Accounting Software Modules
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The purpose of this research is to describe the accounting software modules required by a manufacturing company in the contemporary production environment. The introduction of high- tech into the manufacturing process creates changes which render many traditional cost accounting procedures either ineffective, or irrelevant, or both ineffective and irrelevant. As a consequence, the introduction of high-tech into the production process has, in most manufacturing companies, been accompanied by a significant shift in emphasis in manufacturing management. In the recent past, the emphasis in manufacturing management was on materials inventories, ordering and production lead times, labor and material efficiency, work in progress (WIP) levels, finished goods inventories, and so forth. The emerging emphasis in American manufacturing is on just in time (JIT) techniques. JIT production techniques emphasize the elimination of waste, which is defined as "any activity performed within a manufacturing company which does not add value to the product" (Maskell, 1986b, p. 32). Within the parameters of this definition of waste are inventories, materials handling, quality problems, queues, shop floor delays, lead times, and unnecessary clerical and accounting procedures (Maskell, 1986a). The elimination or minimization of inventories, lead times, and so forth creates a need for radical changes in traditional cost accounting procedures.
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sts between flow orders becomes increasingly difficult.
3. Labor reporting. Under JIT, it is difficult to allocate labor costs among flow orders, because lead times are short, and work schedules are flexible.
4. Labor efficiency variances. The traditional approach to manufacturing management holds that all workers must be used productively at all times. Under JIT, idle workers are, at times, desirable, to assure a consistent production flow. Labor efficiency variances become irrelevant under JIT.
5. Employee remuneration. Under JIT, incentives must be based on group, as opposed to individual, productivity.
6. Machine utilization. The traditional approach to manufacturing management holds that all machines must be used productively at all times. Under JIT, idle machines are, at times, desirable, to assure a consistent production flow. Machine efficiency variances become irrelevant under JIT, while machine flexibility characteristics assume great significance.
7. The place of variance reporting. Traditional variance reporting is not relevant under JIT, because (a) the concern is with organizational, as opposed to individual, efficiency, and (b) the production time is highly compressed.
8. Goods receiving. JIT r
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Approximate Word count = 1292
Approximate Pages = 5 (250 words per page)
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