scholarly journals Methods of Costs Allocation for Equipment Maintenance and Operation in Determining Industrial Products’ Costs

2021 ◽  
Vol 1 (47) ◽  
pp. 85-90
Author(s):  
A. V. Nepran ◽  
◽  
T. M. Bolotova ◽  
O. M. Holovanova ◽  
◽  
...  
Keyword(s):  
Production Cost ◽  
Indirect Costs ◽  
Production Costs ◽  
Shop Floor ◽  
Equipment Maintenance ◽  
Product Cost ◽  
Equipment Operation ◽  
Industrial Enterprises ◽  
Single Production ◽  
Economic Nature

The method of costs allocation for equipment maintenance and operation has been analyzed. It is especially important to properly allocate costs by type of product at those industrial enterprises, where a complex range of products is produced as a result of a single production process. The main method for calculating the product cost unit in industry is calculating the product cost and expense budget. Differentiated methods should be used in allocating indirect costs between particular products or types of products, depending on the nature of a cost, its economic nature, and its connection with the process of forming production cost. In calculating production cost, costs for production maintenance and management are identified, having a very diverse composition. A big group of expenses connected with equipment operation (depreciation on operating equipment and vehicles; maintenance repair of the equipment and shop-floor travelers; wear of low-value tools; the wages of workers engaged in equipment maintenance; maintenance materials) is singled out in a special spending pattern. It is established that quite accurate results are also used in a number of industries. For example, the method of allocation of indirect costs allows the maintenance costs and equipment operation costs to be reasonably allocated, thus making it possible to more accurately calculate the production cost and make management decisions on this basis. It should be noted that, since indirect costs include a large number of various production costs, which differ in many economic respects, allocation of all indirect costs should not be carried out on a single basis.

Improving the process of allocating indirect costs to the cost of production (works, services) of industrial enterprises

2021 ◽  
pp. 179-184
Author(s):  
И.Е. Мизиковский
Keyword(s):  
Decision Making ◽  
Indirect Costs ◽  
Production Costs ◽  
Management Decision ◽  
Activity Based Costing ◽  
Information Base ◽  
Industrial Enterprises ◽  
Management Decision Making ◽  
Cost Of Production ◽  
The Cost

Статья посвящена вопросам совершенствования распределения косвенных затрат на производство на себестоимость продукции (работ, услуг) промышленных предприятий, повышения точности показателей, инкорпорируемых в информационное пространство принятия управленческих решений. Разделение косвенных затрат на основные затраты (расходы на содержание и эксплуатацию оборудования) и накладные (административно-управленческие расходы), выбор соответствующих им драйверов, позволяют в значительной степени повысить точность калькуляционных результатов и эффективность экономических расчетов в целом. Целью исследования явилась разработка методики, позволяющей оптимизировать процесс калькулирования себестоимости продукции промышленного предприятия, обеспечить формирование результативной информационной базы выработки управленческих воздействий со стороны лиц, принимающих управленческие решения. Исследование проводилось с применением функционально-процессного и системного подходов к изучению традиционных бухгалтерских (управленческих) практик распределения косвенных затрат. Исследованы традиционный и предлагаемый способы распределения косвенных расходов, проведено сопоставление их результатов, сделаны выводы о перспективах внедрения элементов метода «Activity-based costing (ABC)» на исследуемых предприятиях. The article is devoted to the issues of improving the distribution of indirect production costs to the cost of production (labor, services) of industrial enterprises, improving the accuracy of indicators incorporated in the information space of management decision-making. The division of indirect costs into basic costs (maintenance and operation of equipment) and overhead costs (administrative and management costs), the choice of appropriate drivers, can significantly improve the accuracy of calculation results and the efficiency of economic calculations in general. The purpose of the study was to develop a methodology that allows optimizing the process of calculating the cost of production of an industrial enterprise, to ensure the formation of an effective information base for the development of management actions on the part of management decision makers. The study was carried out using functional-process and system approaches to the study of traditional accounting (management) practices for the distribution of indirect expenses. The traditional and proposed methods of distributing indirect costs are studied, their results are compared, and conclusions are drawn about the prospects for implementing elements of the «Activity-based costing (ABC)» method at the enterprises under study. Cost of production, industrial enterprises, calculation, activity-based costing, indirect costs, value stream, information base of management decision-making

scholarly journals MULTICYCLE PRINCIPLE OF ATTRIBUTING THE COST OF SUPPORTING BUSINESS PROCESSES TO COMMODITY PRODUCTION COST IN LARGE INDUSTRIAL ENTERPRISES

2016 ◽  
Vol 2 (1) ◽  
pp. 195-200 ◽  
Author(s):  
Карамышев ◽  
Anton Karamyshev
Keyword(s):  
Production Cost ◽  
Process Management ◽  
Business Processes ◽  
Production Costs ◽  
Accurate Calculation ◽  
Industrial Enterprises ◽  
Commodity Production ◽  
Management Technology ◽  
Complex Relationships ◽  
The Cost

The cost of supporting business processes in industrial enterprises is equal to 15 to 35 percent of its total costs. The process management technology offers new principles for attributing these costs to the costs of goods manufactured. However, the existing attributing methods do not take into account complex relationships between business processes of an enterprise and the problem of closed cycles appearance during allocation of the costs of supporting business processes. Use of the offered multicycle principle of attributing the costs of supporting business processes to commodity production costs allows eliminating the above specified disadvantages. Improvement of the existing methods with reference to this principle enables more accurate calculation of the cost of goods manufactured and take more reasoned management decisions. The article shows an illustrative example of formation of closed cycles in allocation of the costs of supporting business processes, as well as the calculations for multicycle allocation of the costs of supporting business processes to primary business processes.

scholarly journals Structural Classification Methodology and Assignment of General Shop Costs for the Industrial Company’s Production Cost

2021 ◽  
Vol 8 (3) ◽  
pp. 31-39
Author(s):  
I. E. Mizikovskii
Keyword(s):  
Production Cost ◽  
Production Management ◽  
Indirect Costs ◽  
Production Costs ◽  
Management Decision ◽  
Labor Costs ◽  
Structural Classification ◽  
Industrial Companies ◽  
Economic Entity ◽  
Study Results

The paper describes the issues of improving the grouping and rearrangement of indirect costs of industrial companies, as well as their attribution to the production costs (works, services). Structural classification is one of the most urgent problems of accounting and calculation activities. This system involves the economically justified identification and subsequent systematization of indirect costs in the accounting information space and production management of an economic entity in the real sector of the transformation economy. The study goal is to develop a methodology that allows to reduce labor costs and improve the quality of the process. Also, it helps to raise the result of forming the production cost of an industrial company, improves the information base for making managerial decisions and economic strategies for the development of the company. The foundation of the theoretical and methodological basis of the research was the use of structural classification of costs based on dichotomous relations, observations, verification, semantic and multifactorial types of economic analysis, graphical formalization, decomposition. The author considered in detail the existing approaches to the identification of indirect production costs and the model of their inclusion in the cost price. The implementation of the proposed methodology is aimed at ensuring greater efficiency of the accounting and calculation process and awareness of management decision-makers. The study results can be used by practical and scientific workers, state bodies staff in improving regulatory documents.

Immaterial Cost and Production: Maximum Production Cost Level Through Marginal Approach

2020 ◽  
Vol 8 (2) ◽  
pp. 128-149
Author(s):  
Dini Maulana Lestari
Keyword(s):  
Quantitative Study ◽  
Marginal Cost ◽  
Production Cost ◽  
Maximum Level ◽  
Production Costs ◽  
Total Production ◽  
Sugar Factory ◽  
Maximum Production ◽  
Cost Approach ◽  
South Sulawesi

This paper will discuss about the immaterial costs and production yields at one of the refined sugar factory companies in Makassar, South Sulawesi. The theory is based on the fact that Immaterial is a cost that is almsgiving, meaning costs that are outside of the basic costs of the company in producing production, so this research aims to find out: (1) what is the production cost needed to produce this production, (2) the maximum level of production at company from 2013 to 2017. This type of research is a quantitative study because it uses a questionnaire in the form of values ​​that are processed using the marginal cost approach formula. The results of the analysis show that (1) the maximum level of production costs occurred in 2016 amounting to 6,912 with an Immaterial cost of Rp. 2,481,796,800 and the total production produced is 359,077.3 tons (2) The required workforce with the total production produced is 359,077.3 tones of 180 people including the maximum production point which means that the lowest value is achieved (optimal).    

Improving management as a way to increase labour productivity

Upravlenie ◽  
2020 ◽  
Vol 8 (4) ◽  
pp. 24-30
Author(s):  
A. O. Ivanov
Keyword(s):  
Productivity Growth ◽  
Labour Productivity ◽  
Production Costs ◽  
Managerial Practices ◽  
Industrial Enterprises ◽  
Labour Productivity Growth ◽  
Period 2 ◽  
Main Factors ◽  
The Moment

The article gives an overview, performs analysis and classification of successful managerial practices applied at Russian industrial enterprises in the framework of the national project “Labour productivity and employment support”. The paper emphasizes the main factors of labour productivity growth as follows: investment policy, growth of human capital, and efficient use of managerial capital of enterprise. In order to determine the need of enterprises to increase labour productivity, the author proposes four universal criteria that signal the existing inefficiency even before the loss of competitiveness: 1) the dynamics of labour productivity in the company is not positive during a given period; 2) the company is behind competitors by labour productivity indicator; 3) the company is behind competitors by labour productivity growth rates indicator for a certain period; 4) unit production costs rise. These criteria allow you to take into account the situation both within the enterprise and in comparison with other enterprises. Each criteria can be considered separately or in combination with the others, applied to enterprises of different industries, specialization, and scale. Criteria indicate the direction of development in which the company is experiencing difficulties at the moment, or may experience them in the future.

PROFITABILITAS USAHA PETERNAKAN AYAM BROILER DENGAN TIPE KANDANG YANG BERBEDA

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Nurul Mukminah ◽  
Rita Purwasih
Keyword(s):  
Economic Analysis ◽  
Production Cost ◽  
Broiler Chicken ◽  
Production Costs ◽  
Different Types

This study aims to determine and compare the profitability of different types of broiler chicken farms (open and cloused houses) in Subang Regency. This study involved 9 farmers consisting of 5 farmers with closed house and 4 farmers with open house who partnered with PT. Surya Unggas Mandiri (PT. SUM). Production costs taken are 2 production periods from May-August 2018. Data are analyzed using economic analysis and descriptive methods. The results showed that the production cost per period per 1000 birds closed house was higher (Rp. 27.656.768,-) compared to open house (Rp. 24.975.671,-). The revenue per period per 1000 birds of closed house is higher (Rp. 30.606.931,-) compared to open house (Rp. 25.788.618,-). The profit of farmers who use closed house is higher (Rp. 2.621/period/bird) than open house (Rp.417,-). The profitability in close house s is 9.48% and is very feasible to develop

MINIMALISASI BIAYA SIMPAN DAN BIAYA SETUP PADA MULTIPLE PRODUK: SIMULASI DENGAN CAPACITATED LOT SIZING PROBLEM

2019 ◽  
Vol 4 (2) ◽  
pp. 205-214
Author(s):  
Erika Fatma
Keyword(s):  
Production Cost ◽  
Lot Sizing ◽  
Setup Time ◽  
Production Costs ◽  
Total Production ◽  
Product Cycle ◽  
Lot Size ◽  
Setup Costs ◽  
Lot Sizing Problem ◽  
Capacitated Lot Sizing

Lot sizing problem in production planning aims to optimize production costs (processing, setup and holding cost) by fulfilling demand and resources capacity costraint. The Capacitated Lot sizing Problem (CLSP) model aims to balance the setup costs and inventory costs to obtain optimal total costs. The object of this study was a plastic component manufacturing company. This study use CLSP model, considering process costs, holding costs and setup costs, by calculating product cycle and setup time. The constraint of this model is the production time capacity and the storage capacity of the finished product. CLSP can reduce the total production cost by 4.05% and can reduce setup time by 46.75%.  Keyword: Lot size, CLSP, Total production cost.

scholarly journals A novel approach to optimize the production cost of railway coaches of India using situational-based composite triangular and trapezoidal fuzzy LPP models

2021 ◽  
Author(s):  
Rakesh Kumar ◽  
Gaurav Dhiman ◽  
Neeraj Kumar ◽  
Rajesh Kumar Chandrawat ◽  
Varun Joshi ◽  
...  
Keyword(s):  
Comparative Study ◽  
Real Time ◽  
Production Cost ◽  
Upper Bounds ◽  
Production Costs ◽  
Cost Data ◽  
Novel Approach ◽  
Membership Grade ◽  
Minimum Costs

AbstractThis article offers a comparative study of maximizing and modelling production costs by means of composite triangular fuzzy and trapezoidal FLPP. It also outlines five different scenarios of instability and has developed realistic models to minimize production costs. Herein, the first attempt is made to examine the credibility of optimized cost via two different composite FLP models, and the results were compared with its extension, i.e., the trapezoidal FLP model. To validate the models with real-time phenomena, the Production cost data of Rail Coach Factory (RCF) Kapurthala has been taken. The lower, static, and upper bounds have been computed for each situation, and then systems of optimized FLP are constructed. The credibility of each model of composite-triangular and trapezoidal FLP concerning all situations has been obtained, and using this membership grade, the minimum and the greatest minimum costs have been illustrated. The performance of each composite-triangular FLP model was compared to trapezoidal FLP models, and the intense effects of trapezoidal on composite fuzzy LPP models are investigated.

scholarly journals The Moderate Operation Scales of Apples Based on Output, Profit, and Unit Production Costs in the Shaanxi Province of China

Land ◽  
2020 ◽  
Vol 9 (1) ◽  
pp. 25
Author(s):  
Congying Zhang ◽  
Qian Chang ◽  
Liqun Shao ◽  
Xuexi Huo
Keyword(s):  
Production Cost ◽  
Cost Model ◽  
Unit Cost ◽  
Production Costs ◽  
Shaanxi Province ◽  
Profit Model ◽  
Unit Production Cost ◽  
Net Profit ◽  
Apple Production ◽  
Moderate Scale

In the Shaanxi province, small and scattered plots impede an increase in the efficiency of apple production. Developing a moderate operation scale is a proper tool to solve inefficiencies in apple production, as it enables improving the factor allocation efficiency, resulting in higher yields, higher profit, or lower production costs. However, the moderate operation scales, based on output, profit, and production costs, may be different. This paper aimed to evaluate the moderate operation scale of apples from three perspectives of increasing yields and profits and reducing unit production cost. The study was based on survey data collected from 661 randomly selected apple farmers in eight counties of the Shaanxi province, China. The collected data were analyzed quantitatively by the input-output model, the net profit model, and unit production cost model. The findings show that: (1) The moderate operation scale oriented to increasing apple yields in the Shaanxi province should be 0.87–1.53 ha. (2) The moderate operation scale oriented to increasing the net profit of farmers in the Shaanxi province should be over 1.53 ha. (3) The moderate operation scale oriented to reducing the unit cost of apple production in the Shaanxi province should be 0.20–0.53 ha. The study provides evidence that policymakers should grasp the balance point and find the intersection of the operation scale based on output, profit, and unit production cost when guiding apple growers to carry out the moderate scale. We propose that 0.87–1.53 ha may be a suitable operation scale for apple production in the Shaanxi province at the current stage.

Research and Design on Workshop Job Management System Based on Web Electronic Digital Signage

2013 ◽  
Vol 816-817 ◽  
pp. 1181-1184
Author(s):  
Da Wei Dong
Keyword(s):  
Operations Management ◽  
Management System ◽  
Job Shop ◽  
Production Costs ◽  
Shop Floor ◽  
Digital Signage ◽  
Job Management ◽  
Business Efficiency ◽  
Job Management System ◽  
Manufacturing Productivity

The workshop job management system for improving manufacturing productivity and workshop information management plays an important role, while the electronic digital signage is seen as the core of shop floor control system. In this paper, the traditional electronic signage is proposed based on a new electronic digital signage network design, and its integration into the shop floor management systems. This paper developed job shop management system based on web electronic digital signage, the effective integration of existing hardware and software resources of the workshop, rational allocation of production resources of the workshop, the workshop production operations management to achieve digital control, reducing the workshop production costs, improve business efficiency. This paper presents the design of specific methods, and the establishment of a specific management model.

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