quality direction becomes the purpose of every portion of an organisationi?? . In other word i??TQM is an sweetening to the traditional manner of making businessi?? Naidu, NVR. et Al ( 2006 )

The Philosophy of TQM: The basic rules for the Total Quality Management ( TQM ) doctrine of making concern are to fulfill the client, fulfill the provider, and continuously better the concern processes. There are some rules of TQM which is portion of its doctrine and those are

Satisfy the client

Satisfy the provider & A ;

Continuous betterment

The doctrine of TQM is to make with the quality and the quality hierarchy explain it good.

TQM is about constructing quality in from the beginning and doing quality everyone ‘s concern and duty. Consumers are willing to pay a premium for higher-quality goods and services. Organizations that employ TQM ( or a similar doctrine ) work on the premiss that any merchandise or service can be improved upon and this betterment peers reduced cost, better public presentation and higher dependability.

The Aims of TQM: TQM has a simple aim which helps it to accomplish its purposes and ends.

The chief aim of TQM is i??Do the right things, right the first clip, everytime.i??

TQM has some peculiar purpose to carry through and those are:

Making the organisation market and client focused.

Steering the organisation by its values, vision, mission and ends set through i??strategic planning processesi?? .

Changing the organisation from map focused to client focused, where client precedences come foremost in all activities.

Making the organisation flexible and larning oriented to get by with alteration.

Making the organisation believe in i?? and seek i?? uninterrupted betterment as a new manner of life.

Making an organisation where people are at the nucleus of every activity, and are encouraged and empowered to work in squads.

Promoting a crystalline leading procedure to take the organisation to excellence in its chosen field of concern.

“ The cost of quality. ”

Iti??s a term that ‘s widely used i?? and widely misunderstood.

The “ cost of quality ” is n’t the monetary value of making a quality merchandise or service. It ‘s the cost of NOT making a quality merchandise or service.

Cost of Quality: Harmonizing to McCormick, K. ( 2002 ) i??Cost of quality is a tool that has been used in many industries, normally within a entire quality direction or public presentation betterment programme.i??

The cost of quality can consist an highly big proportion of company outgos, and yet is so diffused throughout the organisation that it is hard to roll up. The comptroller may be called on to find which costs should be included in the cost of quality, every bit good as to develop a quality coverage system. This station tries to supply broad scope of quality of cost [ cross industries and services ] that may useful for cost consciousness [ so that they can be prevented and avoided ] , measured and categorized for easier trailing in order to maximise profitableness.

There are four types of cost classs into which quality costs fall: Prevention Costss, Appraisal Cost, Internal Failure Cost and External Failure Cost. It is utile to divide quality costs into these classs, for there are so many subcategories that it can be hard to track them all without this method of organisation.

Prevention Cost: Prevention costs are the costs associated with forestalling errors and faulty end product. They include the costs of:

Design betterments, to cut down figure of culls

System betterment for services

The development and care of quality control equipment

The disposal of quality control

Training employees in quality control and new methods of working

Appraisal Costss: Appraisal Costss are the costs associated with measuring quality. The include the costs of:

Inspection of goods inwards and natural stuffs received

Inspection of work in advancement

Performance testing of finished goods

Appraisal of the quality of services

Internal Failure Costss: Internal failure costs are the costs of errors within the organisation and they include the costs of:

Probe and analysis of failures


Losingss due to trashing sub-standard goods or selling them at lower monetary values

Losingss due to mistakes in the natural stuffs purchased

Production holds

Reviewing merchandise design and specification after failures

External Failures Costss: External failure costs are the costs of errors which result in sub-standard merchandises or services making the external client. They include the costs of:

Runing a client ailments section

Liabilitiess in relation to faulty merchandises

Repairs and replacings

Loss of client trueness

The Balanced scorecard is a strategic planning and direction system that is used extensively in concern and industry, authorities, and non net income organisations worldwide to aline concern activities to the vision and scheme of the organisation, better internal and external communications, and monitor organisation public presentation against strategic ends. It is another technique to better concern.

Balanced Scorecard: Balanced Scorecard is a standardized aggregation of indexs to measure the operations of an administration. It besides can be said that balanced scorecard is a Performance direction tool that recapitulates an organisation ‘s public presentation from several point of views on a individual page.

i??Balanced Scorecard is the new synthesis created by the hit between the resistless force to construct long-range competitory capablenesss and the immoveable object of the historical-cost fiscal accounting modeli?? Kaplam & A ; Norton ( 1996 )

The 4 Perspective of Balanced Scorecard: The balanced scorecard system of Kaplam and Norton is a strategic attack and it helps organisation to interpret a companyi??s vision and scheme utilizing the 4 positions.

1. Financial position

2. Customer position

3. Business procedure position

4. Learning and growing position

The Financial Perspective: Kaplan and Norton didni??t disregard the traditional demand for fiscal informations. Directors will do certain to supply seasonably and accurate support informations and it will ever be a precedence. There is a hope that more of the processing can be centralized and automated with the execution of a corporate database. But the point is that the present accent on fiscal issues leads to an imbalanced state of affairs with respect to other positions. Possibly there is a demand to include the fiscal informations, such as hazard appraisal and cost-benefit informations.

The Customer Perspective: The doctrine of recent direction shows that there is an addition in realisation of the importance of client satisfaction and concentrate in any company. There are some taking indexs which shows that if company doesni??t satisfy client needs they might travel to another provider. Poor public presentation from this position could turn out unsafe. Though the current state of affairs is good but in future clients should be analyzed.

The Business Process Perspective: The position of concern procedure refers to internal concern procedure. The directors can see how their concern is running by the measuring based on this position. It will besides demo the directors whether its merchandise and services is need to the clients. These prosodies should merely be design by the individuals who knows the procedures really good. Two sort of concern procedures could be identified in add-on to the strategic direction procedures and they are

Mission-Oriented Procedures

Support Procedures

Learning And Growth Perspective: The position of larning and growing includes corporate cultural attitudes and employee preparation related to both single and corporate self-reformation. Peoples are the chief beginnings in a cognition worker organisation. In todayi??s universe it has become of import for cognition worker to larn continuously. Erstwhile authorities bureaus find it hard to engage new proficient workers. Kaplan and Norton said that acquisition is something more of import than preparation ; it includes things like wise mans and coachs within organisation.

The integrating of these four positions into a graphical image makes things more appealing


A budget is a fiscal papers used to project future income and disbursals. The budgeting procedure may be carried out by persons or by companies to gauge whether the person/company can go on to run with its jutting income and disbursals.

A budget may be prepared merely utilizing paper and pencil, or on computing machine utilizing a spreadsheet plan like Excel, or with a fiscal application like Quicken or QuickBooks.

Budget: Harmonizing to Kemp, S. & A ; Dunbar, E. ( 2003 ) i??Budget is a program that which includes the money you will pass and when you will pass it.i?? In a simple word budget is a program of entrance and surpassing monies.

Aims of Budgeting: Directors have a duty for accomplishing the aims of the operation. A strategic program will put out overall aims and ends of a concern and such sort of program helps any organisation to specify the type of concern. The direction squad is normally the ground for the readying of budgets. Any operational are which is seen as indispensable to accomplishing the operational aim will hold a specific budget. The figure of budgets prepared in an organisation is depends on the specific demands of direction. The accounting system of the operation provides the information of what happened in the past and give a position to directors to maintain path of whether or non they are run intoing their current budgets. Merely the budget from the yesteryear is non plenty for directors they besides need the fiscal information to supply outlook for the hereafter. So it can be said that budget is an outlook of what directors agrees is accomplishable within the immediate hereafter and are largely expressed in fiscal footings.

Budget Committee: Budget Committee is a Cabinet Sub-Committee that is responsible for sing all Budget related affairs and doing appropriate recommendations to Cabinet.

Functions of Budget Committee: The functions of budget committeei??s are:

To set up fiscal policies and reexamine how those policies are implemented.

Strive to optimise the limited fiscal resources available to run into the ends of the company.

Making the budget procedure easier to understand for members of the commission and the larger community, and to measure and implement chances for a more effectual budget procedure.

To reexamine the companyi??s operating and capital budget and do determinations and recommendations about the allotment of available financess.

Review the petitions for alterations to the budget.

To reexamine fiscal studies prepared for direction reappraisal, and to take action when the budget shows important divergences.

Types of Budget: Budget is divided into different types. Each type has some different sub-points of its ain. Normally budget can be divided into 4 parts and those are:

Incremental Budget: Incremental budget is a budget which is prepared utilizing a old periodi??s budget or existent public presentation as a footing with incremental sums added for the new budget period.

In incremental budget the budget is stable and the alteration is gradual. The system of this budget is comparatively simple to run and easy to understand and for the simpleness of this budget directors can run their sections on a consistent footing. On the other manus in incremental budget therei??s no inducement for developing new thoughts, no inducements to cut down costs and this budget may go out of day of the month and no longer associate to the degree of activity or type of work being carried out.

Zero Based Budgets: Zero based budget is a budget that requires all degrees of direction to get down from zero and gauge budget informations as if there had been no old activities in their unit.

Zero based budget forces budget compositors to analyze every point and develops a quizzical attitude. Zero based budget besides prevents crawling budgets based on old yeari??s figures with an added on per centum. In zero based budget directors are encouraged to look for options but the job with nothing based budget is it is a really complex clip devouring procedure and here short term benefits may be emphasised to the hurt of long term planning.

Activity Based Budget: Support necessary to go on an bureau ‘s approved on-going activities. The activity-based budget does non include important alterations in the manner the bureau provides services. The activity-based budget is developed at the beginning of each two-year budget rhythm.

Activity budget can place chances for betterment and cost decrease and it relates costs to public presentation informations. Activity budget besides enables appraisal of procedures that are effectual in functioning clients but this budget requires and accounting system that records at the needful degree. This budget is besides really clip consuming and it requires elaborate undertaking program.

Rolling Budget: A program that is continually being updated so that the budget clip frame remains stable while the existent periods covered by the budget alteration. At the terminal of each period ( month, one-fourth, or twelvemonth ) , a future period is added to the budget.

The chief advantage of a rolled budget is that it should forestall a discrepancy originating from external and unmanageable fortunes. This gives a more powerful significance to the discrepancies, which remain. They are to the full attributable to direction attempt. Rolling budgeting system is really difficult and clip consuming.

Behavioral Aspects of Budgeting: The manner in which budgets are administered impacts on their effectivity in assisting to accomplish an organisationi??s ends. i??The budget in any company has a double function of being a prognosis of the twelvemonth and a yard stick of managerial performance.i?? Schiff, M. And Lewin, A. ( 1978 )

It can besides be argued that by utilizing the budget to mensurate managerial public presentation there is an effort to utilize it as a tool for control. If this is linked with a wages and/or penalty system i??There is a general inclination for directors to falsify the information they pass on to their higher-ups, so that the unfavorable points are under-emphasisedi?? . Lamberton, G. And Harvey, D. ( 1991 ) Such deformation of information is unwanted and counter-productive. Some administrations use countenances and penalty to promote attachment to budget. The usage of countenances and penalty is synonymous with an autocratic manner of direction.

The behavioral facets:

i?? Maintain supportive and concerted relationship with staff

i?? The usage of penalty ( autocratic manner ) tends to promote efforts to i??beat the systemi??

i?? Embroidering the budget means overrating costs and/or underestimating gross

i?? Participation in the budgetary procedure tends to ensue increased productiveness and satisfaction

There are some advantages arises from engagement and those are:

i?? Improved communicating

i?? Greater apprehension of the factors involved

i?? The chance to thresh out jobs at budget meetings before the budget is set

i?? Increased credence of the budget

i?? Improved committedness

Other factors impacting behavior:

Dysfunctional behavior may be caused by the undermentioned budgetary jobs.

i?? Budget marks that are perceived by employees as excessively hard to achieve will ensue in bitterness and a feeling of emphasis.

i?? Budget marks that are perceived by staff as excessively easy to accomplish make non supply a challenge and may take to a haphazard public presentation by staff.

i?? Directors may see a loss of liberty by being hemmed in by the budget and non holding sufficient flexibleness to utilize their ain enterprise.

i?? Directors may go narrow minded, concentrating merely on their ain section, and create disadvantages for the administration as a whole.

i?? The accent on fiscal ends to the hurt of non-financial ends may hold a debilitating consequence on the administration.