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THE UNIVERSITY OF

NEW SOUTH

WALES

SCHOOL OF ACCOUNTING

ACCT5996 BUSINESS PROCESSES: ANALYSIS &

IMPROVEMENT

Course Outline

Session 2, 2001

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THE UNIVERSITY OF NEW SOUTH WALES

SCHOOL OF ACCOUNTING

Session 2, 2001

ACCT5996: BUSINESS PROCESSES: ANALYSIS &

IMPROVEMENT

INTRODUCTION

Management accounting encompasses systems and processes that are intended to provide financial and non-financial information about value generation and resource consumption to people within organisations to facilitate improved decision making and implementation and thereby achieve organisational control and effectiveness. This subject seeks to locate management accounting in the contemporary production and operating environments. ACCT5996 focuses on:

(a) the technical operation and design of management accounting systems; (b) the evaluation of the role of such management accounting technologies

in supporting contemporary production and operating strategies;

(b) the manner in which these systems affect and are affected by human (e.g.: social, political) processes within organisations.

Management accounting systems support planning, control and the efficient use of resources. In this subject, topics include:

• at a macro level, the functions of management accounting, the planning and control of projects, cost allocation and cost charging, budgeting, and the management of inventory and quality; and

• at a micro level, design and operation of cost systems, emphasising process analysis, activity-based cost systems, standard costing, flexible budgeting, and performance management.

We draw on textbook explanations which describe how management accounting techniques ought to function and on research-based insights, which indicate how they actually operate in practice.

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OBJECTIVES

1. To develop skills (technical, analytical and appreciative) in using management accounting technologies relevant to typical planning and control contexts;

2. To explore issues associated with the design of cost management and product costing systems.

3. To develop critical and evaluative skills by reference to relevant literature;

4. To develop an understanding of (a) the ways in which management accounting practice is implicated in social and organisational functioning; and (b) the nature of management accounting theory and research.

COURSE STRUCTURE

The course consists of one three-hour seminar per week, comprising lecture, workshop and quiz periods.

Lectures will provide instruction in the use of relevant management accounting techniques and will raise issues relating to the use of such techniques in complex organisational settings.

Workshops will develop technical skills in computation, skills in the application of management accounting techniques to organisational situations and problems, and will canvass issues relating to the design of management accounting systems.

Four quizzes will be held, from time to time. Further details are included under the heading "assessment".

PREPARATION FOR LECTURES AND WORKSHOPS

Students are required to read the textbook and other materials distributed, and undertake set assignments prior to each seminar.

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ASSESSMENT Assessable Assignments 10 % Quizzes 20 % Case Study 20 % Final Examination 50 % Total 100 %

In order to gain an overall pass in the subject, students must obtain a

satisfactory result in all components of the course, and especially in the final examination. Failure to do so will result in the award of UF (Unsatisfactory Fail). In order to be awarded a graded pass (credit, distinction or high distinction) students must perform at a high level in the final examination. Assessable Assignments

Each week, tutorial questions will be used in analysing the topic under consideration. These questions will be handed out at least one week in advance. You are required to prepare written responses to these questions prior to the seminar to which they are related. Five of these weekly responses will be collected, at random, and assessed. The work will be graded on a three-point scale: Very Good (A), Satisfactory (B), and Unsatisfactory (C). The best four out of the five written responses will count towards your assessable assignments. Note that written responses will be collected at the beginning of the seminar. It is therefore recommended that you make a copy of your work for reference during the seminar.

Quizzes

Four quizzes will be held, from time to time. The quizzes will be held at the conclusion of the seminar. These quizzes will contribute to the assessment. There will be no supplementary quizzes. The schedule for quizzes is as follows.

Quiz No. Date of Quiz Topic

1 Week 6 Theory of constraints (Week 4)

2 Week 7 Project planning (Week 5)

3 Week 8 ABC- Resourcing of processes (Week 6)

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Case Study

Details of the case study will be issued separately.

Students should note that, where appropriate, penalties will apply for late lodgment of the case study and no late assignments will be accepted. Penalty for late submission of the case study will be as follows:

ONE DAY LATE 10%, TWO DAYS LATE 20%, THREE DAYS LATE -40%, FOUR DAYS LATE - 60%, FIVE OR MORE DAYS LATE - 100%.

The penalty is calculated on the basis on the gross assignment mark and is deducted from the mark awarded. For example, a case study achieving an initial mark of 7 out of 10 but two days late will have 2 marks deducted (20% of 10) for a final awarded mark of 5.

In order to gain an overall pass in the subject students must obtain a satisfactory result in all components of the course. Failure to do so will result in the award of UF (Unsatisfactory Fail).

SPECIAL CONSIDERATION

Students should consult the University Regulations for details of the relevant procedures when applying for special consideration.

It should be emphasised that Special Consideration is intended to address the problems of students who encounter abnormal and significant difficulties in completing subject requirements.

It is not an automatic compensation mechanism for students. In particular, students should note that illness or severe personal problems do not ensure the automatic granting of a supplementary examination.

The following additional Special Consideration procedures will apply for this subject:

1. A written application for extensions and other forms of special consideration must be made to the Lecturer-In-Charge. This should give full details of the circumstances surrounding the case (in most cases this will be confidential between the Lecturer-In-Charge and the student). This application is in addition to any written application made under University Regulations.

Extensions on the assessable assignments will only be given under extreme circumstances.

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Students will be given adequate advance warning of the deadlines for submission of all continuing assessment items and should plan their workload accordingly.

2. Supplementary quizzes will not be given.

ACADEMIC STAFF

Name Dr Habib Mahama

Lecturer in Charge Mr Hadrian Djajadikerta

Room Number Quad 3104 Quad 3116

Telephone 9385 5843 9385 5833

E-mail h.mahama@unsw.edu.au Hadrian.Djajadikerta@uts.edu. au

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__________________________________________________________________ TEXT BOOK

Briers M & J Macmullen (eds.), Management Accounting for Change: Process Improvement and Innovation, 2nd ed., (School of Accounting, UNSW, 2001)

OTHER REFERENCE BOOKS

Atkinson, A.A., R.D. Banker, R.S. Kaplan & S.M. Young, Management Accounting 2nd ed., (Prentice Hall, 1997)

Barfield, J.T., C.A. Raiborn & M.A. Dalton, Cost Accounting: Traditions and Innovations (West Publishing, 1991)

Bruns, W.J., Accounting for Managers: Text and Cases (South-Western, 1995) Burch, J.G., Cost and Management Accounting: A Modern Approach (West, 1994)

Emmanuel, C., D. Otley & K. Merchant, Accounting for Management Control 2nd ed., (Chapman & Hall, 1991)

Hilton, R.W., R.W. Maher & F.H. Selto, Cost Management: Strategies for Business Decisions., (McGraw Hill, 2000)

Hirsch, M.L. Jr., Advanced Management Accounting 2nd ed., (South-Western, 1994)

Langfield-Smith, K., H. Thorne, & R. W. Hilton, Managerial Accounting: An Australian Perspective 2nd ed., (McGraw Hill, 1998)

Meredith, J.R. & S.J. Mantel Jr, Project Management: A Managerial Approach 3rd ed., (Wiley, 1995)

Morrow, M (ed), Activity-Based Management (Woodhead-Faulkner, 1992) Porter, M.E., Competitive Advantage: Creating and Sustaining Superior Performance (Free Press, 1985)

Reeve J.M. & C.S. Warren, Managerial Accounting 3rd ed., (South-Western, 1995)

Tanaka, M., T Yoshikawa, J. Innes & F. Mitchell, Contemporary Cost Management, (Chapman & Hall 1993)

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Usry, M.F. & H. Hammer, Cost Accounting: planning and control 10th ed., (South-Western, 1991)

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COURSE TIMETABLE

WEEK STARTING TOPIC READINGS

1 23rdJuly The Role of Management

Accounting in Organisations

• BM Ch. 1

2 30th July Workflow and Process

Analysis

• BM Ch. 2

3 6th August Quality as a Product/Process

Attribute

• BM Ch. 3

• Hansen and Mowen, pp908-910 (“Quality Defined”)

4 13th

August Managing ConstrainingResources

• BM Ch. 4

• Koziol, “How the constraint theory improved a job shop operation”

5 20th

August Planning and Control ofProjects

• BM Ch. 5

• Meredith and Mantel, pp 398-403

6 27th

August Resourcing of Processes

• BM Ch. 6 • Vatter, pp. 69-72 • Cambell,Janson & Bush

7 3rd

September Cost Assignment

• BM Ch. 7

• Hilton, Maher & Selto, pp. 407-410 • Tanaka, Yoshikawa, Innes &

Mitchell, Ch. 4

8 10th

September Provision of Resources forprojects, and ongoing activities

• BM Ch. 8

9 17th

September In Class Exercise: Preparationof the master budget

• BM Ch. 8

24th

September RECESS

10 1st October How Choices are made in

Organisations.

• BM Ch. 9

• Emmanuel, Otley, &

Merchant, Ch. 7

11 8th

October Evaluating and ControllingResource Consumption

• BM Ch. 10

12 15th

October Motivation, Performance andControl Systems

• BM Ch. 11

• Fisher, “The use of nonfinancial performance measures”

13 22nd

October OrganisationalInterdependencies

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14 29th

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DETAILED COURSE OUTLINE

THE ROLE OF MANAGEMENT ACCOUNTING IN ORGANISATIONS

Week 1

The objectives of organisations. Stakeholders, inputs and outputs. Control and organisational learning. The role of management accounting in process improvement and evaluation

WORKFLOW AND PROJECTS

Week 2

Workflow and process analysis. Processes within the business. Process analysis: objectives and tools- Process flow maps, Ishikawa diagrams, Pareto analysis. Focusing change.

Week 3

Quality as a product/process attribute. Quality as a cost object. Quality as a driver of costs. Managing quality. Cost of quality reporting. Direct measures of quality. Statistical process control.

Week 4

Managing constraining resources. Theory of constraints: the focusing process as a means of managing resources. Throughput accounting to support management of constraints. Elevating constraints.

Week 5

Planning and control of projects. Projects and ongoing operations (work flow). Estimating project costs and time. Gantt charts and PERT. Resource loading and leveling. Controlling projects.

UNDERSTANDING RESOURCE CONSUMPTION

Week 6

Resourcing of processes. Assigning resource costs to activities. Understanding cost behaviour. Spending on, and consumption of, resources. Cost input drivers and activity level drivers. Activity-based costing. Use of resource drivers. The costing view versus the activity management view.

Week 7

Cost assignment. The costing view versus the activity management view. Use of activity drivers. Target costing.

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PLANNING RESOURCE PROVISION

Week 8

Provision of resources for projects, and ongoing activities. Budgeting for profit planning and control. Preparation of the master budget.

Week 9

In class exercise: Preparation of the master budget.

Week 10

How choices are made in organisations. Multiple uses of budgets. Managerial uses of budgetary information. Flexible budgets.

PERFORMANCE MANAGEMENT

Week 11

Evaluating and controlling resource consumption. Identifying efficient and inefficient activities. Standard costs for control. Variance analysis: direct materials and direct labour.

Week 12

Motivation, performance and control systems. Motivation and the design of performance measurement systems.

Week 13

Organisational interdependencies. Decentralisation and responsibility centres. Types of organisational relationships and charging mechanisms

Week 14

References

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