宝钢集团有限公司成本控制问题分析

外文翻译及原文

Cost management system refers to the command and control on cost management system of the organization. Cost management system is a system of all management system, management system is to establish a policy and objectives and achieve the goal of the system. So the cost management system is the command and control organization in terms of costs to establish policy and objectives and achieve the goal of the system. Cost function in terms of cost management system, its basic function is to command and control, is the command and control the cost.

Cost management system refers to the command and control on cost management system of the organization. Cost management system includes the following four basic elements: 1, the structure of the organization (including organization, personnel responsibilities and authorities and mutual relations of arrangement); 2, program (for the purpose of an activity or process under way). 3, process (a set of input into output of interrelated or interacting activities); 4, resources (including: personnel, facilities, equipment, material, capital, technology, method, information, etc.).

A, cost control should be given priority to with production technology department Accounting personnel to the enterprise cost control to do a lot of work. Such as the enterprise internal cost management measures, establish the cost control responsibility system, and to calculate the cost and prepare the cost report every month and so on work; On the institutions, but also is equipped with a bachelor degree (room), equipped with specialized responsible for cost management personnel; For a long time, formed the production technology department just for money, money, finance and accounting department just card money, money. All of these make people think the cost control is the accounting department, should be given priority to with accounting department or accounting personnel.

Actually, this is a misunderstanding, also is the root cause of the enterprise can not effectively control the cost. Now for example. Oil field to a producing well, production set ?

Determine the cost control of the main body status, production technology department is not shirk responsibility for the accounting department, doesn't mean it is not important. Financial accounting department in a secondary position, but is still an important force in the cost control. To better control the cost in order to make the production technology department, finance department will report the cost, the cost information, such as accounting information, provide them with timely, accurate, even the poor enterprise financial position and the serious situation of cost control and report to them. This production technology department to enhance the consciousness

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of cost control, control the cost change trend, find out the ways and methods of cost controlling, control the cost effectively.

Second, the cost control is full, the whole process of cost control

1. The total cost control. Enterprise cost control, all of our employees is refers to the enterprise of all departments and all staff to the common control of costs. 1) department of cost control. Production technology department, finance department and other departments, to control information exchange cost, communication cost control experience. Enterprise to mutual support between higher and lower, mutual cooperation, the cost of forming vertical and horizontal control network, the cost control to achieve the desired effect. To overcome the past between various departments \dog heard voices, silos\phenomenon, which lack of cost control. (2) overall cost control of the worker. First of all, is the enterprise leading to cost control. Leadership is the enterprise production and operation activities.

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外文翻译及原文

译文:

成本控制

罗杰?奥比纳得

Reference for Business, Encyclopedia of Business, 2nd ed

成本控制,也被称为遏制成本或管理成本,一个广阔的成本管理技术,它的经济增长目标是降低成本提高企业效率。企业使用的成本控制方法,监测,评价,并最终提升效率的具体领域,如部门、产品线。

20世纪90年代的成本控制措施,受到了美国企业的首要关注。一般而言,外包企业重组、撤资的外围活动,大规模裁员等成本控制战略被认为是升提升企业利润和维持企业竞争优势的需要。其目的往往是降低企业的生产成本,这样该企业给出的销售价格就比其竞争对手具更大的利润。

一些成本控制的支持者认为,这种战略的成本削减计划必须慎重,因为并非所有降低成本的方法,都会对企业产生有利的影响。在20世纪90年代的一个显著的例子,首席执行官邓拉普,绰号“电锯阿尔”,尽管他大幅降低企业的生产成本,但他领导的小器具制造公司依旧未能盈利。 邓拉普解雇了成千上万的工人和出售企业的业务,在他担任CEO两年内贡献不大,公司的竞争地位和股票的价格大幅下滑。因此,在1998年公司董事会解雇了邓拉普,对他“成本控制一招”的管理方法失去了信心。

成本控制是一个持续的过程,与拟议的年度预算配合使用。该预算有助于:(1)组织、协调生产和销售、服务和管理职能;(2)采取最大程度地利用现有的机会。根据财政历年的进步形式,将预算与实际结果作比,生成新的计划和经验教训,用以评价目前的行动。

控制是指通过管理层的努力来影响个人的行为,由谁负责执行任务,承担成本,并获得收入。 管理是一个过程,将其分为两个阶段: 规划是指管理计划的方式,希望人们人们能够执行的程序,而控制是指受雇于这些计划的程序是否符合实际表现。通过预算过程管理和会计控制、建立全面的公司目标,明确责任中心,确定各责任中心的具体目标,设计的程序和标准报到和评价。

一个分部的业务纳入预算的组成部分,由责任方控制的。责任中心适用于组织单位和职能部门。通常一个人单独负责的责任中心更具实质性,如果控制活动不彻底,中心控制的人在活动过程中,难以得到预期的活动结果。成本中心只负责管理费用,也就是说,他们不产生收益。例如会计部门,人力资源管理部门,内部服务和类似提供内部服务的部门。利润中心承担利润和费用的收入责任。例

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如,生产线或一个独立的业务部门可能会被认为是利润中心。如果利润中心有自己的资产,它也可被视为一个投资中心,由此才能确定投资回报。责任中心使用的控制报告使管理者更具责任性,并且有助对利润的计划。

预算案还规定了参考标准,表明了这次活动的级别、各单位负责人、能使用的资源及预期出现的结果。建立一个预算责任中心,规定其责任中心代表所承担的责任,并确定组织内的决策点。

规划过程提供了两种控制机制:

前馈:提供一个在行动点(决策点)控制的基础; 反馈:提供一种测量实施后的控制基础。

管理层的作用是引导公司未来的走向,明确决策,协调和指导员工活动。管理部门还通过发展监督程序,收集、记录、评估反馈。因此,有效的管理控制结果,是通过制定计划,提供资源,进行适当的培训,引导员工的集体组织意识,从而提高评价和反馈的质量及结果。

控制报告是告诉管理者一个实体的活动的管理信息报告。管理层提出控制报告仅供内部使用,因此,指示财务部门发展量身订作的报告格式。会计向管理层提供一种格式来检测管理的变化。此外,管理层还提到了企业的对外报告和特定行业的常规报告如损益表和资金报表。

控制报告能提供管理层足够的信息量,使管理人员可从最初的预算中分析的成本差异的原因。一个好的控制报告能突出不同管理层所需的重要信息。

由于企业成功的关键因素(如种类和数量)是在变化的,所以会计控制报告必须及时修改。会计期间各不相同的控制报告必须涵盖整个期间,由此管理层才可以采取有效的补救措施。此外,会计控制报告的及时传播,给管理层足够的时间采取行动。

当进行有效的管理,企业达到的目标将和预算确定的目标一致。管理者成功的程度取决于利润,管理人员在行动的时应意识到自己更有效地对费用进行控制取得的收入也会更多。

虽然他们不能预测销售的时间和实际销售数量,他们可以决定他们的大部分资源的利用率,也就是说,他们可以影响成本方面。因此,管理性能的优良可从其运作的成本控制方面进行评价。

出于成本控制的目的,预算规定了企业的标准开支。正如管理结构的预算,它勾画出一个路线图,指导企业的工作。它阐述了一定销售数量的假设条件下,企业的经济关系和互动能力,市场动态,它的销售队伍,及其承载力,以提供正确的数量和质量要求。

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