Management accounting tools and application case files

Management accounting tools and application case files

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Management accounting tools and application case papers 1 project investment decision is a comprehensive decision of an enterprise, involving many aspects of the project. The usual project decision-making methods focus more on the discounted cash flow method represented by the net present value method, but this method has many limitations and cannot comprehensively analyze the project situation. Therefore, this paper attempts to integrate management accounting tools and make a comprehensive evaluation of project decision.

A comprehensive framework of accounting tools for project investment decision management

The purpose of management accounting is to serve the enterprise value creation. Compared with traditional financial accounting, management accounting is more forward-looking and overall, and its methods are more flexible. Based on the basic characteristics of management accounting, there are many management accounting tools. In The Third Seven Tools of Management Accounting published by Ahmed 2065 438+00, 37 management accounting tools are listed, such as balanced scorecard, flexible budget, cost-volume-profit analysis, six standard deviations, activity-based costing and so on [1]. When making project investment decision, the traditional analysis method is to evaluate the investment benefit of the project, and the commonly used management accounting tools are NPV and IRR. However, both net present value and internal rate of return are methods to analyze the investment benefit of the project, which cannot comprehensively evaluate the whole process of the project. From the whole process to the contents of cost, risk and resource planning, the project itself needs a combination of various analysis tools, especially the development and integration of management accounting tools with local characteristics combined with the reality of China [2].

At present, the application of management accounting tools in many enterprises is still in a state of single tool and divide and conquer, and most of them lack systematic theoretical guidance and detailed and decomposable effective quantitative indicators, which leads to high cost and low efficiency in the transformation from financial accounting system to management accounting system. According to the characteristics of enterprise A, the author chooses the core management accounting tool in combination with the respective characteristics of 37 management accounting tools, enterprise development strategy, cinema project investment process, management level and ability.

See figure 1 for the integrated management accounting tool.

Second, the premise of enterprise application management accounting tools

Since the establishment of a subsidiary in 2009, Company A has focused on building a terminal platform to expand cinemas and is responsible for the project site selection, construction and operation management of cinemas. The development strategy of Company A in cinema terminal is "based on Jiangsu, deeply cultivated in East China and facing the whole country". In 20 1 1 year, Company A combined the development trend and actual situation of movie terminal screens at home and abroad, and formulated the phased goal of "thousand screens" for cinema terminals during the Twelfth Five-Year Plan period. Therefore, based on efficient management, Company A makes full use of management accounting tools in key links such as project investment decision-making, project construction and operation management, and forms an integrated application system of management accounting core tools before, during and after investment. In 2009, Company A began to build a terminal platform and expand cinemas. Until 20 12, on the basis of four years' exploration, the mechanism of cinema construction site selection, planning and decision-making, design and construction, operation management and marketing planning was formed. To sum up the experience of applying management accounting tools in Company A, its application requires at least three preconditions.

(A) a relatively complete modern enterprise management system

Establishing a modern enterprise system under the market economy system requires enterprises to make it clear that the goal of enterprises is to maximize the value of enterprises under the role of market mechanism. These can make enterprises think about their own survival and development, form a relatively perfect modern enterprise management system, improve the organizational structure, and clarify the functions and responsibilities of various departments.

(B) Preliminary application experience of big data management

In the process of the gradual formation of the global village economy, the market information is changing rapidly. Only when big data is reasonably applied to enterprise decision-making can it conform to the market development trend and avoid the development obstacles caused by information lag. The forward-looking nature of management accounting determines that enterprises must have some experience in the application of big data management and actively look for big data application methods that are conducive to decision-making. Only in this way can they make a more scientific judgment on the future industry development and extended development of the enterprise.

(C) clear strategic objectives of enterprise development

There are many investment opportunities for the development of enterprises, but the development funds of enterprises are always limited, and the management ability and level of enterprise personnel are always limited. It should be the axiom of enterprise development to concentrate limited funds, limited time and energy on key development areas. On the premise of enterprise development strategy and market scientific judgment, it is necessary to clarify the development goals in recent years, gather the advantages of enterprises to break through quickly in the fierce competitive environment, and complete the phased development goals quickly and effectively, so as to complete the strategic goals of enterprise development.

Thirdly, the core management accounting tools selected by Company A and their applications.

The cinema project investment based on Company A has the characteristics of homogeneous decision-making, reproducible process and clear management links. Company A first divides the whole process of project investment into three key links: investment decision, engineering construction and operation management. Secondly, the key responsibilities of each link are analyzed and implemented by different departments and units, and the decision-making method of "combining quantitative with qualitative, with quantitative as the main factor" is encouraged; Finally, a relatively complete management accounting core tool application system is formed.

(A) the core tool of management accounting in investment decision-making and its application

Scientific argumentation and effective process can effectively prevent risks and rationally allocate enterprise resources, which is of great significance to the forward-looking layout and development of enterprises. Therefore, enterprise A attaches great importance to investment decision-making. After more than four years of exploration, since 20 12, the decision-making framework of the cinema investment decision-making professional Committee under the decision-making Committee of the board of directors has been adopted. The main composition of decision-making bodies and personnel is shown in table 1.

Through field investigation, big data analysis, feasibility analysis and SWOT analysis, the studio investment team mainly uses two management accounting indicators: qualitative tendency and quantitative tendency.

1. Qualitative management accounting tools to judge market competition and development trend

The main management accounting tools include constraint theory, enterprise resource planning, risk model, process management, value management and value engineering.

In order to solve the problem of development speed, enterprise A mainly implemented four steps by applying the constraint theory: the first step is to find out the constraint factors of the rapid layout of cinemas, that is, the information of commercial development. Because Enterprise A entered the cinema market late and has little business relationship with commercial real estate, it is impossible to grasp the information of commercial development one by one, and it is easy to miss the good cinema development address. The second step is to tap the potential of the restrictive factors. After finding the restrictive factors, Company A expanded the number of employees and the development level of employees in the expansion team of its subsidiaries, made a decision that the salary and level of employees were higher than those of the same level companies, and increased the introduction of talents. It is calculated that the new employment of 1 person will bring two potential projects, and there will be 40 potential projects under the premise of hiring 20 new people, and the project reserve information will increase sharply immediately. In addition, fully communicate with the top ten domestic commercial developers and establish cooperation intentions. The third step is to relax the constraints. On the one hand, Company A optimizes the existing project reserves and compares the internal project values, so that the cinema projects that meet the basic judgment of company value can quickly enter the decision-making process; On the other hand, we will make some concessions on the investment return and operating conditions of the projects of the top ten domestic commercial developers to ensure the continuity of cooperation. The fourth step is to reconfirm the constraints. According to the development speed and project quality, Company A will summarize and discuss the cinema development every six months, constantly confirm the restrictive factors of development, and return to step 1.

In the process of applying constraint theory, enterprise A naturally combines process management, enterprise resource planning and value management, and regards cinema as a value project. In the application of process management, enterprise A changed the process of decision-making demonstration meeting, from the original fixed-time centralized demonstration to irregular on-demand demonstration. The decision-making demonstration meeting is reported by the site selection department according to the actual number and urgency of the project, and the time and place of the meeting are decided by communicating with the decision-making Committee, and the effect of the decision-making demonstration meeting is greatly improved by using the telephone conference. Optimize the internal project value comparison process, fully demonstrate controversial issues when entering the investment decision-making process, reduce repeated argumentation after entering the investment decision-making process, and shorten the decision-making time.

In the application of enterprise resource planning, Enterprise A consciously put financial resources and manpower into the terminal platform of the cinema, and allowed the terminal platform of the cinema to have a certain limited loss in the initial stage of operation, which provided a certain time for cultivating talents and familiarizing with the market operation rules, and laid the foundation for the construction of corporate culture. In the application of value management, it is mainly used to evaluate major decisions, such as investment decisions, divestment decisions and major strategic decisions. The main means of value management is performance management.

Through the application of risk model and value engineering, this paper fully summarizes the successful experience and failure lessons of cinema investment, focuses on the external environment and development trend of cinema investment, establishes the correlation model of regional box office expectation, and ranks them according to the relevant factors of decision-making: per capita consumption level, population and population growth rate, current and potential competitors, competitive advantages and investment orientation of the commercial subject where the cinema is located. Based on the industry art data, this paper studies the correlation between the development trend of the opened cinemas in historical areas and the box office in this area, tests the saturation of this area by using the extreme value of the box office of newly opened cinemas, and then infers that the investment may suffer losses caused by risks.

2. Quantify management accounting tools to judge the investment value of the cinema project itself.

The management accounting tools mainly used by Company A include output accounting, cost-volume-profit analysis, standard cost method, cost-benefit analysis, target cost method, unified cost accounting and management risk accounting. On the basic premise of judging the market competition and development trend, this paper analyzes the possible value of the cinema project itself.

The feasibility of the project itself is mainly the comparison between the value of the project itself and the strategic target value of the company. Based on the basic judgment of the market, Company A made a comprehensive analysis of some related indicators when using management accounting tools, focusing on the simplified goal of a single studio with a static payback period of 5 years and a dynamic payback period of 8 years. In principle, the value of a single studio cannot be lower than the target value. This simplification is conducive to judging the investment value of cinemas more quickly and focusing on solving the coordination problem of various indicators in the investment process.

The return period of investment is based on the prediction of the income, cost and cash flow of the cinema itself. Therefore, the cinema investment is based on the income calculation table of 15, and the income and cost are predicted in detail.

First of all, analyze the composition of costs and expenses to form a standardized calculation basis. The cost of cinema consists of film screening cost, house rent, personnel salary, equipment depreciation, decoration depreciation and daily operating expenses. Among them, the film screening cost is the cost allocated to the cinema, accounting for about 50% of the box office income; Staff salaries and daily operating expenses are calculated according to the average number of staff, salary level and average consumption of the opened studios. The calculated value is generally rechecked around 1 year. If the deviation exceeds 20%, the calculated value will be adjusted appropriately. Equipment and decoration are comprehensive investments made by the company at the beginning of investment to meet the needs of movie viewing, market competition and sustainable development. As the initial investment of the cinema, this investment is a personalized investment index; Rent is the rental fee paid to the property owner. Generally, the lease time of 15 years will be locked in the initial stage of investment. The rental fee is related to the rental area, business orientation, geographical location and the strength of the developer. And it is an external factor that has great influence on investment decision. General owners will compare quotations by inviting tenders, and the highest bidder will win.

To sum up, the key indicators that affect the profit and cash flow of cinemas are equipment and decoration investment and house rent.

Secondly, analyze and measure the income of the cinema. By analyzing the data of a large number of existing cinemas in the market, Company A determined the five-year average growth rate of cinemas as the general principle to demonstrate the box office growth of cinema investment projects. It is difficult to determine the box office income in the first year in a standardized way. Due to the different geographical locations and operating conditions of cinemas, in order to improve the accuracy of the forecast, three methods are adopted to estimate the box office in the first year: reference method, comprehensive data analysis method and empirical estimation method. The three methods confirm each other, and the deviation value adopts a lower box office value within a certain range. No forecast can be completely accurate, but by comparing the actual box office revenue with the forecast data at that time, the accuracy of the forecast model can be better improved, which requires long-term continuous implementation. In addition, sales revenue and advertising revenue are closely related to the number of people attending the box office, so they are estimated according to a certain proportion of box office revenue.

Finally, after estimating or quoting all income, costs and expenses, according to the net profit and cash flow generated by the single cinema, under the premise that the comprehensive discount rate is 12%, the static and dynamic payback period of cinema investment is obtained.

In the process of quantitatively measuring the value of cinema investment, it needs a lot of data measurement, analysis and research, and needs the support of industry big data and professionals to provide professional data from their own perspective. Therefore, the process of measuring the value of cinema investment is a systematic project of enterprises, which cannot be completed by enterprises themselves. It requires multi-dimensional management work such as process design, value enjoyment and standardized definition.

(B) the core tools of engineering construction management accounting and its application

The main management accounting tools are just-in-time system, enterprise resource planning, step-by-step cost method, standard cost method, process management and unified cost accounting.

Cinema projects mainly rely on commercial entities, and there is still a long time from investment decision to project acceptance, which is more affected by the construction progress of commercial entities. Therefore, Company A needs to re-demonstrate the investment conditions from the investment decision to the project that the cinema is expected to reach 65,438+0 years, so as to ensure that the assumption of cinema investment has not changed significantly. In case of major changes, decisions need to be made according to the investment decision-making process and rules before entering the project construction stage. Through the demonstration before entering the market, on the basis of process reengineering, the market risk is fully demonstrated to provide reasonable data guidance for the completed operation. The main management accounting tool is real-time management tool.

The project investment has entered the preparatory stage, and the specific process is shown in Figure 2.

After the construction is completed, the studio project enters the construction stage, and the specific process is shown in Figure 3.

Company A has initially completed the investment funds, equipment selection, technical standards and other major factors in the investment decision-making stage. At present, the management goal of Company A is to control the project cost reasonably and improve the project quality. Engineering construction costs are mainly divided into decoration costs, air conditioning, strong and weak electricity, equipment, etc. , mainly through centralized large-scale procurement and public bidding to improve bargaining power.

(C) the core tools of management accounting in business management and its application

The main management accounting tools are just-in-time system, enterprise resource planning, process management, value management, cost-volume-profit analysis, variable cost method, standard cost method, target cost method and unified cost accounting.

Because Company A has set a phased strategic goal, considered the long-term development path in the investment decision-making stage, and solidified high-cost box office items such as cinema rent, equipment depreciation and decoration amortization in the engineering construction stage, in the operation management stage, Company A is more oriented to short-term annual profits, aiming at improving short-term operating ability and operating quality.

In order to realize unified cost accounting, the financial organization structure of Company A was changed from the original configuration of a theater with a cashier and a financial manager to a financial accounting center, and all financial accounting work was directly managed by the financial center of the theater chain operation company, which ensured the consistency of cost and expense accounting caliber and accounting treatment, optimized the financial accounting process, promoted the integration of various business information software, ensured the timely, accurate and complete understanding and tracking of business activities, and provided the comparison of business effects of different theaters.

This stage is a close combination of management accounting and financial accounting, and it is also a very important breakthrough stage of financial innovation. The income statement in the feasibility study report will serve as the basic basis for determining the cinema's operating objectives, budget management and performance appraisal, and echo the two stages of investment and construction, forming an important starting point for post-investment control.

Fourth, summary.

From the practice of investment management accounting tools in a company's cinema project, it is essential for enterprises to apply management accounting tools, but the construction of modern enterprise system, the application experience of big data management in the industry and clear development strategic goals are the main prerequisites for implementing the integrated application system of management accounting core tools. In addition, the application of management accounting tools should be multidimensional and crisscross, not limited to a single tool, and its application should be more flexible. Management accounting tools should be optimized and improved according to the enterprise's own situation in order to achieve its own management goals.

The management accounting tools of a company's cinema project investment mainly run through the whole process of project investment, such as enterprise resource planning, process management, standard cost and unified cost accounting. According to different management stages of project investment, other management accounting tools are combined to help solve related problems, and an integrated application system of management accounting core tools is constructed.

refer to

[1] Ahmed a thirty-seven tools of management accounting [J].Ssrn electronic journal, 20 10(7): 17.

[2] Zhao Zhigang. Study on the Localization of the Core Tool System of Management Accounting —— Taking the localization of EVA as an example [J]. Friends of Accounting, 20 15( 14):25-27.

Management accounting tools and application case papers 2 Abstract: With the in-depth development of national medical reform, the operating environment of public hospitals has undergone tremendous changes, and the characteristics of government organizations and public welfare can only be improved by changing their own management methods and tapping their internal potential, so it is particularly important to play the role of hospital management accounting. This paper analyzes the problems existing in the reform and operation of public hospitals under the environment of "integration of industry and finance" and the practical application of management accounting in the financial management of T hospital.

Keywords: management accounting; Public hospitals; Application;

I. Background

In recent years, the continuous medical policy reform, such as changing the payment method of medical insurance, canceling the drug addition and other comprehensive medical reform measures, is intended to guide medical institutions to take the initiative to control fees, realize the medical reform requirements of reducing the medical expenses of insured patients, reflecting the labor value of medical staff, adjusting the hospital management structure and improving the continuous purchasing power of medical insurance funds. At the same time, the marketization of hospital cost expenditure does not match its own public welfare income and expenditure, the government's investment in public hospitals is decreasing year by year, and public hospitals are facing increasing operating pressure. Only by tapping its own management potential and changing its financial management mode can public hospitals achieve sustainable development.

Second, the problems in the practical application of hospital management accounting

(A) the construction of talent team

In public hospitals, management accounting is not as famous and influential as financial accounting. The main work of financial accounting is still in the stage of recording and accounting, and the understanding and application of management accounting is not deep enough. There are very few talents who master the knowledge and tools of management accounting, and more experienced senior management accounting talents are even more scarce.

(B) the application objectives of management accounting are unclear

The ultimate goal of management accounting is to improve economic benefits, but public hospitals have the characteristics of public welfare, which makes public hospitals pay less attention to economic benefits to a certain extent, which leads to hospitals paying less attention to internal management, which restricts the construction of hospital management accounting system to a certain extent and ignores the establishment of management accounting objectives.

(C) the level of hospital financial information is not high

The use of financial management information in hospitals is not enough. It lacks the collection, processing and reuse of basic financial information. The use of financial information is relatively fixed and single, and there are problems such as poor timeliness of financial management and inability to manage dynamically.

(D) the leadership has not paid enough attention.

The main business of public hospitals is medical activities. The leaders of most hospitals are mostly experts and backbones with medical background. They don't know enough about business management and financial knowledge, and they don't pay enough attention to it. They believe that financial activities are only responsible for monotonous bookkeeping and accounting work, and there is a phenomenon of emphasizing business over management (finance), which is prone to short-term behaviors of major decisions or development directions of hospitals.

Third, the necessity of management accounting application in public hospitals

National policy requirements

2065 438+03. 9 The Ministry of Finance listed management accounting as the key direction of China's accounting reform in the future. 20 17 1 1 month, in order to promote enterprises to strengthen management accounting and promote economic transformation and upgrading, the Ministry of Finance has formulated 22 management accounting application guides, such as "Management Accounting Application GuideNo. 100-Strategic Management", to promote the construction of management accounting and the transformation of financial personnel into the field of management accounting.

(B) "integration of industry and finance" needs of environmental development

The combination of industry and finance means that in the practice of hospital operation, financial management and clinical work are interrelated, and the operation management process is taken as the starting point to establish a management accounting reporting system suitable for managers at different levels, so as to realize the transformation of hospital financial information analysis from single index to multi-dimensional analysis, from focusing on financial information to focusing on business information, and from recording value to creating value, so as to improve the performance and enhance the value of public hospitals.

(C) the necessity of hospital sustainable development

Management accounting no longer sticks to the concept of cost saving, but advocates "value for money", analyzes the hospital's business activities from a strategic perspective, implements the hospital's various expenditures to the corresponding goals, and establishes a risk management system through tracking, evaluating and feeding back these activities, providing various references for decision-making and enhancing the hospital's value creativity.

Four. Specific application of management accounting in public hospitals

According to the function of management accounting in analyzing the past, controlling the present and planning the future, combined with the implementation status of management accounting in T Hospital, the application of hospital management accounting in public hospitals is analyzed and discussed as follows.

(A) optimize performance management, optimize the quality of medical care

Since T Hospital started the performance management reform, combined with the development and needs of the hospital in different periods, around the long-term strategy and management objectives of the hospital, a comprehensive target performance appraisal mechanism based on workload and aiming at work quality has been implemented, which has strengthened the quality and quantity management of medical services and reflected technical capabilities. The performance mode has changed from balance of payments to the assessment mode combining the quantity and quality of work, and a comprehensive assessment method with outpatient service, hospitalization, hospitalization, surgery, the proportion of medicine and consumption as indicators has been established, and an accounting mode with comprehensive difficulty coefficient and CMI value for secondary adjustment of performance has been established, which fully reflects the comprehensive assessment mode inclined to departments with high risks, high technology and heavy responsibilities. Citing the concept of relative value ratio PBRVS, this paper compares the differences of various costs, service volume, work intensity, risks and technical content invested in medical activities, calculates the accounting performance of corresponding workload points, and encourages the active development of projects with high technical content and great labor value.

With the increasing scale of the hospital and the number of patients, the hospital gradually develops the accounting mode of grouping management of departments to fully mobilize the enthusiasm of medical staff. Encourage minimally invasive, grade three or four operations, speed up the bed turnover rate, and control the proportion of drugs. Reform the structure of hospital charges by using individual assessment indicators, highlight the proportion of medical income and improve the quality of medical care.

(B) comprehensive budget management to strengthen internal control.

T Hospital has established a comprehensive budget management system. Budget management includes three budget levels: hospital total revenue and expenditure budget, centralized management department budget and responsible department budget. Prepare, implement, supervise and evaluate the budget according to the budget management methods of forecasting in advance, controlling in the process and evaluating afterwards. In the process of budget preparation, the overall development goal and annual development plan of the hospital are refined, and the income and expenditure of the hospital and the expenditure composition of each responsible department are predicted by scientific methods. In the process of budget implementation, summarize, analyze and supervise the budget implementation of each budget centralized department in stages, and feed back the budget implementation to the department in time, analyze and compare the budget index implementation of the responsible department, help the responsible department find the cause of the problem, put forward rectification opinions, and finally complete the budget target. In the stage of budget assessment, rewards and punishments are given according to the budget objectives and the implementation of various departments and responsible departments to ensure the efficiency of budget implementation and make budget summary.

(3) Strengthen cost management and improve operational efficiency.

Cost control is the core function of management accounting. Hospital cost management is to put forward cost control measures in line with hospital development and reduce medical costs through scientific cost accounting and analysis. In the process of hospital operation, the control function of management accounting permeates all business processes. By controlling the cost, it is beneficial for the hospital to increase revenue and reduce expenditure, control the cost to the maximum extent and improve the service efficiency of the hospital. In order to ensure the smooth development of cost accounting, a monthly cost analysis report is formed, which provides a basis for department performance management and hospital development decision.

Verb (abbreviation of verb) conclusion

To sum up, management accounting is an important part of financial management. On the premise of maintaining public welfare, in order to improve competitiveness, public hospitals should combine their own characteristics, carry out comprehensive budget management, deepen performance reform and distribution system, improve the application ability of hospital management accounting, establish a perfect management accounting system, and realize the transformation from accounting to management control, from accounting data to data value management, from focusing on controllable costs to comprehensive costs, from data reflection to value creation, and from providing financial information to providing decision-making information for decision makers, so as to improve the level of financial management and protect the public.

refer to

[1] Old Qian Ying Zhong Wei. Zero addition of consumables in public hospitals from the perspective of management accounting [J]. Finance and Economics (Academic Edition) 20 19(09):38-39.

[2] Xu Lixin, Feng Xin. Reflections on the establishment of management accounting reporting system in public hospitals [J]. Health Economic Research, 20 19(6):68-7 1.

[3] Li Li Thoughts on introducing management accounting system into hospitals [J]. Economist, 20 18(0 1):237-239.

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