1. Bangor University Management Accounting Control & Decision Accounting ACF-231 ACF-232

2. Lecturer: Cynthia Fortin, CPA, CMA Email: cynth_fortin@yahoo.ca Mobile: 155 1759 7570

3. My Teaching Experience Dalian Vocational and Technical College, China Business English and International Trade 2005-2006 Teacher of Spoken English University of Kaifeng, China 2007 to 2011 - Accounting III, Specialized Accounting, and Cost Production Accounting Ho Chi Minh City University of Technology (HUTECH), Vietnam 2011-2013 Accounting III, Cost Production, and Budgets & Benchmarking CEGEP de Granby, Québec, Canada 2012-2014 Accounting 1,II, and Financial Statement Analysis

4. Experience in Public companies Groupe Transcontinental, Ville St-Laurent (06-10) Consultant Financial Certification and Compliance  Reviewed 100 financial documents to ensure that risks and controls are properly documented.  Performed tests on controls and identified areas of improvement  Demonstrated company’s compliance to the Ontario Securities Commission. 52-109

5. Bromont, QC (1973-2003) 06/03 – 10/03 Consultant – Sarbanes-Oxley 12/99 - 04/02 Manager – Accounting and Internal Controls 11/98 - 12/99 Facilitator/Coach – Continuous Improvement 01/98 - 11/98 Manager – Manufacturing 06/95 - 01/98 Business Analyst – Marketing 01/92 - 06/95 Financial Advisor – Business Unit 11/73 - 01/92 Coordination responsibilities in Human Resources and Finance.

6. EDUCATION : 2011 Unification of Accountants in Canada (CPA) 1997 Certified Management Accountant (CMA) 1995 University of Sherbrooke Bachelor Business Administration, major Management Accounting

7. Activities and interests Speaking - Toastmasters International Walking, Cycling, Camping, Snow shoeing Travelling Writing stories

8. How do you pass this class? Self- study, Pre-reading, Doing problems Team discussion

10. You are not just a spectator ! Talk about what you are learning write about it relate it to past experiences, apply it to your daily life.

11. Everyone deserves respect. How to respect each other? No music no texting no sleeping Classroom Rules No eating Classroom behaviour

12. It is your turn…  Introduce yourself – Name  What is special about yourself?  What are your plans after graduation?

13. Evaluation  Quiz - VideosDaily10%  Assessment04/17/1530%  Assignment 04/26/1520%  Assessment04/30/1540% 100%

14. Module Implementation Plan ..\HAUT-2015-Spring-ACF-231-232- Management-Accounting-MIP.doc..\HAUT-2015-Spring-ACF-231-232- Management-Accounting-MIP.doc

15. Daily Video preparation http://video.wileyaccountingupdates.com/2011/08/20/ introduction-to-managerial-accounting/

16. Learn techniques MANAGERS use to produce timely and relevant information to make sound business decisions.

17. What does Management Accounting do?  Measures and reports information to help managers make decisions  Internal reporting  Future oriented 1-2

18. What does Management Accounting do?  Measures and reports information to help managers make decisions  Internal reporting  Future oriented 1-2

19. Managers use Managerial Accounting Choose Communicate Implement 1-2

20. Financial Accounting  Measures and records business transactions and provides financial statements that are based on generally accepted accounting principles (GAAP) and/or IFRS  Focuses on external parties  Reports on what happened in the past – Historical based  Managers are responsible for the financial statements issued to investors, government regulators, and other parties outside the organization 1-3

21. DifferencesFinancial Accounting Managerial Accounting Users ExternalInternal Time PastFuture Frequency Month/Q/YrOn demand Source ObjectiveRelevant

22. DifferencesFinancial Accounting Managerial Accounting Quality PreciseTimely Purpose CommunicateMake decisions Required Mandatory - Rules GAAP/IFRS -

23. Measurement Skills Controlling Planning Decision Making Decision Making The primary purpose of this course is to teach measurement skills that managers use to support

24. What do managers do? Plan Make sound Decisions Make sound Decisions Control

25. Planning Establish goals. How will goals be achieved? Action plan Develop Budgets.

26. Controlling Gathers actual results to compare to the plans Gathers actual results to compare to the plans

27. Decision Making Choose between alternatives

28. Strategy  Customer Intimacy  Match quality to price = Operational Excellence  Innovate – Product Leadership 1-7

29. Strategy  Customer Intimacy  Match quality to price = Operational Excellence  Innovate – Product Leadership 1-7

30. Enterprise Risk Management What could go wrong?What could go wrong? Identify the risksIdentify the risks Manage them with controlsManage them with controls Should I try to avoid the risk, accept the risk, or reduce the risk?

31. Enterprise Risk Management Day 1 ERM.docx

32. Is it useful to the customer? 1-9 Creating value

33. Going about creating value Research and Development Product Service Process Design ProductionMarketingDistribution Customer Service 1-10 Value Chain

34. Going about creating value Research and Development Product Service Process Design ProductionMarketingDistribution Customer Service 1-10 Value Chain

35. Produce Goods in Anticipation of Sales Make Sales from Finished Goods Inventory Traditional Manufacturing Store Inventory

36. Lean Production Customer places an order Create Production Order Generate component requirements Production begins as parts arrive Goods delivered when needed Components are ordered

37. Understand the problem to know what data to analyze and measure data-driven analysis

38. Measurement Skills What net income should my company report to its stockholders? Report historical data that complies with GAAP/IFRS

39. Measurement Skills How will my company serve its customers? Measure and analyze mostly nonfinancial, process-oriented data.

40. Measurement Skills Will my company need to borrow money? Measure and analyze estimated future cash flows.

41. Ethical behavior Fairness – play by the rules truth and sincere

42. Day 1 corruption.oxps

43. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE Competence  Maintain expertise  Respect the Law  Communicate accurate, concise, clear, and timely information  Communicate problems

44. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE Confidentiality  Keep it secret  Do not misuse

45. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE Integrity  Avoid conflicts of interest  Avoid misconduct (drinking, drugs, stealing, cheating, harrassing )

46. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE Credibility  Disclose only relevant information closely connected or appropriate to the matter at hand

47. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE Resolution of Ethical Conflict  Follow company policy if not talk to higher management  Contact an attorney

48.  dAY 1statement of Ethics_web.pdf dAY 1statement of Ethics_web.pdf

49. Corporate Social Responsibility Consider needs of all stakeholders when making decisions. Consider needs of all stakeholders when making decisions. Customers Employees Communities Suppliers Stockholders Environmental & Human Rights Advocates

50. Corporate Social Responsibility Consider needs of all stakeholders when making decisions. Consider needs of all stakeholders when making decisions. Customers Employees Communities Suppliers Stockholders Environmental & Human Rights Advocates

52. Team Assignment Day 1 Team assignment.pdf

53. http://manufacturing.stanfor d.edu/