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Journal articles on the topic 'Process costing'

Author: Grafiati

Published: 4 June 2021

Last updated: 6 February 2022

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1

Lee, Robert H., Marjorie J. Bott, Sarah Forbes, Linda Redford, Daniel L. Swagerty, and Roma Lee Taunton. "Process-Based Costing." Journal of Nursing Care Quality 18, no. 4 (October 2003): 259–66. http://dx.doi.org/10.1097/00001786-200310000-00003.

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Savickas, Vilius, and Julija Šarupičiūtė. "Factors influencing the target costing process." Buhalterinės apskaitos teorija ir praktika, no. 15 (April 10, 2014): 141–49. http://dx.doi.org/10.15388/batp.2014.15.12.

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The article presents principles of defining target price, target profit and target cost and conjoint concept of target costing process. Functions, performed by employees and departments of an organization during the target costing process are defined. The main direct and indirect factors influencing the determination of target cost and target costing process are proposed. Based on the analysis of literature it is stated, that organizational functions that play an important role in the process of target costing are strategic management, marketing, engineering and manufacturing and cost planning and accounting. The level of influence of target costing related factors can differ, however to achieve cost reducing goals organization should pay attention to customer preferences, supplier abilities, the negative influence of competitors, technological production experience and previous profitability.

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3

Singhania, Monica, and Gagan Gandhi. "KK Metals: CNC process costing." Emerald Emerging Markets Case Studies 2, no. 7 (September 26, 2012): 1–6. http://dx.doi.org/10.1108/20450621211284651.

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Subject area The application of activity based costing (ABC); calculating the cost of a CNC Process using ABC; designing a pricing strategy. Study level/applicability The case can be used in the following courses: MBA program with specialisation in finance (to teach students the application of costing in services sector); MBA program in general management (to highlight the concept of activity based costing and its application); and under an elective course on management control systems in MBA programs (to highlight the strategy to determine price effectively). Case overview The case highlights the application of activity based costing in arriving at cost and finally leading to development of price to be charged by KK Metals. The company wishes to compute the activity based cost of CNC process and develop the selling price for 194 precision turning services scientifically as opposed to the present strategy of being a price taker, largely on the basis of what essentially is prevalent in the local market within which KK Metals operates. The case gives an insight to numerous control variables that the management can consider while pricing its services. Expected learning outcomes The case can be used to understand management concepts such as ABC, pricing and the role of efficiency in business processes. It can be used to: teach complexities involved in identifying activity driver(s) in case of ABC as far as application to service sector is concerned; help understand the use of costing as an effective tool in pricing strategy of the company; and help students realize the significance of inputs used for calculating per hour cost. Supplementary materials Teaching notes are available. Consult your librarian for access.

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Allen, A. J., and K. G. Swift. "Manufacturing Process Selection and Costing." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 204, no. 2 (May 1990): 143–48. http://dx.doi.org/10.1243/pime_proc_1990_204_057_02.

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Gopalakrishnan, Bhaskaran, Dipesh Gajera, Deepak P. Gupta, Ragu Athinarayanan, and Subodh A. Chaudhari. "Process costing of the microchip." International Journal of Industrial and Systems Engineering 8, no. 3 (2011): 326. http://dx.doi.org/10.1504/ijise.2011.041541.

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6

Delpachitra, Sarath. "Activity‐based costing and process benchmarking." Benchmarking: An International Journal 15, no. 2 (April 11, 2008): 137–47. http://dx.doi.org/10.1108/14635770810864857.

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7

Hong, Han Kang. "Control Theory Approach to Process Costing." Accounting and Business Research 15, no. 58 (March 1985): 129–33. http://dx.doi.org/10.1080/00014788.1985.9729257.

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Merle Bland, F., John Maynard, and David W. Herbert. "Quality costing of an administrative process." TQM Magazine 10, no. 5 (October 1998): 367–77. http://dx.doi.org/10.1108/09544789810231252.

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9

Goulden, Clive, and Louise Rawlins. "A hybrid model for process quality costing." International Journal of Quality & Reliability Management 12, no. 8 (November 1995): 32–47. http://dx.doi.org/10.1108/02656719510097499.

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10

Jones, A., and M. Tabberer. "Process quality costing adapted to software development." Software Quality Journal 2, no. 3 (September 1993): 199–208. http://dx.doi.org/10.1007/bf00402269.

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11

Everaert, Patricia, and Dan W. Swenson. "Truck Redesign Case: Simulating the Target Costing Process in a Product Design Environment." Issues in Accounting Education 29, no. 1 (September 1, 2013): 61–85. http://dx.doi.org/10.2308/iace-50623.

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ABSTRACT This active learning exercise simulates the target costing process and demonstrates how a management theory (goal setting theory) is relevant to a business improvement initiative (target costing). As part of the target costing simulation, student participants work in teams to address a business issue (product development) that moves across functional boundaries. The simulation begins with students learning how to assemble a model truck and calculate its product cost using activity-based costing. Students are then divided into teams and instructed to reduce the truck's cost through a redesign exercise, subject to certain customer requirements and quality constraints. Typically, the teams achieve cost reduction by eliminating unnecessary parts, by using less expensive parts, and by using less part variety. This exercise provides a unique opportunity for students to actively participate in a redesign exercise. It results in student teams creating a wide variety of truck designs with vastly different product costs. The case ends by having a discussion about target costing, goal setting theory, and the implications of the target costing simulation. This simulation contains a number of specific learning objectives. First, students learn how the greatest opportunity for cost reduction occurs during the product design stage of the product development cycle. Second, students see firsthand how design-change decisions affect a product's costs, and the role of the cost information in guiding those decisions. Third, students experience the cross-functional interaction that occurs between sales and marketing, design engineering, and accounting during product development. Finally, this exercise helps students understand the concept of target costing. The simulation is appropriate for undergraduate or graduate management accounting classes. Data Availability: For more information about this case, contact the first author at Patricia.Everaert@UGent.be.

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Araújo, Marcelo Bernardino, Bruno Amado Rodrigues Filho, and Rodrigo Franco Gonçalves. "BUSINESS PROCESS MANAGEMENT NOTATION FOR A COSTING MODEL CONCEPTION." Brazilian Journal of Operations & Production Management 13, no. 3 (September 29, 2016): 244. http://dx.doi.org/10.14488/bjopm.2016.v13.n3.a2.

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This study was conducted to map and model the business processes of the HEI (Higher Education Institutions). It aims to show the importance of business processes modelling as a precondition for information system design. It shows the concepts of Activity-Based Costing (ABC) and its update, the TDABC (Time-Driven Activity-Based Costing), to support the development of a costing system for public universities. For the modelling of business processes, it was used the BPMN (Business Process Management Notation). It can be conclude that public processes implemented in public services are both complex and bureaucratic, mainly due to regulations. A bidding procedure of acquisition materials or services demand eight sectors activities. The contribution of this study is to present how a business process modelling should be applied to public service for the optimization of resources. This research presents the normal flow of bids, but in practice there is some variation.

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Bondos, Ilona. "Target costing – the meaning of customer’s perspective in the price setting process." Annales Universitatis Mariae Curie-Skłodowska, sectio H, Oeconomia 49, no. 1 (March 15, 2015): 27. http://dx.doi.org/10.17951/h.2015.49.1.27.

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Tsatsaronis, G., L. Lin, and J. Pisa. "Exergy Costing in Exergoeconomics." Journal of Energy Resources Technology 115, no. 1 (March 1, 1993): 9–16. http://dx.doi.org/10.1115/1.2905974.

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Existing methods of exergoeconomic analysis and optimization of energy systems operate with single average or marginal cost values per exergy unit for each material stream in the system being considered. These costs do not contain detailed information on (a) how much exergy, and (b) at what cost each exergy unit was supplied to the stream in the upstream processes. The cost of supplying exergy, however, might vary significantly from one process step to the other. Knowledge of the exergy addition and the corresponding cost at each previous step can be used to improve the costing process. This paper presents a new approach to exergy costing in exergoeconomics. The monetary flow rate associated with the thermal, mechanical and chemical exergy of a material stream at a given state is calculated by considering the complete previous history of supplying and removing units of the corresponding exergy form to and from the stream being considered. When exergy is supplied to a stream, the cost of adding each exergy unit to the stream is calculated using the cost of product exergy unit for the process or device in which the exergy addition occurs. When the stream being considered supplies exergy to another exergy carrier, the last-in-first-out (LIFO) principle of accounting is used for the spent exergy units to calculate the cost of exergy supply to the carrier. The new approach eliminates the need for auxiliary assumptions in the exergoeconomic analysis of energy systems and improves the fairness of the costing process by taking a closer look at both the cost-formation and the monetary-value-use processes. This closer look mainly includes the simultaneous consideration of the exergy and the corresponding monetary values added to or removed from a material stream in each process step. In general, the analysis becomes more complex when the new approach is used instead of the previous exergoeconomic methods. The benefits of using the new approach, however, significantly outweigh the increased efforts. The new approach, combined with some other recent developments, makes exergoeconomics an objective methodology for analyzing and optimizing energy systems.

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Fałat, Kamila. "Changes in the Product Costing Process Driven by Implementation of an Integrated Information System in a Production Company." e-Finanse 15, no. 4 (December 1, 2019): 25–33. http://dx.doi.org/10.2478/fiqf-2019-0025.

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AbstractThe article deals with product costing in a manufacturing company and change of costing methodology from normal to standard costing caused by a new integrated information system implementation. The aim of the article is to show the impact of a new integrated information system on product costing. In order to show the consequences of changing the methodology of product costing from normal to standard costing variances between standard costing and normal costing in an international production company were analyzed. For this research comparative analysis was used of unit costs before and after the new system implementation for finished goods. Ten percent of the items had a variance of more than 30% which was caused by errors in the new system settings and mistakes in the normal costs in the old system. The impact of the change of the costing methodology was shown by calculation of the difference between normal cost values and standard cost values ten months after the new integrated information system implementation. To verify the accuracy of standard costs settings, standard costs were compared to actual costs for finished goods and semi-finished goods. In the tenth period only 30% of finished goods and 42% of semi-finished goods showed a variance between standard costs and actual costs lower than 20%. It means that for the rest of the items standard cost assumptions should be checked and corrected. The results of the study indicate that a change in product costing methodology driven by new integrated information system implementation has an impact on company revenues. The direction of the change depends on the accuracy of previous system settings. It is impossible to implement a new system without increase or decrease of sales. The most important limitation of the research is that only one manufacturing company was studied. This was connected with data availability. The research methodology can be used by manufacturing companies to assess the impact of new integrated system implementation on their revenues. Literature concerning integrated information system implementation focuses on its advantages and disadvantages therefore the author of the article wants to concentrate on its impact on the profit and loss account, specifically on revenues.

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Molnar, Viktor, and Abel Tumik. "Making Unit Cost in Production Process More Accurate – the Role of Queueing." International Journal of Engineering & Technology 7, no. 2.23 (April 20, 2018): 129. http://dx.doi.org/10.14419/ijet.v7i2.23.11899.

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Queueing is a general phenomenon in the life of almost every organization. Not only people but also processes connecting to manufacturing, machine maintenance, food delivery etc. can be modeled by queueing theory. Queueing always contains waiting waste and the latest management approaches endeavor to eliminate all wastes from the system. This paper introduces and demonstrates a solution based on Activity-Based Costing that aids in the more accurate identification of wastes and therefore in more accurate costing. An experiment was conducted in which queueing of products in a warehouse was analyzed. The queueing as waiting time was built in the ABC costing model. The paper highlights that the model supports thorough business-as-usual decision-making.

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Yahya, Johannes. "Target Costing Implementation Product Design and Product Process Conducted By Yamaha- Motor Kencana Indonesia (YMKI)." Jurnal Manajemen 8, no. 2 (December 30, 2018): 88. http://dx.doi.org/10.32832/jm-uika.v8i2.748.

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<p>The purpose of this study are to know target costing implementation in Yamaha- MotorKencanaIndonesia(YMKI),andevaluatethewayofcompanytomakeproductdesign and process in reaching the target costing after determining price and profit. The firm was success in implementing target costing, this can be seen by good Product functionality and market share achievement.<br />Product design and product process conducted by Yamaha-Motor Kencana Indonesia (YMKI) was able to sustain product quality, and not only could make stability in market share but olso have got wider market share. The way of company to make product design and process in reaching the target costing after determining price and profit is applying value engineering technique that is a cost reduction and process improvement technique that utulizes information collected about a product, design and process to indentify candidates for improvement efforts.</p>

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Melo, Reymard Savio Sampaio de, and Ariovaldo Denis Granja. "Guidelines for target costing adoption in the development of products for the residential real estate market." Ambiente Construído 17, no. 3 (July 2017): 153–65. http://dx.doi.org/10.1590/s1678-86212017000300168.

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Abstract This study focuses on the problems associated with the traditional practice of reducing costs in construction and the need to increase business competitiveness in the residential real estate sector. In this context, target costing is a promising approach to improve the competitiveness of companies by ensuring that the products launched on the market do not jeopardize the company's results and value delivery to customers. However, far too little attention is paid to target costing implementation by companies that develop residential real state products for sale and face strong market competition. Thus, this paper seeks to investigate whether the standard framework of target costing in the literature applies - with or without adjustments - to real estate developers. Case study was the research strategy adopted. Guidelines are proposed for the introduction of target costing in the development process of residential real estate products. The proposed guidelines are related to the three main sections of the target costing process: market-driven costing, product-level target costing and component-level target costing.

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Ellram, Lisa M. "Supply management's involvement in the target costing process." European Journal of Purchasing & Supply Management 8, no. 4 (December 2002): 235–44. http://dx.doi.org/10.1016/s0969-7012(02)00019-9.

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20

Stewart, Jenice P., and Harold L. Bishop. "Constructing a Production Line in Teaching Process Costing." Journal of Education for Business 65, no. 1 (October 1989): 10–14. http://dx.doi.org/10.1080/08832323.1989.10117397.

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21

Kirkham, Richard J. "Re‐engineering the whole life cycle costing process." Construction Management and Economics 23, no. 1 (January 2005): 9–14. http://dx.doi.org/10.1080/01446190410001678765.

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Delson, J. K., X. Feng, and W. C. Smith. "A validation process for probabilistic production costing programs." IEEE Transactions on Power Systems 6, no. 3 (1991): 1326–36. http://dx.doi.org/10.1109/59.119286.

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23

Metzger, Lawrence M. "Process costing and LIFO: A dollar value approach." Journal of Accounting Education 8, no. 1 (March 1990): 115–26. http://dx.doi.org/10.1016/0748-5751(90)90024-2.

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Cui, Qiu Yue, Xue Ren Dong, Yu Zhen Ma, and Long Li. "Research on the Application of Activity-Based Costing Based on the Concept of the New Accounting Standards." Advanced Materials Research 1006-1007 (August 2014): 486–89. http://dx.doi.org/10.4028/www.scientific.net/amr.1006-1007.486.

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We encountered many obstacles in the implementation process of Activity-based Costing. But the new accounting standards fully embody a new accounting concept, coinciding with the concept of Activity-based Costing, and it brings a new opportunity to implement Activity-based Costing. The paper discusses the content.

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He, T., L. M. Qiao, X. F. Xu, and Y. L. Fu. "A New Method for Costing of Quality Based on Business Rule in Manufacture." Applied Mechanics and Materials 10-12 (December 2007): 12–17. http://dx.doi.org/10.4028/www.scientific.net/amm.10-12.12.

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To reduce the complexity and difficulty of costing of quality of manufactures, a new approach about the costing of quality including the method, structure, system and case study based on the business process rule is proposed in the paper. Comparing with the traditional method, the new idea can improve the performance of the costing of quality at the aspect of generalization, customization, evolution and reconfiguration by establish the mapping among the user application, the business rule and the business process.

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Becker, Jörg, Philipp Bergener, and Michael Räckers. "Activity-Based Costing in Public Administrations." International Journal of E-Services and Mobile Applications 2, no. 4 (October 2010): 1–10. http://dx.doi.org/10.4018/jesma.2010100101.

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The traditional way of budgeting in public administrations is input-oriented; however, this system does not meet actual methods of efficient budget controlling as a mapping of output parameters. Due to challenges, such as the need for cost reduction because of decreasing tax revenues, pressure for controlling mechanisms is rising. Furthermore, Europe Pan-European directives foster process harmonization and introduction of IT-supported and optimized business processes in the public sector. In this regard, activity-based costing can be a useful instrument for efficiency measurement of public administrations output. Through the introduction of new public management and double-entry accounting public administrations, the opportunity to use cost-centered accounting mechanisms to assess process performance while evaluating their activities in a holistic concept is accomplished. Process modeling can be a useful instrument to help public administrations to capture relevant process knowledge and thus create the data basis for activity-based costing.

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Yi, Kyoo-Jin. "Construction Cost Estimate Model Based on Process Costing System." Journal of the Architectural Institute of Korea Structure & Construction 31, no. 7 (July 30, 2015): 91–98. http://dx.doi.org/10.5659/jaik_sc.2015.31.7.91.

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Grewal, S., and C. K. Choi. "An Integrated Approach to Manufacturing Process Design and Costing." Concurrent Engineering 13, no. 3 (September 2005): 199–207. http://dx.doi.org/10.1177/1063293x05056474.

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Murphy, A., and B. McElroy. "Patient level costing in Ireland: process, challenges and opportunities." Irish Journal of Medical Science (1971 -) 184, no. 1 (April 18, 2014): 47–51. http://dx.doi.org/10.1007/s11845-014-1114-3.

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Zaini, S. N. A. M., C. W. Zheng, and M. Y. Abu. "Costing structure improvement using activity based costing in palm oil plantation of Malaysia." Journal of Modern Manufacturing Systems and Technology 4, no. 1 (March 27, 2020): 95–109. http://dx.doi.org/10.15282/jmmst.v4i1.3838.

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Malaysia is one of the largest producers and exporters of palm oil in the world, accounting for 11% of the world's oils & fats production and 27% of the export trade of oils & fats. Oil palm tree will start bearing fruits after 30 months of field planting and will continue to be productive for the next 20 to 30 years. Thus, a proper costing method is very important in order to have a clear picture of its profit loss and gain for the next 20 to 30 years. The aim of this work is to apply the activity based costing (ABC) as a method of cost estimation for the palm oil plantation. The ABC has been applied to analyze the costing for every activity involved in the palm oil plantation. The actual cost information of each activity has been obtained through a process flowchart. Other than that, proper cost driver has been assigned in order to obtain the actual manufacturing cost of an oil palm plantation. The expected monthly manufacturing costs of xxx company has been calculated which is MYR 494303.04 and consequently the accurate profitability can be achieved. Accurate profitability is the most important factor for the management to identify the money that process in order to maintain rapid but sustainable growth. Therefore, ABC has assigned actual cost information and proper cost drivers for each of the activities being involved and it makes the company’s profitability more accurate.

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Idris DM, Muhammad. "Desain Sistem, Job Order Costing." Bahtera Inovasi 2, no. 2 (November 18, 2019): 138–51. http://dx.doi.org/10.31629/bi.v2i2.1627.

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Management accounting is a financial information processing system that is used to produce financial information for the interests of the organization's internal users. As one type of information, management accounting is a type of quantitative information that uses money as a unit of measurement, which is used to assist management in implementing company management. Management accounting is financial information which is the output produced by the type of management accounting, which is used primarily by internal users of the organization. Process costing systems are used in companies that produce one type of product in large quantities in the long run. The basic principle of the costing process is accumulating costs from certain operations or departments during a full period (monthly, quarterly, and yearly) and then dividing by the number of units produced during that period. The Job Order Costing system is also widely used in service companies. Like hospitals, legal consultant offices, cinema studios, accountant offices, ad agencies, repair shops use a system of collecting fees with job order costs for accounting and billing purposes. The problem of recording and charging costs will be more complex when the company sells various kinds of products and services.

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Jiménez, Victor, Paulo Afonso, and Gabriela Fernandes. "Using Agile Project Management in the Design and Implementation of Activity-Based Costing Systems." Sustainability 12, no. 24 (December 11, 2020): 10352. http://dx.doi.org/10.3390/su122410352.

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The success of a costing system is dependent on its appropriation and assimilation by the organization. The involvement of all stakeholders from the early stages of design and implementation plays a critical role in this process. In this paper, the use of agile project management is investigated to support the design and implementation of more effective costing systems. A Design Science Research approach was followed to apply an agile project management approach—the Scrum methodology—to the design and implementation of an Activity-Based Costing (ABC) system in a hospital imaging service. The proposed methodology identifies the roles, the events, and the most important artifacts in the design and implementation of costing systems. Research results show that applying agile project management principles contributes to a higher degree of acceptance of the costing system by the operating personnel, as well as by top management. It was also found that a simpler model (result of sprint 5), instead of a more detailed one (proposed for sprint 4), may better fit the interests of the decision makers and the organization’s accounting and information systems. Thus, the best costing system is not necessarily the most complete or accurate, but the one that is most useful and adapted to the organization’s needs. The definition of the product backlog, the several sprints, and the iterative process were critical in this process. The adoption of the Scrum methodology allowed the design and implementation of an ABC system more adapted to the organization’s needs and allowed the early identification of problems that, traditionally, are only perceived at the end of the implementation process, therefore increasing the performance and economic sustainability of organizations.

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Kádárová, Jaroslava, Ján Kobulnický, and Katarína Teplicka. "Product Life Cycle Costing." Applied Mechanics and Materials 816 (November 2015): 547–54. http://dx.doi.org/10.4028/www.scientific.net/amm.816.547.

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Successful performance of a company and its ability to handle growing competition is dependent on its capacity of implementing new technologies and making use of new methods of management. This report aims at cost management tool that enables controlling of costs through the whole life-cycle. Life Cycle Costing allows us to look at the start-up costs and the costs associated with the cessation of production, after-sales services costs and other expenses not taken into account in planned or operational calculation, see them as one unit and thereby evaluate the effectiveness of the product. Before establishing a production, calculation of the life-cycle costs is based on various factors which can be found in this article as well as the division of costs within the scope of calculation. It contains an example of calculation and accurate illustrations of process-based models of life-cycle costing from different points of view brought by various authors dealing with this topic, the usage of costing and the relationship with other calculations that are component parts of a company’s strategic cost management.

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Ferreira, Maísa Martins, and Selma Regina Martins Oliveira. "Integrated framework for strategic cost management based on target costing, ABC, and product life-cycle in PDP: Empirical experience." Global Journal of Business, Economics and Management: Current Issues 10, no. 1 (March 30, 2020): 31–43. http://dx.doi.org/10.18844/gjbem.v10i1.4700.

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This study aims to contribute to the planning process on product management. To do so it presents a integrated framework based on strategic cost management, using the methods target costing, activity-based cost (ABC) based on the product lifecycle. This proposal was structured as it follows: Phase 1: determining Target Cost; Phase 2: determining ABC defrayal to the light of the defrayal based on the product lifecycle. The research was elaborated to the light of specialized literature, from which we extracted the variables to formulate the methodology. After that, to show the feasibility and plausibility of the method we applied a hypothetical case study based on the development process of a product to the light of a course/MBA in Business Management in Institution of Higher Education in Brazil. The results were satisfactory and validated the proposal suggested. The survey findings indicate that the integrated method between ABC, target costing and products lifecycle applied in MBA Business Management is quite satisfactory. Keywords: Framework, target costing, activity-based cost (ABC), costing based on product life-cycle, product development process (PDP);

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Alexandro, Rinto, and Tonich Uda. "Metode Perhitungan Harga Pokok Produksi Tahu pada UKM Krisna Karya Mulya di Palangka Raya." Jurnal Ilmiah Akuntansi dan Humanika 10, no. 2 (August 31, 2020): 195. http://dx.doi.org/10.23887/jiah.v10i2.25263.

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This research was conducted at Krisna Karya Mulya UKM in Panarung Palangka Raya City, the purpose of this study was to find out the method of calculating the cost of tofu production at Krisna Karya Mulya UKM in Palangka Raya. This research uses quantitative methods. The results showed that the use of the variable costing method in Krisna Karya Mulya UKM turned out to be cheaper or significant compared to using the full costing method because in the variable costing method a profit calculation was greater than the value. Meanwhile, the results of tofu production calculation in UKM Krisna Karya Mulya if using the full costing method will be greater or experience a significant increase when compared to the calculation of the variable costing method. This means that the use of variable costing methods in tofu production businesses in Krisna Karya Mulya SMEs is not appropriate because in the variable costing method the amount of overhead depreciation costs is not counted, so there are costs that should appear in the production process but become unidentified.

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KS Sarala, BS Nandakumar, and V Narendranath. "Costing models for hospital infection control program in healthcare set up: ABC our experience." World Journal of Advanced Research and Reviews 8, no. 1 (October 30, 2020): 197–201. http://dx.doi.org/10.30574/wjarr.2020.8.1.0365.

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Background: Activity based costing (ABC) model for health care associated infections is very much important for patients, health care providers, and payers to make a rational and informed decisions about the patient pertinent care and also for the allocation of resources. The objective of the present study is to develop a ABC model to determine the various cost factors involved in treating health care associated infected patient. The costs for individual health care associated infections will be based on calculating both the direct cost and the indirect cost which are associated with the disease. Objectives: Assessing the various factors contributing to the development of ABC costing model for HAI and develop a costing model taking all the possible factors into consideration. Methods: Defining of the activities and process of HAI for the given institution as per the standard regulatory / recommendatory guidelines. System analysis and costing of process for the various activities for implementation of the HAI system. Results: Various parameters for HAI as per ABC model has been explained for health care associated infections. Conclusion: ABC Costing model helps to identify the factors responsible for setting health care and the cost involved in it.

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Bereskin, C. Gregory. "Estimating Maintenance-of-Way Costs for U.S. Railroads After Deregulation." Transportation Research Record: Journal of the Transportation Research Board 1707, no. 1 (January 2000): 13–21. http://dx.doi.org/10.3141/1707-02.

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The movement of freight on railroads, like most transportation services, is subject to a number of restrictions that make costing of specific traffic a complex process. Among these restrictions are conditions of joint production; economies of scale, scope, and density; and a lack of data on specific expenditures as related to individual freight movements. Yet costing of specific movements is a desirable activity for shippers, railroads, and regulatory bodies. Traditionally, movement costing has involved the use of accounting-based allocative costing models such as the Uniform Rail Costing System developed by the Interstate Commerce Commission for use in regulatory hearings. Most econometric studies have aimed at characterizing the underlying economic nature of costs with little or no application to the cost of providing a specific service, and as such they may be of little use in costing specific traffic. Moving beyond the historic econometric costing models’ application of economic analysis, cost behavior is evaluated for a single sector of railroad activity. The process involves four steps. First, a consistent econometric model of total railroad expenditures is developed by applying a translog function within a multidimensional definition of railroad output. Second, the model is decomposed into individual partial-elasticity estimates relative to each of the several related intermediate output measures within the framework of a total differential of the cost function. Next, specific traffic movements are defined relative to the measures of rail output. Finally, the total differential is applied using several simplifying assumptions to yield estimates of incremental (marginal) costs for the specific traffic definition.

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Albu, Catalin Nicolae, Nadia Albu, Flavius Andrei Guinea, and Mathew Tsamenyi. "Dealing with the visibility created by accounting numbers – A case study of cost accounting translation in a transitional economy." Journal of Accounting in Emerging Economies 10, no. 2 (April 10, 2020): 277–303. http://dx.doi.org/10.1108/jaee-02-2018-0015.

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PurposeThis paper investigates the process of translating a costing tool into operational use in the context of a transitional (post-communist) economy, where local institutions challenge the rationality of western methods.Design/methodology/approachBy mobilizing Actor–Network Theory, in particular Callon's four moments of translation, and by drawing data from an interventionist research, the paper focuses on the process of change instilled by the implementation of a costing tool in 20 Romanian construction companies.FindingsThe costing system is initially problematized as a tool for rational decision making. However, the visibility over the accounting figures generated by the costing tool instilled new roles for the cost system to manage internal and external interdependencies. First, two costing datasets were created, one for decision making and one for tax purposes, to manage the relationship with the state taxation authorities. Second, since the costing tool generated visibility over the field practices as well, engineers convinced management to drop the decision-making set of costs. The costing tool ultimately only became used for tax optimization, an originally unintended use, reflecting its translation process.Research limitations/implicationsBy taking an interventionist approach, the paper contributes to theorizing accounting in transitional economies by bringing their economic idiosyncrasies into the analysis.Practical implicationsThe results inform managers about the intended and unintended consequences of management accounting tools and about actors' role in shaping their use.Originality/valueOur research responds to recent calls to study how organizations configure their control systems in a rapidly changing environment and what is the role of management accounting in these arrangements.

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Morken, Timothy. "Hints On Costing Lab Services." Microscopy Today 6, no. 5 (July 1998): 10–11. http://dx.doi.org/10.1017/s1551929500067742.

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Costing laboratory services is a huge job and takes a long time to do properly. I've done this many times, but only once from scratch and that one time took six months to finalize. The whole process depends on what the administration really wants and what you have to work with. There should be guidelines given and help forthcoming from the administration, as the results for the lab won't mean much if everyone does it a different way! I wouldn't even start figuring things until the administration gives guidelines and holds some meetings on how it is to be done.

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Kim, Jun Hyun, Hae Jong Lee, Kyu Sik Lee, and Jae Hoon Whang. "Model Development of Hospital Process Reengineering by Activity-Based Costing." Journal of Korean Society of Medical Informatics 6, no. 1 (2000): 39. http://dx.doi.org/10.4258/jksmi.2000.6.1.39.

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Back, W. Edward, Donald A. Maxwell, and Leroy J. Isidore. "Activity-Based Costing as a Tool for Process Improvement Evaluations." Journal of Management in Engineering 16, no. 2 (March 2000): 48–58. http://dx.doi.org/10.1061/(asce)0742-597x(2000)16:2(48).

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Amsler, B. M., J. S. Busby, and G. M. Williams. "Combining Activity‐based Costing and Process Mapping: A Practical Study." Integrated Manufacturing Systems 4, no. 4 (April 1993): 10–17. http://dx.doi.org/10.1108/09576069310044619.

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Sharma, Rajiv Kumar, Dinesh Kumar, and Pradeep Kumar. "Quality costing in process industries through QCAS: a practical case." International Journal of Production Research 45, no. 15 (August 2007): 3381–403. http://dx.doi.org/10.1080/00207540600774067.

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Wu, Hsin-Hung. "A target costing technique for considering non-normal process data." Journal of Statistics and Management Systems 13, no. 1 (January 2010): 77–87. http://dx.doi.org/10.1080/09720510.2010.10701457.

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Najman, Jaromił, Dominik Bongartz, and Alexander Mitsos. "Relaxations of thermodynamic property and costing models in process engineering." Computers & Chemical Engineering 130 (November 2019): 106571. http://dx.doi.org/10.1016/j.compchemeng.2019.106571.

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Barboza, Alexis, Elizabeth Rebello, Heidi Wied Albright, Johnny Dang, Jennifer Jones, Wei Zhang, and Thomas W. Feeley. "Measuring cost savings of process improvement." Journal of Clinical Oncology 31, no. 31_suppl (November 1, 2013): 196. http://dx.doi.org/10.1200/jco.2013.31.31_suppl.196.

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196 Background: The aim of the project was to use anesthesia providers in a cancer center to lead process improvements using time-driven activity-based costing (TDABC), a system of measuring process and capacity costs. Methods: The process improvement objectives were centered on eliminating unnecessary patient care processes and improving patient flow. Teams were tasked with planning, process mapping, improving processes, and measuring costs. Projects were done in four anesthesia sites: ambulatory surgery, bone marrow aspiration, pediatric CT and XRT, and cardiopulmonary areas. Results: Process mapping identified areas for improvement and costs before and after the improvement. The Table highlights four project areas’ average total cost and time savings per patient using TDABC methodology. Conclusions: TDABC is a costing methodology that measures the costs of care utilizing process maps. Anesthesia providers had front-line insight in improving process flow and found the process mapping useful to improve processes and measure the cost savings of the improvement. In each area there was improvement or no adverse effect on patient outcomes. This project demonstrates that TDABC illustrates inefficiencies and provides a method to evaluate the cost savings of process improvements. As cancer care reimbursement evolves, the ability to control costs while providing value-based care is essential. [Table: see text]

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Anderson, Darcy M., J. Wren Tracy, Ryan Cronk, Hayley Schram, Nikki Behnke, and Jamie Bartram. "A toolkit for costing environmental health services in healthcare facilities." Journal of Water, Sanitation and Hygiene for Development 11, no. 4 (June 4, 2021): 668–75. http://dx.doi.org/10.2166/washdev.2021.018.

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Abstract Environmental health services (EHS) are critical for safe and functional healthcare facilities (HCFs). Understanding costs is important for improving and sustaining access to EHS in HCFs, yet the understanding of costs is poor and no tools exist to specifically support costing EHS in HCFs in low- and middle-income countries. We developed a toolkit to guide the following steps of costing EHS in HCFs: defining costing goals, developing and executing a data collection plan, calculating costs, and disseminating findings. The costing toolkit is divided into eight step-by-step modules with instructions, fillable worksheets, and guidance for effective data collection. It is designed for use by diverse stakeholders involved in funding, implementation, and management of EHS in HCFs and can be used by stakeholders with no prior costing experience. This paper describes the development, structure, and functionality of the toolkit; provides guidance for its application; and identifies good practices for costing, including pilot testing data collection tools and iterating the data collection process, involving diverse stakeholders, considering long-term costs, and disaggregating environmental costs in records to facilitate future costing. The toolkit itself is provided in the Supplementary Material.

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DE SOUZA AMARAL, THAYANE, ARMANDO ARAUJO DE SOUZA JUNIOR, ROSELY COSTA DA SILVA BANDEIRA, and DERCIO LUIZ REIS. "Using the ABC costing system - Activity-based costing to calculate costs in the public sector." International Journal for Innovation Education and Research 8, no. 7 (July 1, 2020): 188–202. http://dx.doi.org/10.31686/ijier.vol8.iss7.2466.

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The calculation of costs in the public sector translates into a way of assessing management efficiency. However, there are great difficulties encountered in implementing this system. With the regulation of the Price Registration System - SRP, there is now the possibility for an agency to buy or contract for its own use and allow other agencies to participate (or ask for a ride) in the same bidding instrument, as long as it is of interest. homogeneous. This article presents a study that measured the cost of purchasing inputs at a university hospital in the city of Manaus by adhering to price registration procedures using the ABC cost. A case study was carried out and the data were collected through documentary research, mapping the acquisition process and unstructured interviews. Subsequently, the ABC costing method was used to measure the cost of the service performed (object of the study) for the acquisition of these inputs. The results of the study indicate that the ABC costing method is the most adequate to measure the costs of services performed in the public sector, since it avoids the arbitrary nature of the apportionment, allocating the values referring to the human and material resources applied in the acquisition process.

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Dahal, Rewan Kumar. "Management Accounting and Control System." NCC Journal 3, no. 1 (June 14, 2018): 153–66. http://dx.doi.org/10.3126/nccj.v3i1.20258.

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A larger entity of the cost management system which assists executives in fulfilling organizational objectives is known as management accounting and control system (MACS). It is used for planning, monitoring and control of different organizational activities, to optimize the use of resources, to support the process of decision making and to the performance evaluation process. The scope of the MACS can be divided into two broad groups: technical considerations and behavioral considerations. Technical considerations fall into two categories: (i) the relevance of information generated and (ii) the scope of the system like the value chain, total life cycle costing, target costing, kaizen costing, benchmarking, balanced scorecard etc. whereas the behavioral consideration involves individuals and their behavior within organizations.NCC JournalVol. 3, No. 1, 2018, Page: 153-166

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Laurila, J., I. Suramo, M. Brommels, E. M. Tolppanen, P. Koivukangas, P. Lanning, and C. G. Standertskjöld-Nordenstam. "Activity-based costing in radiology: Application in a pediatric radiological unit." Acta Radiologica 41, no. 2 (March 2000): 189–95. http://dx.doi.org/10.1080/028418500127345037.

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Purpose: To get an informative and detailed picture of the resource utilization in a radiology department in order to support its pricing and management. Material and Methods: A system based mainly on the theoretical foundations of activity-based costing (ABC) was designed, tested and compared with conventional costing. The study was performed at the Pediatric Unit of the Department of Radiology, Oulu University Hospital. The material consisted of all the 7,452 radiological procedures done in the unit during the first half of 1994, when both methods of costing where in use. Detailed cost data were obtained from the hospital financial and personnel systems and then related to activity data captured in the radiology information system. Results: The allocation of overhead costs was greatly reduced by the introduction of ABC compared to conventional costing. The overhead cost as a percentage of total costs dropped to one-fourth of total costs, from 57% to 16%. The change of unit costs of radiological procedures varied from −42% to +82%. Conclusion: Costing is much more detailed and precise, and the percentage of unspecified allocated overhead costs diminishes drastically when ABC is used. The new information enhances effective departmental management, as the whole process of radiological procedures is identifiable by single activities, amenable to corrective actions and process improvement.

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