Research on the Warranty Management Survey and Improving Measures of Chinese Manufacturing: An Empirical Study

2012 ◽  
Vol 452-453 ◽  
pp. 669-673
Author(s):  
Li Si Cao ◽  
Zi Xian Liu ◽  
Yi Liu Liu ◽  
Wen Jia Wang
Keyword(s):  
Empirical Study ◽  
Cost Control ◽  
Cost Management ◽  
Cost Ratio ◽  
Accounting System ◽  
Factors Influencing ◽  
Warranty Cost ◽  
Warranty Management ◽  
Cost Accounting System ◽  
The Cost

This document reflects the warranty management situation of Chinese manufacturing enterprise by investigating 93 manufacturers including automobile, electronics and machinery equipment. By the investigated data of warranty cost ratio of revenue, we can find the gap between Chinese manufacturers and abroad. The next, through the statistics analysis of factors influencing the warranty cost, we find that the management of suppliers and outsourcers, cost control strickly and the cost accounting system are helpful to decrease the warranty cost. According to the analysis, the paper make suggestions in warranty cost management to Chinese manufacturers

Talking about the Project Cost Management

2011 ◽  
Vol 71-78 ◽  
pp. 4596-4599
Author(s):  
Bao Xia Cui ◽  
Aai Lin Zhang
Keyword(s):  
Basic Concept ◽  
Cost Control ◽  
Control Method ◽  
Cost Management ◽  
Focal Point ◽  
Project Cost ◽  
The Cost

This paper mainly analyze the cost management from basic concept, cost control method in construction and principal in cost management. The control focal point of the cost management is emphasized in every stage.

Cost management in agribusiness organizations

2021 ◽  
pp. 24-34
Author(s):  
S. A. Tunin ◽  
A.V. Frolov
Keyword(s):  
Management System ◽  
Cost Management ◽  
Industrial Complex ◽  
Accounting System ◽  
Effective Cost ◽  
Modern Economic ◽  
The Subject ◽  
Cost Management System ◽  
Agricultural Organizations ◽  
The Cost

The article presents the results of the development and testing of cost management methods in agricultural organizations. The purpose of the activity of any organization that has set itself the task of extracting profit is its growth and increasing the efficiency of its activities. As a rule, all organizations strive to maximize their profits while minimizing the costs incurred. In modern economic conditions, such an approach is possible only with a properly constructed effective cost management system. Rational use of available resources by organizations of the agro-industrial complex with proper cost management will allow organizations to be competitive in the market and carry out their activities in the foreseeable future. The subject of the study is the cost management accounting system, the object of the organization of the agro-industrial complex of the Stavropol Territory. The information base was the forms of specialized reporting of agricultural organizations of the Stavropol Territory. The scientific novelty of the research consists in the development of a methodology for the cost management system in the agro-industrial complex organizations of the Stavropol Territory.

vinced that we should not, because I am certain that the lead chambers, considering of the huge quantity of sulfur burned inside, won’t last more than 6 years instead of 15, as formerly forecasted. If that fact is confirmed, deprecia­ tion is not important enough and the profit of the soda factory is overvalued. Though the Board of Directors at the September 4, 1834 meeting was not asked for a decision as regards the length of time allowed for depreciation, it was asked to decide whether deprecia­ tion should be taken on machinery during the first year's service. In the same report, the chief accountant maintains the fictitious nature of the depreciation taken into account: . . . let me remind you of what I told you in my preceding report: there is only one means to have an exact idea of depreciation: it consists, when a building or a piece of machinery is out of use, in appraising its value, and when it is destroyed to take into the Profit and Loss Account the remaining value, less the selling price of materials. By that means we could know exactly the depreciation life of a building or a piece of machinery . . . The method of calculating depreciation was to be completely re­ viewed in the 1870’s as discussed in a subsequent section. Transfer pricing among factories. Transfer pricing also became an issue which was considered by the Company in developing its cost accounting system. The issue arose because the soda factory sold its products to the glass factory on the one hand, and to external customers on the other hand. It first seemed correct to use the same price until this price appeared excessive due to ap­ proximate methods of valuing the quality of goods sold: If that increase in the degrees (measure of quantity for soda) is of little importance for customers delivered to in Paris, it is quite different for the Saint-Gobain’s branch which pays for more degrees than it really gets. Conse­ quently, the soda factory makes a profit to the detriment of the glass factory and increases its cost prices. To conclude, the chief accountant makes some proposals among which: 3) Wouldn't it be convenient to choose a uniform way of costing as regards the transfer transactions between our branches? We could use either the cost price or the mar­ ket price.

2014 ◽  
pp. 264-264
Keyword(s):  
Glass Factory ◽  
Transfer Pricing ◽  
Selling Price ◽  
Accounting System ◽  
The Board Of Directors ◽  
Subsequent Section ◽  
The One ◽  
Cost Accounting System ◽  
The Cost

scholarly journals Costs of care provided in a university hospital for children exposed to or infected with the HIV/AIDS

2007 ◽  
Vol 23 (suppl 3) ◽  
pp. S402-S413 ◽  
Author(s):  
Heloisa Helena de Sousa Marques ◽  
Bernard François Couttolenc ◽  
Maria do Rosário Dias de Oliveira Latorre ◽  
Maria Zilda de Aquino ◽  
Maria Ignez Garcia Aveiro ◽  
...  
Keyword(s):  
Medical Records ◽  
University Hospital ◽  
Accounting System ◽  
Cost Of Treatment ◽  
Costs Of Treatment ◽  
The Mean ◽  
Cost Accounting System ◽  
The Cost ◽  
Mean Cost ◽  
Hiv Aids

The objective of this study was to estimate and analyze the costs of treating children with HIV/AIDS at a university hospital in São Paulo, Brazil. The study collected and analyzed data from 291 medical records of children treated at the hospital as of March 2002. The costs of treatment were estimated for each category of patient (exposed and infected) and severity, based on the quantity of inputs and procedures used in treating each child, based on the cost accounting system used at the hospital. The total cost of treatment for children exposed to the HIV was R$ 956.41 and for those infected with HIV R$ 8,092.71 per year. The mean cost of ambulatory care was R$ 6,047.28 for children with severe conditions, R$ 3,714.45 for those with light/moderate conditions, and R$ 948.63 for the exposed. Hospitalized children had annual costs of R$ 19,353.34, R$ 18,823.16, and R$ 871.03, respectively. The medication was a major factor in the cost of treatment. Our estimates are comparable to the findings from other studies, but lower than corresponding findings from the international literature.

COMPARISON OF OWNER AND CONTRACTOR PERSPECTIVES IN ESTABLISHING COST CONTROL STRUCTURE

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Ruveyda Komurlu ◽  
Akin Er
Keyword(s):  
Control System ◽  
Control Systems ◽  
Oil And Gas ◽  
Cost Control ◽  
Control Structure ◽  
Control Function ◽  
Cost Management ◽  
Project Control ◽  
The Cost

Cost control is a part of cost management which is carried out by the project owner and the contractor throughout a project. However, the structures of the control function developed by each party generally differ since the purpose of the function and the level of the structure are not exactly the same. Contractors have several advantages while building a cost control system such as more detailed information about the project, more background, more dedicated personnel, specifically developed software etc. Therefore, contractors have a broader vision on the issue. Owners need to utilize cost control systems not only for common reasons but also due to some specific necessities. Unlike contractors, owners have to capitalize projects just before they put their investments into operation. This paper intends to focus the necessities prioritized by the owners and contractors on the issue. A comparison will be made to distinguish the differences between the cost perspectives of project owners and contractors. An assessment will be done of the matters that owners pay attention while establishing a cost control structure in light of the experiences practiced in oil and gas projects. Thus, the important points which should be better to consider by the owners' project control teams will be advised.

of the information given to the shareholders, precautions to take for upward appraisal of capital assets, choice of an investment, and dividend policy. In order to raise enough capital for its business, the Company had to inform a growing number of shareholders, which soon became inconsistent with the managers’ freedom to deal with ac­ counting information according to their own needs. The resoultion of this problem led to the distinction between standard­ ized financial accounting for external and management account­ ing for internal use. As it became more and more efficient and advanced, the accounting system led to its own splitting. CONCLUSION Compared to most of the firms, Saint-Gobain had to face very early (in the first half of the 19th century) the problems raised by the setting up of a management accounting system. However, it was not until 1820, 155 years after its creation, that it adopted double entry bookkeeping which included the calculation of costs. This evolution is mainly due to the spreading of the Industrial Revolution in France, which was responsible for the abolition of privileges and the growth of competition in the field of glass pro­ duction. During the period 1820-1880, the cost accounting system had been gradually improved, without any regular outside coercion, according to the needs of the management alone. This leads to two conclusions and two research questions. In 1880, the accounting system facilitated the reckoning of full costs with methods and procedures that are still in use (alloca­ tion of the overhead with the use of activity center accounts, up-to-date transfer pricing methods, analysis of the relationship be­ tween depreciation, dividends and investments, etc ). This full cost method is now over one hundred years old. The development and the mastering of that cost accounting system were absolutely necessary to start the next stage, that is to say the use of those costs to prepare estimates of costs and investments. That stage took place over four decades (1890 to 1930) and led to real budget control towards the end of the Second World War. It should be recognized that the accounting systems of a given period can be very different from one another, which is particu­ larly true in the 19th century, therefore research should look at the variables on which the accounting system of each firm depends. Among the internal ones, the size of the firm, the culture of its

2014 ◽  
pp. 267-267
Keyword(s):  
19Th Century ◽  
Industrial Revolution ◽  
Transfer Pricing ◽  
Cost Accounting ◽  
Accounting System ◽  
Accounting Systems ◽  
Cost Accounting System ◽  
The Cost ◽  
Double Entry ◽  
The 19Th Century

The Design and Implementation of Team Cost Accounting System Based on Dynamic Data Collection

2010 ◽  
Vol 439-440 ◽  
pp. 1277-1280
Author(s):  
Hong Jun Guan
Keyword(s):  
Information Technology ◽  
Data Collection ◽  
Cost Accounting ◽  
Production Equipment ◽  
Accounting System ◽  
Dynamic Data ◽  
Design And Implementation ◽  
Collection Data ◽  
Cost Accounting System ◽  
The Cost

With the development of information technology, as the basis of economic accounting of the companies, it is possible for team cost accounting to be provided with various of basic data collection, data processing and sharing of such data. First of all, the related technology is introduced, then combined with the production process of C4 workshop, it described the analysis result and scheme. In this process, obtaining dynamic data from production equipment is the first step, then according to different devices and various requirements of product cost accounting, calculate the cost for each team, and finally realize the need for assessment of the teams.

scholarly journals Impact of self-financed rotavirus vaccines on hospital stays and costs in Spain after a 3-year introductory period

2017 ◽  
Vol 145 (9) ◽  
pp. 1773-1785
Author(s):  
O. REDONDO-GONZÁLEZ ◽  
J.M. TENÍAS-BURILLO ◽  
J. RUIZ-GONZALO
Keyword(s):  
Diagnosis Related Groups ◽  
Hospital Costs ◽  
Accounting System ◽  
Data Set ◽  
Group Iii ◽  
Rotavirus Vaccination ◽  
Rotavirus Vaccines ◽  
Hospital Stays ◽  
Cost Accounting System ◽  
The Cost

SUMMARYVaccination has reduced rotavirus hospitalizations by 25% in European regions with low–moderate vaccine availability. We aimed to quantify the reduction in hospital costs after the longest period in which Rotarix® and Rotateq® were simultaneously commercially available in Spain. Cases, length of stay (LOS), and diagnosis-related groups (DRGs) were retrieved from the Minimum Basic Data Set. Healthcare expenditure was estimated through the cost accounting system Gescot®. DRGs were clustered: I, non-bacterial gastroenteritis with complications; II, without complications; III, requiring surgical/other procedures or neonatal cases (highest DRG weights). Comparisons between pre (2003–2005)- and post-vaccine (2007–2009) hospital stays and costs by DRG group were made. Rotaviruses were the most common agents of specific-coded gastroenteritis (N = 1657/5012). LOS and extended LOS of rotaviruses fell significantly in 2007–2009 (β-coefficient = −0·43, 95% confidence intervals (95% CI) −0·68 to −0·17; and odds ratio 0·62, 95% CI 0·50–0·76, respectively). Overall, costs attributable to rotavirus hospitalizations fell approximately €244 per patient (95% CI −365 to −123); the decrease in DRG group III was €2269 per patient (95% CI −4098 to −380). We concluded modest savings in hospital costs, largely attributable to cases with higher DRG weights, and a faster recovery. A universal rotavirus vaccination program deserves being re-evaluated, regarding its potential high impact on both at-risk children and societal costs.

Sign in / Sign up

Export Citation Format

Share Document