55. Use of the standard costing system in management accounting Standard costing is a system of cost accounting and costing using standard costs. "Standard" - the number of costs necessary for the production of a unit of output;

Example 25. The procedure for reflecting land plots in accounting

Example 12. An organization has violated the procedure for recording in accounting and tax accounting the surplus of goods identified during the inventory. Reflection in tax accounting as part of the cost of purchased goods sold, the accounting value of the surplus sold is

example 16

4.1. Methods of calculating depreciation in accounting The amount of depreciation is determined monthly, separately for each object of depreciable property. Depreciation begins on the 1st day of the month following the month in which this object was introduced

16.9. Ways of reflecting salaries in regulated accounting Ways of reflecting are implemented in the form of a reference book, which contains two predefined methods:? reflection of accruals by default;? do not reflect in accounting. The method determines the procedure for reflecting salaries

1.4. Concepts of formation and reflection of profit in accounting Formation of information on financial results is based on a set of conventions, many of which have nothing to do with the reality around us. In accounting these

It is no secret that many enterprises enter into a lot of fictitious contracts, which lead to a formal underestimation of income and profit, overestimation of costs and prime cost. Accounting for entries under these contracts complicates and confuses the picture of real business processes not only for regulatory authorities, but also for the company itself. As a result, on the basis of such reporting, it is impossible to analyze and make informed decisions, therefore, in parallel, “black”, or real, accounting is created, which tries to adequately reflect the actual state of affairs. Quite often, "black" accounting is transformed into management accounting, developing original software to support it.

More recently, the concept of “management accounting” existed in Russia only in the literature, and every entrepreneur managed his business as best he could, knew how and wanted. In small firms, this was expressed in direct observation and influence on the part of the head, who himself delved into all the details, independently made almost all decisions, knew all the employees by sight, in a word, was always aware of everything.

As businesses grew and failed, entrepreneurs learned from their mistakes, and the term "management accounting" began to come into vogue. However, how it differs from accounting, many have not figured out to this day.

Management accounting (from English management accounting) arose at the junction of two cultures - financial accounting and management. Management has always needed information, but financial accounting, as the business environment evolved and became more complex, gave managers less and less of the information they needed. Therefore, management accounting arose not just in the development of accounting, but as a new independent discipline. Management accounting uses not only actual data on completed transactions, but also analytical, estimated data, as well as data on possible future events (plans and budgets), provides the manager with not only quantitative, but also qualitative (informal) information.

Another important difference between management accounting and accounting is the absence of any single standard: management accounting is individual for each enterprise. Each enterprise has its own goals, strategies, priorities, interests, values, culture, traditions, which differ from the same set of attributes in other enterprises. Each enterprise has its own structure of business processes, organizational structure, features in business management, the system of distribution and transfer of responsibility, and problems. Therefore, there is no force that can force the majority of enterprises to comply with any standard in business management. Nevertheless, in management and, as a result, in management accounting, certain principles, approaches and methods have been formed, the effectiveness of which is almost beyond doubt.

Our expertise

O.A. Baskakova, accountant-auditor

When the need to introduce management accounting is obvious, but the head of the company wants to save on salary costs and refuses to attract highly paid specialists, the accountant has to look for a way out of this situation alone.

First of all, it is necessary to understand that management accounting is a complex system for identifying, measuring, accumulating, analyzing, preparing, interpreting and presenting information necessary for interested internal users to plan, evaluate and control business activities, in other words, on-line information -line for internal users of the organization (directors, managers, accountants, shareholders) with analytics elements.

The tasks of management accounting are:

Formation of complete and reliable information about the activities of the organization and its property status;

Control of the availability and movement of property and liabilities, reasonable use of material, financial and labor resources in accordance with approved standards and budgets;

Maximizing the profit of the company and maintaining it at a satisfactory level;

Providing management with timely and complete information for making management decisions;

Prevention of negative results of economic activity.

BASIC PRINCIPLES OF COMPLETE ACCOUNTING

In the reflection of financial and economic operations in management accounting, the basic principles are:

Completeness - timely reflection of information on business transactions in full;

Timeliness;

credibility;

Prudence - a greater readiness to recognize expenses, losses and liabilities than possible income and assets, while at the same time avoiding hidden reserves;

The priority of content over form is the reflection in accounting of the facts of economic activity, based not so much on their legal form, but on the economic content of the facts and conditions of economic activity.

ATTENTION

The reporting period for management accounting is a calendar month.

To reflect business transactions in the management accounting of the company, the accrual method is to be applied - recognition of the results of transactions and other events, as well as their accounting and reflection in the reporting, in the reporting period when they occurred, regardless of the time of actual receipt or payment of funds or their equivalents.

Management reporting prepared on an accrual basis informs internal users:

About past operations related to the payment and receipt of funds;

On the obligations of the company, entailing the payment of funds in the future;

About resources that may be available in the future.

Document flow rules and accounting information processing technology must be disclosed in the Accounting Policy Regulations.

All business transactions carried out at the enterprise must be documented with supporting documents, on the basis of which information on completed business transactions is subject to reflection in accounting registers, therefore it is completely pointless to reflect in management accounting information on business transactions that are not confirmed by supporting documents.

Documents of financial (accounting) accounting may be accepted for accounting if the information contained in them fully characterizes the completed business transaction. In other cases, management accounting documents should be accepted for accounting.

The primary management accounting document must contain the following mandatory details:

Name and date of compilation;

Name of company;

Name of the business transaction counterparty;

Measuring instruments of business transactions, in physical and monetary terms;

Personal signatures of the head and accountant-analyst.

THE DOCUMENTS

A type of primary management accounting document is an electronic document received (or sent) by one company to another via electronic means of communication. A prerequisite for attaching an electronic document is the ability to identify the sender by an encoded digital signature.

Management accounting documents are subject to compilation at the time of the transaction, and if this is not possible, immediately after the completion of the transaction.

ACCOUNTING REGISTERS

Accounting registers are designed to systematize and accumulate previously identified information. The main systematizing is a synthetic register based on the Working Chart of Accounts, where accounting is carried out using the double entry method.

To obtain information detailed by various signs of accounting objects, analytical accounting registers are used that are interconnected with the accounts of a synthetic register.

Working chart of accounts:

Developed by the organization itself;

It is fixed in the Regulations on Accounting Policy for Management Accounting;

Contains a complete list of accounts (including sub-accounts) with a description of analytical registers (or other objects) assigned to each account.

Information in accounting registers is subject to reflection in chronological order with a mandatory reference to primary accounting documents.

For reflection in management accounting and reporting, property, liabilities and business transactions are valued in monetary terms in the main currency of management accounting - Russian rubles (hereinafter - the main currency) or in any other currency that suits the company (dollars, euros, etc.).

When carrying out transactions with property and obligations denominated in a currency other than the main one (hereinafter referred to as the other currency), entries in accounting registers are made both in the main and other currencies. In this case, the amount of the transaction in the main currency is determined by converting the other currency at the appropriate rate set by the Central Bank of the Russian Federation on the date of the transaction.

In order to ensure the reliability of management accounting data, it is recommended to conduct an inventory of property and liabilities at least once a year.

The procedure, types and timing of inventories are subject to indication in the Regulations on Accounting Policy.

ACCOUNTING PLAN

First, the accountant needs to develop a plan according to which accounting will be carried out. It is most appropriate to start with the Accounting Policy, as in other, more familiar types of accounting.

Here is an example of an accounting policy for management accounting:

POSITION

on Accounting Policies for Management Accounting Purposes

1. Accounting operations for property and liabilities that are not regulated by regulatory documents on the Company's management accounting are subject to reflection in accordance with the current legislation on financial (accounting) accounting of the Russian Federation.

2. Management accounting is based on the observance of the basic principles of management accounting - completeness, timeliness, reliability, prudence, priority of content over form.

3. A calendar month is recognized as a reporting period for management accounting.

4. To reflect business transactions in management accounting, the Company should apply the accrual method - recognition of the results of transactions and other events, as well as their accounting and reporting in the reporting period in which they occurred, regardless of the time of actual receipt or payment of funds or their equivalents.

5. Documents of financial (accounting) accounting may be accepted for accounting if the information contained in them fully characterizes the completed business transaction. In other cases, management accounting documents should be accepted for accounting.

6. To accept an asset as a fixed asset, its evaluation and accounting, one should be guided by PBU 6/01 “Accounting for Fixed Assets”.

7. Accrual of depreciation of fixed assets to produce a linear method.

8. The useful life of each asset is set in calendar months in accordance with the Classification of fixed assets included in depreciation groups, approved. Decree of the Government of the Russian Federation of 01.01.02 No. 1 (hereinafter referred to as the Classification). At the same time, the useful life is recognized as the minimum period established by the Classification for the group of fixed assets to which each object belongs.

9. Fixed assets worth no more than 10,000 rubles. subject to 100% depreciation at the time of their commissioning.

10. Intangible assets include objects that meet the conditions of PBU 14/2000 “Accounting for intangible assets”. Assessment and accounting of intangible assets are carried out in accordance with the specified RAS.

11. For management accounting, the cost of goods (services) purchased or produced for sale shall be formed solely on the basis of variable costs.

12. Fixed costs (direct and indirect) are recognized as expenses of the reporting period and are subject to write-off to the financial result at the time of their occurrence (accrual).

13. Direct costs are those that can be accurately and uniquely attributed to cost centers.

14. Indirect costs are those that arise in several places and are subject to distribution between them in some acceptable way.

15. The company has the right to create reserves:

For uncollectible receivables;

Employee bonuses;

For costly repairs.

REMEMBER

Accounting policy for management accounting purposes can be drawn up taking into account the characteristics of the organization, depending on the chosen taxation system (the example shows the Accounting policy for the general taxation system). If the organization has switched to a simplified taxation system or a single tax on imputed income, then it is more expedient to build management accounting “on payment”.

The next stage in the organization of management accounting, as a rule, is the definition of goals, for which it is necessary to clarify with the company's management what exactly they are interested in: income, expenses, profit, loss, or all indicators in combination. Most often, in practice, managers are interested in everything: how much they earned, how much they spent, what is the economic result. To reflect the activities of the enterprise, an Income and Expenditure Budget (BDR) is drawn up.

When forming a budget, it is necessary not only to see the actual costs, but to compare them with planned figures, on the basis of which it is possible to analyze budget items, identifying positive and negative factors affecting the financial and economic activities of the organization.

Expenses and incomes can be grouped into general items, you can also break them into groups, break groups into articles, etc.

As a result of budgeting income and expenses, management will have a real opportunity to assess the financial condition of the enterprise

Production costs in management accounting are reflected in at least three directions, each of which is an independent separate system of interrelated accounting records (Fig. 8).
Management cost accounting also needs to be kept on the accounts of accounting, as they are reflected in financial accounting, by cost elements. In financial accounting, there is no need to reflect expenses by items, it is enough that they are grouped in terms of production costs, periodic management and commercial expenses. Such a grouping is sufficient for the preparation of accounting public statements of profit and loss. In management cost accounting, hundreds of analytical accounts are allocated in various areas of grouping, which complicates the reflection of information required


There is no well-thought-out system (several systems) for maintaining detailed cost accounting on accounts.
Management accounts, which reflect analytical information on current production costs, data for their control by responsibility centers and, most importantly, for calculating costs in market conditions, constitute a trade secret that is strictly protected from competitors and any other interested parties. In the practice of foreign companies, management accounts are kept separately from other accounts (financial accounts), since it is on these latter that information is collected for the preparation of public financial statements, subject to audit and disclosure to all users. Management accounts are separated from financial accounts in such a way that each group is summarized as a separate financial system that is not interconnected by any common accounting entries. In large companies, along with the chief accountants of financial accounting, the position of an accountant-manager is established, i.e. chief accountant for management accounting.
In Russian practice, initially they kept general and cost accounting according to a single chart of accounts, limited to additional analytical accounting in the interests of internal management. This practice of organizing accounting is still preserved in many Russian organizations. And the charts of accounts of accounting did not provide for the possibility of separate financial and management accounting on the accounts. Recently, it has become possible to maintain separate accounting, as provided for by the Chart of Accounts for accounting for the financial and economic activities of the organization, approved by order of the Ministry of Finance of the Russian Federation dated October 31, 2000 No. 94 (see Section III “Production Costs”).
In the Instructions for the Application of the Chart of Accounts, in the explanations to section III "Production Costs", it is said that the formation of information on expenses for ordinary activities, which constitute production costs, is carried out either on accounts 20-29, or on accounts 30-39. In the first case, the primary scheme for accounting and costing in a single chart of accounts for all operations of a given organization is conserved. In the second case, accounts 20-29 can be used to group costs by cost items, places of origin and other features, as well as to calculate the cost of products, works, services; accounts 30-39 are used for accounting by elements of expenses. The accounting procedure for the elements of expenses will be described later when considering the organization and methods of financial accounting.
The relationship of cost accounting by items and elements is carried out using specially opened reflective accounts, which makes it possible to separate the grouping of costs by items from the grouping of costs by elements and thereby separate management cost accounting from financial accounting on the accounts. The instruction specifically states: "The composition and methodology for using accounts 20-29 with this accounting option is established by the organization based on the characteristics of the activity, structure, management organization based on the relevant recommendations of the Ministry of Finance of the Russian Federation."
The division of accounts in accounting for production costs into two equal parts 20-29 and 30-39 with different purposes of the information summarized on them allows specialists to consider the possibilities and options for dividing the accounts of this section into management accounts and financial accounts. The authors of some publications suggest using accounts from financial accounting with the same numbers in the management accounting department, marking them with a distinctive “asterisk”. Back in 1991, we proposed a two-circle accounting system (managerial and financial) using the same accounts with distinctive signs. But the proposal did not find practical application.
The technical accounting system is a sign system. The use of the same characters for financial and management accounting confuses the coding and correspondence of accounts. Therefore, to revive again a long-forgotten proposal is futile. You should think about other approaches, based on the instructions in the instructions for the Chart of Accounts on the possibility of using reflective accounts to transfer information from financial accounting to management accounting. We believe that this is a more promising approach to solving a complex issue.
Section III "Production Costs" of the Chart of Accounts contains only seven accounts with a certain content. The remaining 13 accounts are not marked, their content is not indicated, as can be seen in Fig. 9. The composition of unmarked accounts, according to the instructions for using the Chart of Accounts, is established by the organization based on the characteristics of its activities, structure, management organization.

06.12.2007

Upcoming conferences on the organization of management accounting You can .

Sergey Dolginov and Mikhail Kuznetsov,

PricewaterhouseCoopers

In what cases does it make sense to completely or partially combine accounting processes? How to do it in practice? PricewaterhouseCoopers consultants Sergey Dolginov And Mikhail Kuznetsov answer these questions in their article and describe in detail the procedure for convergence of accounting systems, illustrating each stage with examples.

In today's Russian practice, there are several main reasons for the emergence of a management accounting system parallel to accounting:

1. Distortion of the legal corporate structure in comparison with the organizational (financial) structure, as well as distortion of the principles of legal registration of business transactions in comparison with their actual content. Such distortions can be caused both by tax planning tasks and by “growing pains” of the holding structure;
2. Strict regulation by Russian accounting standards (RAS) and the Tax Code (TC RF) of the procedure for accounting for certain types of business transactions, which sometimes is a serious burden for enterprises and significantly reduces the efficiency of some business processes;
3. The desire of enterprises to maintain management accounting in accordance with generally recognized international standards (IFRS / GAAP);
4. Problems associated with the efficiency of data entry in accounting, as well as the orientation of accountants to fiscal tasks.

At enterprises that conduct parallel accounting and management accounting, the “deep essence” of business operations is often reflected only in management reporting. This is due to the fact that high analyticity of accounting is required primarily by financiers-managers. In the absence of a "customer" of high-quality analytical information, it becomes larger and more primitive.

Recently, the influence of some of the factors that previously forced enterprises to maintain two parallel accounting systems has weakened. At the same time, incentives have appeared that encourage full and objective disclosure of the company's real financial position and performance in reporting: the desire to gain access to financial markets, improve the company's status in the market, and reduce tax risks.

Benefits of convergence between accounting and management accounting

By bringing accounting and management accounting together, an enterprise can acquire a number of benefits.

The most obvious of them is to increase the efficiency of the financial and accounting function and reduce the cost of maintaining it. A positive result is obtained by combining even a limited number of accounting processes. For example, the moment of reflection and evaluation of cash inflow and outflow transactions for all accounting systems are usually the same. Therefore, combining the process of posting bank and cash statements for accounting and management accounting purposes can provide real savings, especially if the number of documents to post is large.

In the case of a complete combination of accounting processes, there is generally no need to maintain two apparatuses for keeping records, maintaining parallel systems of internal regulatory regulation and ensuring internal control. And with the automation of accounting, you can achieve significant savings in the implementation and support of the information system.

Another advantage of combining is the formation of a single internal information space and an unambiguous understanding by all employees (both accounting employees and managers) of the essence of the processes taking place at the enterprise. There is no need to build a correspondence between the reflection of transactions in management and accounting, since all transactions are qualified and reflected uniformly.

With the formation of a unified accounting system, the efficiency of internal and external control also increases. If the result of management accounting is a truncated set of reports that reflects only the most important aspects of the activity, then most likely the enterprise does not have a mechanism for verifying credentials and ensuring their integrity. Maintaining management accounting according to the rules of accounting allows in such cases to improve the quality of reporting.

Open reporting prepared in accordance with the rules of RAS can be confirmed by an independent audit, which plays an important role in building relationships with owners and creditors, both current and prospective.

Problems of convergence of accounting and management accounting

The most significant obstacle in the project of convergence of accounting and management accounting is the resistance of the company's personnel. Therefore, the larger the changes and the more people they affect, the more time is required to adapt and learn. It is vital that senior management fully support strategic change and be prepared for the cost (both material and time) of its implementation.

Here are the main problems preventing the convergence of accounting and management accounting.

1) Contradictions for accounting purposes. Accounting is mainly for fiscal purposes, while management accounting is a decision-making tool for company management. A striking example is the increase in the analyticity of accounting. Since the level of detail for different areas of accounting in the two systems is different, it is necessary to put maximum analytics into a single accounting system so that the interests of all reporting users do not suffer. For accountants, an increase in analyticity means an increase in the amount of information that needs to be mastered and the complexity of work.

The timing of reporting is also important. As a rule, more responsive reporting is required for management purposes. Sometimes its timeliness is even more priority than reliability. In the case of financial statements, on the contrary, priority is given to reliability.

2) Differences in accounting methodology. One of the reasons for parallel accounting and management accounting is the strict regulation of accounting procedures by RAS standards and other regulations. As an example, we can cite the value limit for classifying objects as fixed assets, which is strictly regulated in tax accounting (accountants tend to adhere to it in accounting as well). In the case of applying an alternative limit on the cost of fixed assets in management accounting, different accounting systems form a different composition of assets and a different financial result. Bringing accounting systems closer together will require either complying with the strict rules of RAS and tax laws, or making significant changes to business processes.

3) Preparing opening balances and transitional reporting. When switching to a unified accounting system, it is necessary to bring the credentials to a single incoming balance. Naturally, reporting and synthetic accounting data must be deciphered by analytical accounting data. This is a time-consuming task, since differences in accounting rules and materiality criteria lead to the fact that both the set of analytical objects and their assessment differ in the two accounting systems. In such cases, priority is usually given to accounting data, since financial statements are subject to external control. When switching to a unified accounting system, it is advisable to draw up a transitional balance sheet, in which it is necessary to reflect all changes in the balance sheet items of management accounting and their total impact on the amount of equity capital.

Stages of combining accounting and management accounting

It is advisable to carry out the combination of accounting and management accounting in stages. If changes affect a large number of employees with conflicting interests, it is very important to document project processes from beginning to end. Fixing the current accounting model and working out the future model is one of the key factors for the successful implementation of the project.

1) At the beginning of the project, it is necessary to identify discrepancies in accounting and management accounting and draw up a detailed list of them. Further, for each type of difference, discussions are held with key managers and decisions are made on how to eliminate (accept an accounting position, a management accounting position, develop an alternative compromise option, do not eliminate the difference). At the same time, the degree of convergence can be different - from complete integration to convergence on individual business processes. This aspect of the strategic decision is set at the earliest stages of the project and determines all other stages. Sometimes enterprises even make legal and organizational changes: changing the ownership structure, restructuring, etc.

Example 1. List of discrepancies in accounting and management accounting

2) Based on the results of the elaborated list of differences, they begin to form documents of internal regulatory regulation of the upper level - accounting policies, charts of accounts and analytics (types of income and expenses). If accounting and management accounting are fully combined as a result of the project, then it makes sense to develop a single accounting policy, a single chart of accounts and a list of analytics. If the union is incomplete, then two sets of documents must be generated. This toolkit will allow for stricter control over the convergence of accounts, as well as to increase the degree of convergence in the future.

Example 2. Single Chart of Accounts for Accounting and CS purposes

A comment: all presented accounts (sub-accounts of account 90) in this example are used for both accounting and management accounting. Sub-accounts of the 1st order are organized in accordance with the requirements of accounting regulations. Sub-accounts of the 2nd order (in the context of activities) are of interest to both accountants and financiers-managers. Sub-accounts of the 3rd order (allocation of intra-group income and intra-group financial result) are of interest primarily for management accounting.

Example 3. A single list of analytics for the purposes of accounting, accounting and accounting (types of income)

A comment: note that the analysis of income items as a result of combining the accounting and management sections becomes much more detailed. In addition, in the proposed version, the articles are divided in such a way as to also satisfy the needs of tax accounting.

3) Based on the approved top-level documents, lower-level documents are built - albums of business transactions indicating accounting, management and tax entries, albums of primary documents, reporting registers, detailed accounting methods. In all cases where differences in management and accounting remain, it is important to make a detailed description of the differences in regulatory documents.

Example 4. Album of business transactions for the purposes of accounting and management accounting

A comment: In the presented example, the operation is accounted for in accounting and management accounting identically, using similar accounts. However, specific dimensions are requested for accounting (expense element) and for management accounting (financial responsibility center).

4) If accounting and management accounting are automated, changes in the convergence of the two accounting systems will also affect the accounting systems. It is necessary to foresee the consequences of changes in advance and develop internal regulatory documents, focusing on the chosen IT solution.

Convergence of accounting and management accounting for the main areas

Possibilities of combining accounting and management reporting

It should be noted that the forms of financial statements of organizations established by Order of the Ministry of Finance dated July 22, 2003 N 67n are recommended. In other words, the organization has the right to expand the composition of financial statements indicators by introducing the necessary management data into it, provided that the indicators indicated in the recommended forms are preserved. Thus, it is possible to combine accounting and management reporting. The following is an example of a profit and loss statement for accounting and management accounting purposes. The introduced management indicators are in italics.

Example 5: Income Statement