Cost and costing of industrial gasses
Başlık çevirisi mevcut değil.
- Tez No: 34087
- Danışmanlar: PROF. DR. NÜKHET YETİŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1994
- Dil: İngilizce
- Üniversite: Marmara Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 140
Özet
Özet yok.
Özet (Çeviri)
Since 1991, I have been working as a system accountant in the industrial gas company which belongs to one of the largest conglomerates in Turkey. The company has formed a joint venture with one of the world leading gas producing companies namely British Oxygen Company (BOC). I have also worked with BOC Overseas Department's financial controller, on accounting and cost accounting system design. Working in such a production company has made me see the complexity of gas production, as well as all the problems and the factors that affect pricing, costing and cost accounting applications. It also raised the opportunity for me to analyze and evaluate the gas production, the costing and cost control applications in the company by considering all aspects of the modern cost accounting techniques. As a result of this study, I have found out that the application techniques and cost control in the Company were insufficient and inaccurate. To give an example, the only cost reflected to liquid and compressed gasses were Air Separation Unit and Filling Unit. Cost allocation was being done only at this stage. There was not any indirect production cost allocated to the products. Cost center and Work In Process implementation had not been established. As far as the process costing is concerned the costing is based on accurate cost allocation. Which of the costs are allocated must be determined very carefully. It will be unrealistic to state that one can come up with an exact cost figure in gas business, while the accuracy of the costing depends on the cost allocation methods and factors. Moreover, some of the allocation factors can be based on the service time given by the managers. Therefore, we had to create the standard most accurate allocation tables and factors including direct and indirect production cost as well as distribution, selling, and administration cost. So that, we could formulate not only the most precise product cost but also the operating profit of the individual products which affect the pricing decision and the cost control. All these hereabove mentioned factors caused me to raise the issue to the Management ' s concern and get their approval to improve the cost control and the reporting system presently utilized in the company. Resultantly, here is a summary of the actions taken to enhance the system : In order to have better cost control I first changed our software to relational database which provided me to create multiple cost centers, account and job structures (for projects). Cost center structures have been detailed as much as required for the managerial decision making and cost control (page 16-25). So that, we have started to control cost within each location and cost centers. We could also establish the responsibility accounting. So that, every person andmanager have become responsible to the cost centers that they are in charge of. The second change has been to develop the previous costing method and to create the allocation methods and the tables. Costing transaction flow has been changed (page 51). The cost allocation has been performed in three steps: The first allocation is among the cost centers (page 41-50). The second allocation is to WIP accounts (product group base) (page 51-62). The third allocation is to products (page 63-83). I have allocated indirect production cost centers to WIP accounts. In order to do this, I had to devise the allocation tables (page 61-62 ). I have also developed filling cost allocation (table 9, page 75). The allocation, that was previously done, consisted of only the cylinder filling cost in terms of filling man-hour and the number of cylinders. I have figured out the standard filling and the maintenance man-hour, material for each cylinder product by actual measurement. I have also allocated indirect production cost to the filling cost. Consequently, we could obtain more accurate cylinder gas cost. The third one was the creation of a managerial reporting system which included Strategic Business Unit (SBU) and product profitability to provide better information to management in terms of operating profit and pricing decision of the individual products. Therefore, I had to create SBU and product profitability allocation tables (page 95-103). While the development of the industrial gas business is quite recent and fast in Turkey and while the complexity of the process flow of the business require the most advanced cost accounting principles, the people working in the sector suffered from lack of adequate training and direction. Consequently, my major aim in writing the thesis is to highlight the problems inherent in the industrial business in the cost accounting system and present the best available methodology that I have also applied in the company. Hence, I made a comparative analysis of the cost accounting methods used in the sector and emphasized why the system we presently utilizing in the company is superior to the others. I also analyzed the factors and the conditions related to gas business ( production, market situation in Turkey, usage areas, stock capacity, etc..) that affect the costing method. In addition, I have included SBU and product profitability analysis to highlight the management in terms of pricing decision. As far as the presentation of the thesis ; Chapter 2 defines the industrial gasses and usage areas, whereas Chapter 3 the process description. Chapter 4 describes the process costing. Chapter 5 to 6 explain the cost center and structure, and cost definitions in cost centers.Chapter 7 to 8 emphasize the aspects of the cost allocation techniques, liquid and cylinder gas costing. Chapter 9 introduces the accounting for losses which is crucial for gas business and Chapter 10-11 discuss the depreciation and stock costing methods in industrial gasses. Chapter 12 analyses the steps in the creation of the managerial reporting system, SBU and product profitability. Chapter 13 presents examples of costing and pricing of liquid oxygen and compressed oxygen. Chapter 14 emphasizes why actual costing method should be preferred over standard or variable costing. Chapter 15 presents problems and their effects in costing in industrial gas business. Chapter 16 states how the cost control and the responsibility accounting should be practiced. To conclude ; given the high complexity, instability and inconsistency of the production process in the industrial gas business, and the necessity for advanced cost control and cost allocation systems,“ the actual costing method”due to its higher precision is superior to standard and variable costing methods. While the exact cost figure can not be determined in this routine of business, the cost allocation method that gives the best approximation, which is studied in detail throughout this the thesis, shall be utilized. I believe that the thesis will provide the colleagues in the industry with the opportunity to evaluate the techniques that shall be used in terms of cost accounting.
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