Costing System in Batch Production (PEL) .

1 Managerial Accounting
First of all I am thankful to ALLAH Almighty who has created us, gave us
the power to understand and the power to gain knowledge. Without HIS
kind guidance I would have not been able to complete any task given to me.
Managerial Accounting
Submitted to: Mr. Abdul Rafey
Dated: July 20, 2009
Submitted by:
M.Khubaib Khan Shirwani (043432-031)
Table of Contents
Acknowledgement………………………………………………………………..
Activity Chart ……………………………………………………………………
Authorization Letter……………………………………………………………..
Executive Summary……………………………………………………………..
Refrigeration Industry of Pakistan ………………………………………………
Costing system of Refrigeration Industry ………………………………………
Company Description …………………………………………………………….
Strategic Plan & Focus……………………………………………………………
Cost of Production……………………………………………………………….
Cost System in Batch Production………………………………………………..
Product costing in Batch production…………………………………………….
Costing System in PEL an overview………………………………………………
Cost-volume profit analysis………………………………………………………
Profit planning & Budgeting…………………………………………………….
Standard costing…………………………………………………………………..
Conclusion & Suggestion………………………………………………………….
Bibliography………………………………………………………………………
Annexure ………………………………………………………………………….
Acknowledgment
For whom who created us, fed us, brought us up and gave us
knowledge. Who is the most merciful, most beneficial and most
forgiver. "In the name of God, the Merciful, the Compassionate. Say (O
Muhammad) He is God the One God, the Everlasting Refuge, who has
not begotten, nor has been begotten, and equal to Him is not anyone."
For whom who is more loving and kinder than a mother to her dear
child? For whom who are the First and the Last?
I am very thankful to Mr. Rafey at UMT who gave me a chance to prove
myself to gain something, to learn something, to experience something
and test myself through an independent study. I am desperately like to
thank Mr. Manzar Hassan (C.F.O. PEL) and S.M.Amir(Manager costing
PEL)who gave me the opportunity to know the deep complexities of
Costing Systems as a key topic of managerial accounting.
Authorization Letter
To Whom It May Concern:
I, Abdul Rafay, Resource Person for the course of Managerial Accounting at UMT,
hereby authorize the following student to conduct an Independent Study on ‘Costing
system of refrigeration industry in Pakistan’.
- M. Khubaib Khan Shirwani ID # 043432-031
I wish him good luck for their project.
Authorizer,
_________________________________
Abdul Rafay
Resource Person: Managerial Accounting
School of Business & Economics
University of Management & Technology
Activity Chart
Date Topic Status Remarks

13-05-09 Independent Complete Due to clash in subjects in Current
Study Semester & improvement of c.g.p.a
Registration
02-06-09 Dean Done
recommendation
09-06-09 Head of Dept. Done

recommendation
10-06-09 Meeting with Done Receiving of Recommendation from
Resource person Dean & Head of Dept. of Finance.
Mr.Rafey
12-06-09 Road map for Done Recommended book to study to
Study understand the topics of the subject
19-06-09 PEL Topic for Done Study about the Costing system of
Ind. Study Manufacturing Industry.
24-06-09 Meeting with Done Discuss the scope of study &
C.F.O. PEL Manager Costing was consulted
29-06-09 Meeting with Continuous Discuss the progress of the study.
Resource Person
03-07-09 Manager costing Continuous Communication through Email &
Cell phone
11-07-09 Resource person Continuous 50 % of the study is done
20-07-09 Manager costing Meeting
23-07-09 Resource person 70% of the study submitted

Refrigeration industry
28-07-09 White House meeting C.E.O. White house shared some
precious Information
07-08-09 Resource Person Meeting Ask some more Information about the
pricing system
14-08-09 Manager Meeting Collection of some formats of
Costing Costing system of PEL.
16-08-09 Resource Person Meeting Submission of 90% of study
Executive Summary
After conducting a thorough research on the costing system of refrigeration industry in

Pakistan. I concluded that, Pakistan is on of the growing Refrigeration Market over the
years in the world. Pakistan has shown massive growth in the manufacturing of Air
conditioner & Refrigerator. I was assign to conduct its costing system how these
manufacturers incur their cost to earn maximum profit with ultimate efficiency. I took
Pak Elektron ltd(PEL) as an assumption of the study. After visiting the plant in & Finance
office of PEL in Lahore I come to know that most of the Refrigerator Manufacturers are
Doing Batch production same is the case with PEL. They have an activity based Material
costing system but they incur their Labor & F.O.H. periodically and than they divide it to
different jobs done in manufacturing procedure. Because it is very difficult to calculate
Labor & FOH as per job completed. Therefore, I attached some of the formats PEL is
using for its costing system for the better understanding of the costing system of
refrigeration industry in Pakistan.
Refrigeration Industry of Pakistan
Pakistan has in recent years offered a rapidly expanding market for airconditioning and
refrigeration equipment and parts. Local production has increased significantly and meets
over 75 percent of the total demand. by nearly 31 percent, averaging a growth of over 15
percent each year. Both local production and imports grew at a similar rate, a growth of
33 percent, but its share of the total market remained at approximately 23 percent. The
U.S. share of the Pakistan market is nearly 7 percent, but its share of the import market is
approximately 30 percent. Pakistan's economic conditions make it unlikely that the total
market will grow by more than 10 percent each year over the next two years. Growth is
expected to be centered on local production. The import market growth is expected to be
limited to five percent annually, and to be derived largely from demand from local
manufacturers, all of whom use imported raw materials, components and sub-components
to manufacture their products. U.S. exports are expected to increase as an increase in
local production will raise the demand for air conditioner compressors; and increasing
commercialization will increase the demand for industrial airconditioning and
refrigeration equipment, for which the U.S. already enjoys an excellent market
reputation.
The growth of the domestic industry has been encouraged by increasing demand and by
government policies which encourage local production. The Government of Pakistan
(GOP) offers lower customs duty rates to air conditioning and refrigeration equipment
manufacturers for the import of raw materials, components and sub-components which
are not manufactured locally. It also enforces a deletion program. As a result, Pakistan
now produces the country's entire demand for deep freezers, approximately 75 percent of
its demand for refrigerators, and nearly half of its requirement for airconditioners. Local
production is really an assembly-cum-manufacture process.
Although the market is continuing to grow, effective demand has been surpressed as a
result of the slowdown in the country's economy: bank loans are no longer readily
available to manufacturers, and current lending rates are high; and consumers face higher
prices because of the fall in the value of the rupee vis a vis the dollar. The restricted
demand has now led to a reduction in production by some units, while others have not be
able to increase production as planned.
Raw material
Imports are now comprised largely of raw materials such as polystyrene sheets (ABS and
HIPS), aluminum sheets, steel sheets,copper tubing, electrostatic paint powder, CFC-free
gases, chemicals for insulation materials manufacture; components such as compressors,
thermostats, switches, electric motors, door gaskets, evaporators, driers and electronic
controls; and of complete units such as industrial airconditioning equipment,
medical storage refrigerators, blood banks and cold storage plants. Pakistan's financial
crisis and its trade imbalance has led to repeated devaluations of the Pakistan Rupee that
have eroded the consumer's purchasing power. This has resulted in a curtailment of
production plans of the well-established manufacturers, and the reduction in production
of the less efficient units.
Manufacturers face other difficulties as well: bank loans are available only at interest
rates varying from 12 to 18 percent; and production costs have increased as a result of the
increase in electricity charges. A semi-government manufacturing facility for domestic
refrigerators and airconditioners has ceased manufacture, a private sector firm has
curtailed its production of split units, and yet another private sector manufacturer has
closed its deep freezer manufacturing line and postponed plans for the assembly of split
airconditioners. As a result, the total market is not expected to grow beyond 10 percent
and the import market by a mere 5 percent over the next two years. While the demand for
raw materials is expected to increase, the demand for components can be expected to
increase at a diminishing rate as production units implement the GOP's deletion program.
According to this program, all local manufacturers of domestic appliances are required to
chalk out a deletion program, spread over a maximum of five years, within which time
they are required to achieve a minimum deletion in the manufacture of components to the
extent of 75 percent of the C and F value of the inputs of the manufactured items.
Product Definition
This sector analysis of the airconditioning and refrigeration equipment market includes
the following products identified by their corresponding Harmonized System (H.S.)
Codes:
H.S. Code Product/Product Categories
8415 Air conditioning equipment, residential/
- commercial and industrial, and parts
8414.30 Compressors for refrigerating (and air-
- conditioning) equipment.
8418.10-69 Refrigerators, freezers and other
- refrigerating equipment, electric or
- other, and parts; and cold storage
equipment.
Suppliers
Pakistan's major suppliers are South Korea for built-up refrigerators, and Japan for
airconditoners. Its major suppliers of parts and components as well as of industrial
refrigeration equipment are South Korea, Japan, Thailand, Italy, the United States,
France, and more recently, Malayasia. U.S. imports
in this industry sector have been concentrated on the import of compressors for
airconditioners.
Pakistan's market for airconditioning and refrigeration equipment and parts has shown
steady overall growth over the last decade. The domestic industry has been spurred by
growing demand and by government policies which encourage local manufacture.
Several manufacturing units have in recent years increased
or diversified their production for the assembly-cum-manufacture of air-conditioning and
refrigeration equipment. As a result, the total market for air-conditioning and refrigeration
equipment grew by nearly 180 percent over the last decade and has grown by over 30
percent over the last three years. Duties made imports of built-up refrigeration and
airconditioning units unattractive.. Domestic production meets theentire country's
demand for deep freezers, 75 percent of the demand for refrigerators, 50 percent of the
demand for split airconditioning units and 60 percent of the demand for window
airconditioning units. Water coolers are no longer imported as the production
of two or three domestic units meets market demand. Their supply is supplemented when
required by a number of small units based chiefly in Punjab province.
Foreign Suppliers
The following lists the country's major foreign suppliers to this industry sector:
Refrigerators: LG, Samsung and Daewoo from South Korea; and
National, Japan. Split unit airconditioners: National, Japan; LG, South Korea; and
Carrier, USA. Window airconditioners: Toshiba and National from Japan; Fujitsu, Japan
under the brand name GENERAL from Malaysia, Thailand and Indonesia; and several
Chinese manufacturers. Parts for industrial refrigeration and airconditioning equipment:
Matsushita and Sanyo from Japan
for gas-fired chillers; York, Carrier and Trane from the U.S. for electric chillers and
airside equipment;Rotacell from Malaysia and Misan from Thailand for cooling towers of
up to 300
tons capacity; Shinwa, Japan for large and small cooling towers; and both Marley and
Baltimore from the United States for cooling towers of up to 1,000 tons capacity.
Compressors for refrigerators: Carrier, Bristol, Tecumseh and
Copeland, USA. Compressors for deep freezers: Unite Hermatique, France (a licensee of
Tecumseh, USA); Nicchi,
Italy; Danfoss, Germany; Danfoss, Slovania; and Embracco, Brazil.
Thermostats: Ranco, U.K; Pacific Controls, South Korea; Matsushita, Japan; Danfoss,
Germany; and ATEA Italy. Fan motors: Olmo, Italy and EMB,Germany. Solid state
relays: Sealed Unit Parts Co, USA.
Copper tubing:
Bouyang, South Korea and Trefemeteaux, France. Steel sheets: Kawasaki, Japan and
Thessyn, Germany. Aluminum sheets: ALCAN, Italy and Kibar, Turkey.
Chemicals for manufacture of insulation materials and
polystyrene sheets (ABS AND HIPS): ICI, U.K; Bayer and BAS from Germany and
DOW Chemicals, (USA) from Singapore.
Costing system of Refrigeration Industry

After making an in depth study of refrigeration industry of Pakistan we can move forward
to study the implications of costing system of refrigeration industry. As we know that
Managerial accounting suggests us to go for Job order costing in batch production for the
engineering industry like refrigeration. Therefore, we select Pak Electron Ltd. To further
investigate the implications, fundamentals of Batch production on the profitability of
manufacturing process of PEL.
Company Description
Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan.
It was established in 1956 in technical collaboration with M/s AEG of Germany. In
October 1978, the company was bought by the Saigol Group of Companies. Since its
inception, the company has always been contributing towards the advancement and
development of the engineering sector in Pakistan by introducing a range of quality home
appliances and by producing hundreds of engineers, skilled workers and technicians
through its apprenticeship schemes and training programmers.
The company comprises of two divisions:

Appliances Division
Power Division
Power Projects
The products manufactured by PEL have always been of high standard and the name
'PEL' is synonymous with QUALITY all over Pakistan. Since its inception, the company
has been working for the advancement and development of engineering know-how in
Pakistan. The company has produced hundreds of engineers, skilled workers and
technicians through its apprenticeship schemes & training programs.
PEL has been continuously adding new products to its range. As a result, PEL has
registered a significant increase in its sales volume, during the last ten years.
ISO 9002 CERTIFICATION
PEL was 16th Company in Pakistan which got ISO 9002 Certification in 1997, since then
PEL Management is applying this International Standard Practices for Effectively
Managing Quality of Products and Services that Company Offers. The International
Standard Practices in PEL have been Upgraded as per the Revised ISO 9001 Standards
and its Scope of Application is expanding ever since and Top Management is
Committed to make PEL a Total Quality Management (TQM) Company.
In PEL Company Quality is the Subject of Management at all Levels. Top management is
not only tremendously improving our Working Environment but also investing in
improving internal Communication Network for better Teamwork. Continuous Up-
gradation in production facility/equipment thus going for State-of-the-art production
facility reflects management Vision and commitment for Quality. Having around Fifty
years of Manufacturing experience with a cooperative and dedicated employees and now
coupled with efficiency monitoring processes and Data Analysis enable management to
take Preventive Actions before things really go wrong.
Elimination of wasteful activities, practices, processes, norms and behavior are the top
management's priorities that need to be managed so that the philosophy of ZERO
DEFECT can be taken on board. Benchmarking with National and International repute
Organizations will be in our road to manufacturing excellence to prove PEL as a World
Class Manufacturer.
Appliances Division
PEL’s Appliances Division is the flag carrier of the Saigol Group. This Division of PEL
consists of home appliances manufacturing.
PEL window-type air conditioners were introduced in 1981 in technical collaboration

with General Corporation of Japan. Ever since their launch, PEL air conditioners have a
leading position in the market. PEL air conditioners cooling performance has been tested
and approved by Copeland and ITS USA and today PEL holds approximately 45% of air
conditioners market share.
PEL launched its Cool life Split air-conditioner which is a technologically advanced
model specially designed for Pakistan market. This masterpiece from PEL provides
maximum cooling even at very high temperatures while minimizing your electricity
consumption. Its salient features include:
 Low power consumption

 Low Voltage startup
 Hydrophilic Aluminum Fins
 3-bend heat exchanger
 Scientific Louver Rotation (SLR)
 Independent de-humidification function
 Anti-bacterial and anti-dust filters
PEL Air Conditioners have been specially designed for countries, having climatic
conditions similar to Pakistan. The Air Conditioners have excellent cooling capabilities at
extreme temperatures at varying levels of humidity; high air dust and uneven local power
supply conditions.
Power Division
PEL Power Division manufactures energy meters, transformers, switchgears, Kiosks,
compact stations, shunt capacitor banks etc. All these electrical goods are assembled
under strict quality control and in accordance with international standards. PEL is one of
the major electrical equipment suppliers to Water and Power Development Authority
(WAPDA) and Karachi Electrical Supply Corporation (KESC), which are the largest
power companies in Pakistan.
Over the years, PEL electrical equipment has had been used in numerous power projects
of national importance within Pakistan. PEL has the privilege of getting its equipment
approved and certified from well-reputed international consultants such as:
 Preece, Cardew and Rider, England
 Harza Engineering Company, USA
 Snam Progeti, Italy
 Societe Dumezm, France
 Miner & Miner International Inc. USA
 Ensa, France
In spite of stiff competition from emerging local and multinational brands, PEL Group's
appliances and electrical equipments have remained in the spotlight due to constant
innovation. Strategic partnerships with Copeland, Danfoss, Samsung and others have
enabled the PEL Group to incorporate new technologies into existing product ranges, thus
giving the Pakistani market access to innovative, affordable and quality products.
The products manufactured by PEL have always been of high standard and the name
'PEL' is synonymous with QUALITY all over Pakistan. Since its inception, the
company has been working for the advancement and development of engineering know-
how in Pakistan. The company has produced hundreds of engineers, skilled workers and
technicians through its apprenticeship schemes & training programs.
PEL has been continuously adding new products to its range. As a result, PEL has
registered a significant increase in its sales volume, during the last ten years.
STRATEGIC PLAN AND FOCUS

This section covers three aspects of corporate strategy that influence the marketing plan:
• Mission/Vision.
• Goals.
• Core Competencies/sustainable competitive advantage.
Mission/Vision
The mission and vision of Pak Elektron Limited (PEL) is to market lines of high quality
home appliances and power division products at affordable prices that satisfy consumers
in the fast growing electronic and power segment while providing challenging career
opportunities for employees.
Goals
Non-Financial Goals:
 To add a new product to its range in every third year for increasing the sales volume.
 To set an image as the best quality of local home appliances.
 To set an image as the best quality of local power division products.
Financial Goals:
 To obtain a real (inflation-adjusted) growth in earning per share of 10% per year over
time.
 To increase the market share of split unit to at least 20%-25% by the end of 2010.
Core Competencies/sustainable competitive advantage
 Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan.
 PEL was 16th Company in Pakistan which got ISO 9002 Certification, ever since and
Top Management is Committed to make PEL a Total Quality Management (TQM)
Company.
 Huge distribution network all over Pakistan.
To translate these core competencies into a sustainable competitive advantage,

the company will work closely with key suppliers and distributors to build the
relationships and alliances necessary to satisfy the standards of customers.
Operating Results:
The gross sales of Rs. 8.075 Billion, from Rs. 6.077 Billion in the last year, have shown
an increase of 33%. Profit after tax has also registered a corresponding increase of 25%.
A list of key financial results is given below:
Financial Results (Rs. in Million) 2008 2007

Gross Sales 8,075 6,077
Gross Profit 1,489 1,070
Operating Profit 893 659
Profit Before Tax 442 280
Profit After Tax 347 277
Growth Rate
The industry is experiencing a phenomenal growth in last three to four years. Three years
back the total demand for split units was 180000 Units/year which rapidly increased to
280000 Units/year in 2002-03, in 2004 the demand reached to 300,000 units, in 2006 it
was 336000 units and in 2007 it is estimated to reach 350,000 units.
COST OF PRODUCTION
Cost of production varies from unit to unit. Average figures provided by the industry for
split units are:
Rs. Rs. Rs.

Selling Price 20,000
Direct Cost
Materials 14,000
Labor & Factory Overhead 1,975 15,975 (15,975)
Gross Profit 4,025

Indirect Cost
Admin & Selling Cost
Admin expenses 375
Selling Cost Fixed 1,200
Selling Cost Variable 450 2,025 (2,025)
Operating Profit 2,000

Financial Charges Varies from
unit to unit
• Cost System in Batch Production

• Costs are assigned to each job or batch
• A job may be for a specific order of inventory
 May be a unit: ex.
 or a Batch of units: ex.
• A key feature:
• Measures costs for each job completed - not for set time periods; Average cost per
unit computed on a per job basis.
o JOB ORDER COST FLOWS
• A. In general, the cost flow parallels the physical flow of the materials as they
are converted into finished goods.
• Manufacturing costs are assigned to Work in Process Inventory.
• Cost of completed jobs is transferred to Finished Goods Inventory.
• When units are sold, the cost is transferred to Cost of Goods Sold.
• B. Recording Direct Materials, Direct Labor and
• Overhead costs
• Use a Job cost sheet to record the costs related to a specific job on a daily basis;
used to determine the total and unit costs of a completed job.
o DIRECT MATERIAL COSTS (DM)
• Debit Raw Materials Inventory when Purchase direct or indirect materials
• Materials requisition form shows written authorization when materials are issued
to (i.e., used in) production
• Debit Work-in-Process Inventory when direct materials are Used

• Indirect Materials used are treated as an overhead cost. (i.e., Debit Manufacturing
Overhead Account as shown later)
o DIRECT LABOR COSTS (DL)
• Consists of gross earnings of factory workers, employer payroll taxes on such
earnings, and fringe benefits incurred by the employer.
• Debit Work-in-Process Inventory when direct labor is recorded (ie., whether paid
or accrued) based on time tickets
• Indirect labor is treated as an overhead cost. (i.e., Debit Manufacturing Overhead
Account as shown later)
o MANUFACTURING OVERHEAD COSTS (OH)
• Assigning manufacturing overhead costs to a specific job is difficult (i.e., it is an
indirect cost). Therefore, it is assigned to products using an allocation process
• Manufacturing overhead is a Control Account. It is used to keep track of two
things: Actual Overhead costs incurred and Overhead costs assigned to inventory
(also known as overhead applied).
• DEBIT Manufacturing Overhead Control when
• actual manufacturing overhead costs are incurred.
• Note: The subsidiary ledger consists of individual accounts for each type of
overhead cost, but the controlling entry is a debit to Manufacturing OH
• CREDIT Manufacturing Overhead Control

• when Overhead is Applied to production.
• Must be assigned to work in process and to specific jobs on an estimated basis by

using
o PREDETERMINED OVERHEAD RATE
• Based on the relationship between estimated annual overhead costs and expected
annual operating activity.
• Established at the beginning of the year.
• Expressed in terms of an activity base such as

• Direct labor costs, Direct labor hours, Machine hours, or any other
activity that is an equitable base for applying overhead costs to jobs.
• Ideally, the activity base chosen should drive overhead costs
• Assigning overhead costs to inventory involves a two-step process:
• 1st: Determine the Predetermined Overhead Rate:

• 2nd: Overhead is “Applied” or Assigned to work in process inventory during the
period based on actual activity.
• SUMMARY OF COST FLOWS:
• Debit WIP Inventory → FG Inventory → COGS
Product costing in Batch production
Job information (PEL)
Job # (Job # CS-100)
Job description Refrigerator
September
Date started (mm/dd/yyyy) 2,2008
Date completed September
(mm/dd/yyyy) 30,2008
Number of units completed 1500
Direct Material Information:

Material Material Material Material Material
1 2 3 4 5
15-Sep-
Date of issue (mm/dd/yyyy) 2-Sep-08 8-Sep-08 08 0-Jan-00 0-Jan-00
Requisition # 308 306 307 0 0
Quantity (Kg, Meters, etc.) 1500 1500 1000 0 0
Rate per unit 200 220 240 0 0
Direct Labor information:

Labor 1 Labor 2 Labor 3 Labor 4 Labor 5
Date of incurre 10-Sep- 20-Sep-
(mm/dd/yyyy) 5-Sep-08 08 08 0-Jan-00 0-Jan-00
Time card # 306 302 303 0 0
Number of hours 2500 2000 1500 0 0
Rate per hour 25 27 28 0 0
Manufacturing overhead information:

MOH 1 MOH 2 MOH 3 MOH 4 MOH 5
10-Sep- 20-Sep-
Date (mm/dd/yyyy) 5-Sep-08 08 08 0-Jan-00 0-Jan-00
Activity Base (DLH / MH /
DLC) DLH DLH DLH DLH DLH
Quantity 2500 2000 1500 0 0
Application rate 25 27 28 0 0
Other information
30-Sep-
Date of shipment (mm/dd/yyyy) 08
Units shipped 1500

Sale price per unit 800
Marketing & Admin. expenses per unit 50
Job Cost Sheet(PEL)

Job number (Job # CS-100) Descriptio Refrigerator
Date September
Date started September 2,2008 completed 30,2008
Number of units completed 1500
Direct Material
Requisitio Unit price
Date n# Quantity (units) (Rs.) Cost (Rs.)
02-Sep-08 308 1500 200 300,000
08-Sep-08 306 1500 220 330,000
15-Sep-08 307 1000 240 240,000
00-Jan-00 0 0 0 0
00-Jan-00 0 0 0 0
Direct Labor
Time Card
Date # Hours Rate (Rs.) Cost (Rs.)
08-Sep-08 306 2500 25 62,500
10-Sep-08 302 2000 27 54,000
20-Sep-08 303 1500 28 42,000
0-Jan-00 0 0 0 0
0-Jan-00 0 0 0 0
Manufacturing overhead (Applied)
Activity Application
Date Base Quantity rate Cost (Rs.)
08-Sep-08 DLH 2500 25 62,500
10-Sep-08 DLH 2000 27 54,000
20-Sep-08 DLH 1500 28 42,000
00-Jan-00 DLH 0 0 0
00-Jan-00 DLH 0 0 0
Cost Summary
Cost item Amount (Rs.)
Direct Material 870,000
Direct labor 158,500
Manuacturing
overhead 158,500
Total cost 1,187,000
Per unit cost 791.33
Shipping Summary
Units Units remaining in ending Cost balance
Date shipped inventory (Rs.)
30-Sep-08 1500 0 0
Profit summary
Sale 1,200,000
Less:
Factory cost 1,187,000
Marketing & Admin. expenses 75,000
Net Profit (62,000.00)

Profit per unit (41.33)
profit percentage -5.17%
Batch costing is a modified form of job costing. While job costing is concerned with
costing of jobs that are executed against specific orders of the customers, batch costing is
used where articles are manufactured in definite batches. The articles are usually kept in
stock for selling to customers on demand. The term batch refers to the lot in which the
articles are to be manufactured. Whenever a particular product is required, one unit of
such product is not produced but a lot of say 500 or 1000 units of such product are
produced. It is therefore also known as “Lot Costing”. This method of costing is used in
case of pharmaceutical or drug industries, ready-made garment factories, industries
manufacturing component parts of radio sets, television sets, watches, etc.
The costing procedure for batch costing is similar to that under job costing except with
the difference that a batch becomes the cost unit instead of a job. Separate job cost sheets
are maintained for each batch of products. Each batch is allotted a number. Material
requisitions are prepared batchwise, the direct labour is engaged batchwise and the
overheads are also recovered batchwise. Cost per unit is ascertained by dividing the total
cost of a batch by number of items produced in that batch. Ordinary principles of
inventory control are used. Production orders are issued only when the stock of finished
goods reaches the ordering level. In case the batches are repetitive, the costing work is
much simplified.
Since in batch costing production is done in batches and each batch consists of a number
of units, the determination of optimum quantity to constitute an economical batch is all
the more important. Such a quantity can be fixed on the basis of same formulae and
principles as are applicable to economic order quantity of materials.
Economic Batch Quantity = 2U x P

S
Where:
U = Annual demand
P = Setting up and order placing costs per batch
S = Storage or inventory carrying over cost per unit per annum
COSTING SYSTEM IN PEL-AN OVERVIEW

o PEL Job Order Costing System in Batch production
• Three Divisions (SBUs)-Multiple Products
o Appliances Division
• Refrigerators 14 to 18 different models
• Air Conditioners 06 to 08 different models
• Deep Freezers 05 different models
• Trading Items 05 different products
o Power Division
• Distribution Transformers 12 to 15 different ratings
• Power Transformers 04 to 06 different ratings
• Energy Meters 05 different ratings
• Switchgears Various products
o Power Projects
• Various projects, each project is, at the same time, treated as an individual job
with multiple jobs/ functions going on within a project.
• Cost Accumulation On individual jobs
• Raw Material, Direct Through Inventory System Issue Vouchers
• Labour Standard – Standard hours x standard rate, at each production transaction
 FOH Standard-Applied at predetermined rate at each production
transaction
• After cost is accumulated on a job, cost of units produced (production transaction)
is transferred to Cost of Goods Manufactured. Each job is analysed with respect
to standard material and actual. Total of all jobs (completed production) of one
model is reported as total. For the sake of simplicity, conversion cost is treated as
period cost and expensed out on monthly basis.
• Reporting On Monthly Basis. Built upwards from each job to model to
product, then to division and ultimately to company level
• Sale Variances-Volume & Price
• Material Cost Variances-Price and Volume
Power Power Projects
Division Division (new)
s
Or
Refrigerator Appliances Division Microwave

oven
Batch Production
Standard Rate,Quantity,Material,Hours,F.O.H. & Price.
Variance Analysis (Actual vs. Applied)
Air Conditioner
Job Order #
Logistics Job Description Finance
10,000 units
13,500Rs./unit
3months
Admin Marketing
Production F.O.H.
Direct Labor Accm. Periodically
Accm.periodically Injection moulding section
Conjunction Section 30 days
30 days Application rate
App. Rate Lower Assembly Sec.
5 others Etc. Difficult to measure
Difficult to measure / job
/job. Quantity
#.of hours #.of hours
Direct Material
Treat Individually
Rate/unit
Requisition#
Quantity kg,meters,etc.
Date
Job Cost Sheet

D.M+D.L.+F.O.H.=T.C./Job, T.C./Units=Cost/unit
CVP Analysis
Contribution Margin.
Budgeting System Investment Centers & Transfer pricing C.M. Rtio
? B.E.P.
Production Report Margin of safty
Sales Before Tax
Process Costing Sales after Tax
Not Applicable in PEL
Engineering Industry
Using Batch Production
Cost-volume profit analysis
Company Name: (PEL)

For the coming
Period: year2008
Estimated or Budgeted
information:
Sale price per unit 63 Rs.
Sale in units 14,400 Units
Variabel cost per unit 43 Rs.
Fixed cost in total 100,000 Rs.
Target profit before tax 0 Rs.
Target profit after tax 288,000 Rs.
Tax rate 35%
Break Even Point is the level of sales required to reach a position of no profit, no loss. At
Break Even Point, the contribution is just sufficient to cover the fixed cost. The
organisation starts earning profit when the sales cross the Break Even Point. Break Even
Point can be calculated either in terms of units or in terms of cash or in terms of capacity
utilization. It can be calculated as follows:
BEP in units = Fixed Cost / Contribution per unit
BEP in cash = Fixed Cost / P.V. Ratio
BEP in terms of capacity utilization = BEP in units / Total capacity x 100
B rea
k
Even Volume can be better explained with the diagram above.
PEL
For the coming year2008
Contribution margin
Per unit 20 Rs. per unit
In Total 288,000 Rs.
Contribution Margin Ratio
0.320
In percentage 32.00%
Break-Even point
In units 5,000 units
In Rupees 312,500 Rs.
Margin of Safety
In percentage 65.28%
Sale to earn target profit (Before Tax)
Sale to earn target profit (After Tax)
In Rupees 1,697,115 Rs.
Proof of Break even point:

Rs.
Sale: 312,500
Less: Variable cost: 212,500
Contribution margin: 100,000
Less: Fixed Cost 100,000
Profit before tax 0
Less: Tax 0
Net profit 0
Proof of Target profit befor Tax

Rs.
Sale: 312,500
Less: Variable cost: 212,500
Profit before tax 0
Less: Tax 0
Net profit 0
Proof of Target profit after tax
Rs.
Sale: 1,697,115
Less: Variable cost: 1,154,038
Profit before tax 443,077
Less: Tax 155,077
Net profit 288,000
The positive difference between the operating sales volume and the break even volume is
known as the margin of safety. The larger the difference, the safer the organization is
from a loss making situation. It can be calculated either in cash or in units.
Margin of Safety can be derived as follows:
Margin of Safety = Actual Sales – Break even Sales
Margin of Safety (in cash) = Profit___
P/V Ratio
Margin of Safety (in units) = Profit______
Contribution/unit
 What is Profit/Volume Ratio?

Profit-Volume Ratio expresses the relationship between contribution and sales. It
indicates the relative profitability of diff products, processes and departments.
Formulae:
P/V ratio = S – V/ S X 100
= Cont / Sales X 100
= Change in profit or loss / Change in sales
Profit planning & Budgeting
What is Budgetary Control? What are the steps involved in Budgetary Control?
Budgetary control is the management process of using budgets to monitor and control the
performance of the organization. This is done by comparing the planned values (in the
budget) with the actual values as they occur during the year.
A budget has been defined as a financial and quantitative statement prepared and
approved prior to a defined period of time, of the policy to be pursued during that period
for the purpose of attaining a given objective.
The following steps are involved in Budgetary Control:
1. Establishment of Budgets: Targets are fixed for each function relating to the
responsibilities of individual executives.
2. Measurement of actual performance.
3. Comparison of actual performance with budgeted performance to detect deviation.
4. Analysis of the causes of variations and reporting
What are the uses of diff budgets?
 It serves a declaration of policies
 Defines the objectives/ targets for executives, at all levels.
 Means of coordination of activities
 Means of communication
 Facilitates centralized control
 Helps in planning activities
COMPETITIVE PRIORITIES:
 COST:
Low cost
 QUALITY:
Consistent quality with high class appliance performance
 FLEXIBILITY:
A lot of volume, equipment and workforce flexibility is present
LOCATION:
PAK ELEKTRON was set up in 1956, at that time the location site was selected outside
Lahore City 14km Ferozpur road, Kot Lakhpat Industrial Area. The site for the purposes
of the operation was selected by adopting the judgmental method and no sophisticated
technique was utilized. The following were the dominant factors, which moved the
management to select the site for the facility location.
CAPACITY:
APACITY:
“Capacity is the maximum rate of output for a facility”.
CAPACITY MEASURE:
In every department PEL has got several machines which are used in the production
ofvarious appliances and electrical equipment whose capacity is measured in term of the
output measures.
CAPACITY STRATEGIES
CAPACITY CUSHION
On the average each department has the capacity cushion which varies from 5% to 15%
ECONOMIES OF SCALE
PEL is trying to reduce its cost through enjoying the economies of scales in his processes.
Because of the purchasing in the bulk and using the activities as the measure of the
overhead charges PEL has been successful in reducing
• The cost of materials
• The cost struck in the processes
• The cost in the overhead.
REASON FOR WINDING UP OF COMPRESSOR BUSINESS:

In case of compressors the company failed to get economies of scale that’s why they have
closed the manufacturing of compressor. MR.FARYAL the production engineer has told
me that to get the economies of scale or to cover the fixed expenses they must have to
produce 3,50,000 compressors, where as their internal consumption is 1,00,000
compressors, so they must have to sell 1,50,000 compressors ( 60 % ) in outside market.
But at out side their compressor’s demand is not as much as required. So as a result they
have closed their business of compressor.
BOTTLE NECK :
In the whole production process there are certain stages, which are more time consuming
than the others. So this limits the out put rate to a minimum level to that which was
expected.
In the process of the refrigerator manufacturing the bottleneck is created at the thermo
foaming machine.
FORCASTING
DEMAND FORECASTING
“A forecast is the prediction of future events used for the planning purposes”.
PEL is also using this technique for the purpose of the getting the idea of the demand.
The basic demand of power division is coming from the KESC and from eight divisions
of WAPDA. They are the major customers of the company. The other customers of the
company are those industries, which have their own power plants.
FORECASTING TECHNIQUES:
There the three forecasting techniques are available for the purpose of the forecasting of
the demand, which are as under.
 Judgmental Method.
 Causal Method.
 Time Series Method.
The usage of these techniques depends upon the availability of the data about the past.
PEL is the company on go.
FORECASTING AT PEL:
The forecasting technique, which is being followed by PEL is the qualitative technique.
JUDGEMENTAL METHODS :
The main reason for the selection of this method of the forecasting is that they do not
have the data for the past. The following are the methods, which they are utilizing for the
purpose of the demand estimation under the Judgmental Method.
 SALES FORCE ESTIMATE
Sales force estimate of forecasts compiled by the members of the company’s sales force
(their dealers in each region) about the future demand of the product. They are using this
technique because they believe that their estimates are correct since the dealers are much
near to the market. MARKETING DEPATMENT is actually involved much in
forecasting. They observe the trend of the market and they set their target of sale then
they tell to the production that what is their target then production department make
productions according to the target set by marketing department.
Target set by the marketing department for this year up till JULY,31 is given below:
One more thing which is interesting is that demand of different colors of refrigerators is
different in different regions.
 NAIVE METHOD
This is the simplest method of the forecasting. PEL gets their demand forecast by this
method with it. They see the previous year’s demand coming from the WAPDA, KESC
and the other new companies. Then if any change is coming in their demand that is also
being incorporated by them. The demand from the new industries is taken from the
sanctioning of the loans by the financial institutions.
MATERIAL MANAGEMENT
“ Material management is concerned about short range decisions about supplies,
inventories, production level, staffing patterns, schedules and distribution”.
Decisions in these areas affect the whole of the organization, either directly or indirectly.
IMPORTANCE OF THE MATERIALS MANAGEMENT:
Because the whole of the organization depends upon the materials so it is very important.
The other reason behind it is that if of short range so it desires more of the attention of the
management. It is important for the PEL also.
INVENTORY MANAGEMENT
“ Inventory is a stock of anything held to meet the future demand of organization”.
For an organization Inventory Management is very important process.
INVENTORY CONTROL SYSTEM
The computer program, monitoring chart, E.O.Q. System & ABC Analysis can give the
amount to be ordered to the supplier.
The next step is that when to reorder for the purpose of the production if the inventory the
inventory goes below the limit. PEL has not designed any specific system to control the
inventory but anyhow they are using the following two systems to control the inventory.
1.CONTINUOUS REVIEW SYSTEM

Whenever the number of the units is drawn out of the inventory stores they judge the
position of the inventory that whether it is a time to reorder or not. In this way the
inventory is controlled.
GM of store dept. makes continuous review, random checking is also done and their
computer system also maintains the record of inventory and inform then about the
position of the inventory.
2.PERIODIC REVIEW SYSTEM

The second method of inventory control system is periodic review system. In this system
the inventory position is judge periodically instead of continuously.
INVENTORY SYSTEM IN PEL

PEL are using the periodic review system. They make the review charts on quarter basis
and after three months they see that whether the inventory is with in the limits or not. But
they told that there are limited number of suppliers & company is having a very strong
relationship with them that’s why the lead time is just in HOURS therefore the system
they are using is very near to JIT system.
REORDER POINT:
Optimal replenish inventory system is used by PEL. In more technical terms the
minimum level serves as reorder point.
For managing the Inventory of different types, The Company divides the inventory into
two broad categories.
1. Raw material Inventory
2. Finished goods Inventory
MATERIAL REQUIREMENT PLANNING
As such company does not prepare any formal “material requirement plan”. Reason for
not preparing the plan is that the operations of the company are simple. In the Appliance
division, major operations involve the assembling of parts. When the benefits of the MRP
are compared against the cost and time for preparing the MRP, it is believed that the
operations are too simple to use any such plan.
However it doesn’t means that no planning is done for the raw material and components
material planning is done for the items that have no independent demand.
It is based on the following; three inputs, which the company is using.

 B.O.M.
 Production Schedule.
 Inventory Records.
FLOW OF ACTIVITES
The flow of activities with respect to M.R.P. in the company.
ASP is prepared first followed by the production plan prepared by the Production Dept.
From here plan goes to the P & P. Dept.
In case if marketing Dept. suggests some changes in the design and specification of the
product, the requirements are mentioned to the Research and Development Dept. which
then work on the projects. Dept. identifies the items required and their quantity for single
product. From here the report goes to the P &P Dept., which after consulting Production
Dept. place orders.
QUALITY CONTROL:
THE PROCESS OF QUALITY
ISO has defined their quality standards. These standards are checked at every stage in
PEL. In PEL standards of quality in manuals indicating critical quality standards.
QUALITY DEPARTMENT
Its hierarchy of the quality control department is as follows:
RAW MATERIAL INSPECTION
When raw material is received the quality of raw material is inspected according to the
military standards MIL_STD_105E. According to these standards if the personnel of
receiving department will inspect according to the military standards. AQL4. If there is a
lot of 500 and they choose 13 sample from the whole lot then they select the sample from
the upper and lower and right and left side of the whole packet. It means that they select
the sample by way of diversifying the area. If the 2 units of the sample are rejected then
the whole lot will be rejected and if the lot is rejected then they call back the vendors and
vendor check that lot again. If the lot is very much needed by the production department
then they place a written request. The 100% inspection is done on it. In this case, they
call the vendors or their inspectors and they check it on 100% basis. But this happens in
very rare cases.
On the other hand if the lot is accepted then it is remarked as GRL (good received
lot) and sent to the store. While four copies of GRL are made and sent to the following
four departments:
 Purchase department
 Quality control department
 To store
 For computer entry
QUALITY CONTROL
PEL has also got certification for its two products. They have got this certification from
the Swedish firm and consultants “SGS”. They have got the 9002, which cover the area
from the production to after sale services. The following are the products for which have
gotten 9000 certification.
COMPRESSORS.
ENERGY METERS.
For the instrument transformers & refrigerator they are trying to get it.
QUALITY POLICY
The continuous improvement of all services through total
Involvement of all employees.
The developing and the strengthening of partnership with external and internal customers
and suppliers.
Providing innovative and higher quality products and services to achieve total customer
satisfaction by understanding their requirements and anticipating their future expectations
or needs.
AGGREGATE PLANNING
Aggregate planning is the projected statement of production rate, workforce level and
inventory holding based on estimates of customer requirements and capacity limitations.
This statement is time phased
Aggregate plan is based on Annual Sales Plan (ASP). On the basis of this plan, Annual
production plan (APP) is made. The production plan comprises the whole strategy for one
year regarding
 Production rate
 Workforce level
 Inventory level
The production plan considers the monthly production pace by its operational production
sheet.
Departments of Production, Marketing, Planning and Procurements, and personal &
Administration and Finance Dept. all work with collaboration to make the plan.
LINKAGE TO OTHER PLANS

In PEL on the top of the planning is the business plan. This plan is a projected statement
or income, costs and profits for the next years Including statement of balance sheet,
income statement and cash flow, which shows the source and resources the company.
TRANSPORTATION MODE
PEL is mostly using the road as the transportation mode. If they are Supplying. Their
products inter city then the trucks are used. But if they are sending it to outstation then
they use large trucks to send them at the price. The reason for their selection of this mode
is that they have to supply to the Destination of the user or customer.
PRODUCTION DEPARTMENT PROCESS
The production department of PEL is manufacturing two finished products.
(1)Refrigerator
(2)Compressor
All the operations of the production department are taking place with the help of
machinery. In production department there are total 550 workers, which are subdivided
according to the sub-sections. The production takes places after the issuance of Annual
Sales Plan by Marketing Department. When the production department receives that plan
then the next step is to prepare a Annual Production Plan. This annual production plan is
then further divided into monthly plans that are called Operational Plans. The operational
plans further down filtered to the weekly plans, which ultimately result in the daily
production. On the average, the production of refrigerator is 250 per day with some
variation.
The refrigerator, called “PEL COOL” is specially designed to work most efficiently under
the extreme climatic conditions of Pakistan. The 313 components are required to make a
refrigerator. First of all the Research & Development technically develops a single
refrigerator that is manufactured in thousands by the production department in different
models and colors. All the specifications about machinery and product are taken from the
Engineering and R & d departments.
The production department is also manufacturing the high-tec compressors for
refrigerators and deep – freezers. It is the first such plant in Pakistan that is
manufacturing all types of compressors for refrigerators and for deep-freezers.
The production department of PEL has following sub-sections.
* Compressor Section * Dyes & Molding Section

* Press – Shop * Plastic Injection Molding
* Paint Section * Refrigerator Assembly Line
TRAINING PROGRAMME:
They have also trained their quality inspectors. They have a program to train the quality
inspector and classes are also held. But they have no proper academy. Different
organizations send their employees, which trained them.
ISO 9000
Why ISO is Required FOR PEL
Quality management system given by ISO 9000 acts as a support to achieve customer
satisfaction benefits of ISO 9000.
 PEL competing against foreign competitor in the local market.
 Raise company image.
 A step toward total quality management.
 Perceived commitment to quality.
PEL need it because we promote the slogan “ The quality conscious company”.
More united workforce through total employee participation.
ISO Certified Product
The certified product of PEL is Energy Meter. The productions of meters are started on
August 1994. In January 1997 it got the ISO 9002 certificates. After the certification the
complaint level of every meter dropped to less than 0.07%.
On the job training competency certificate is issued. The team assesses weather they learn
anything or not.
The backbone of this system corrective and prevention action.
All the workers are trained here for skilled jobs.
There are six section in the energy meters different supervisors are divided according to
the section.
Standard costing
Material Information: (PEL)
Purchased Quantitiy of material 50,000 Units
Standard Quantity for material 42,500 Units
Actual Quantity Used 45,000 Units
Actual Price per unit of material 12.00 Rs.
Standard Price per unit of material 13.00 Rs.
Labor Information:
Hour
Actual hours worked 15,000 s
Hour
Standard hours allowed 16,250.00 s
Standard rate per hour 15.00 Rs.
Actual rate per hour 12.00 Rs.
Variance Analysis
Direct Material Price Variance:

Rs. Remarks
Purchased Quantity X Actual Price
50,000 X 12.00 600,000
Standard
Purchased Quantity X Price
50,000 X 13.00 650,000
Variance -50,000 Favorable
Direct Material Quantity Variance:
Rs. Remarks
Standard
Actual Quantity used X Price
45,000 X 13 585,000
Standard
Standard Quantity X Price
42,500 X 13 552,500
Un-
Variance 32,500 favorable
Direct Labor Rate Variance:

Rs. Remarks
Acutal hours worked X Actual Rate
15,000 X 12 180,000
Standard
Acutal hours worked X Rate
15,000 X 15 225,000
Direct Labor Efficiency Variance:

Rs. Remarks
Standard
Acutal hours worked X Rate
15,000 X 15 225,000
Standard
Standard hours allowed X Rate
16,250 X 15 243,750
Standard costing is defined as – “the preparation and use of Standard Costs, their
comparison with actual costs and the analysis of variance as to their causes and point
of incidence.
ICWA London had defined Standard Costing as – “the preparation of Standard Costs
and applying them to measure the variations of actual costs from standard costs and
analyzing the causes of variations with a view to maintain maximum efficiency in
production”.
Material Variances:
Material Cost Variance [MCV]
It is the difference between the standard cost of material specified for the
output achieved and the actual cost of direct material used. It is said to be
favourable when standard cost is more than actual cost and adverse when
actual cost exceeds standard costs. It is further divided into Material Usage
Variance and Material Price Variance.
MCV = SC – AC
= (SQ x SP) – (AQ x AP)
Material Usage Variance [MUV]
It is that portion of the Material Cost Variance which is due to the difference
between the Standard Quantity specified for the actual output and the Actual
Quantity used for the actual output. It is said to be favourable when standard
quantity is more than actual quantity and adverse when actual quantity
exceeds standard quantity.
MUV = (SQ – AQ) x SP
Material Price Variance [MPV]
It is that portion of the Material Cost Variance which is due to the difference
between the Standard Price specified for the Actual Output and the Actual
Price paid. Material Price Variance is said to be favourable when the actual
price is less than the standard price and adverse when the actual price is more
than the standard price.
MPV = (SP – AP) x AQ
Verification
Material Cost Variance = Material Usage Variance + Material Price Variance
i.e. MCV = MUV + MPV
Labour Variances:
Labour Cost Variance [LCV]
It is the difference between the standard cost of labour specified for the output
achieved and the actual cost of direct labour used. It is said to be favourable
when standard cost is more than actual cost and adverse when actual cost
exceeds standard costs. It is further divided into Labour Efficiency Variance
and Labour Rate Variance.
LCV = SC – AC
= (SH x SR) – (AH x AR)
Labour Efficiency Variance [LEV]
It is that portion of the Labour Cost Variance which is due to the difference
between the Standard Hours specified for the actual output and the Actual
Hours used for the actual output. It is said to be favourable when standard
hour is more than actual hour and adverse when actual hour exceeds standard
hour.
LEV = (SH – AH) x SR
Labour Rate Variance [LRV]
It is that portion of the Labour Cost Variance which is due to the difference
between the Standard Rate specified for the Actual Output and the Actual Rate
paid. Labour Rate Variance is said to be favourable when the actual rate is less
than the standard rate and adverse when the actual rate is more than the
standard rate.
LRV = (SR – AR) x AH
Verification
Labour Cost Variance = Labour Efficiency Variance + Labour Rate Variance
i.e. LCV = LEV + LRV
CONCLUSION & SUGGESTIONS

If we conclude this report of costing system of refrigeration industry, we come to know
the following relevant points which needs the attention of the management of the
company while performing the functions of the operations.
NO PROPER INVENTORY
The organization does not have proper inventory planning by the management due to
which heavy amount of the money is being put by the company in the inventory.
PEL has the strength also that it has a good repute for the company as being the quality
conscious company. It has own experts for the purpose of the control of the quality of
products. Due to the good sight selection for the purpose of the power division the
company has more access to the whole of the markets of the country. The company also
has well established system of the distribution of the company although it is not the
integrated one but it is working smoothly.
JUDGMENTAL METHODS
The management of this company does not use the sophisticated technique while making
or performing the function of the demand forecasting by the company. They rely more on
the judgmental methods for the purpose of the projection by the company about their
sales.
The following are the suggestions being provided by me after visiting of the company.
PROPER INVENTORY LEVEL.
The company should also make some of the methods for the purpose of the keeping the
inventory at the optimal level. Proper planning of the material can decrease the amount of
the investment in the inventories by the company.
USE SOPHISTICATED TECHNIQUES OF FORECASTING.
The company is an excellent company and it has good image in the mind of the
consumers. But they are not applying the statistical tools for the purpose of the forecast
of sales which eventually results into having the excessive amounts of inventory by the
company. Causal and the time series methods are the good estimate provider about the
forecasting and if the management adopted these forecasting techniques no doubt they
will be benefiting the company a lot.
Labor & F.O.H. rate applied periodically, it would be a great idea if PEL try it by
calculating per job cost individually. We know its difficult to measure but it would be
very useful of calculation the actual cost for the maximum efficiency level.
Bibliography
• Syed Manzar Hassan
C.F.O.
Pak Elektron Ltd (PEL)
• S.M.Amir
Manager Costing
Pak Elektron Ltd (PEL)
• Chaudhry Khurshid Aziz
Chairman
Pakistan Electrical Manufacturers Association
2-C LDA Flats
Lawrence Road
Lahore, Pakistan
Tel: 92-42-6301144 and 6313675
FAX: 92-2-6310196
• Mr. Haider Ali Sheikh
Partner
White House
4 Abid Market, Mozang Chungi
Lahore, Pakistan
Tel: 92-42-6360592 and 6361538
FAX: 92-42-6304656
• www.scribd.com
• www.lcci.org.pk
• www.pel.com.pk
• www.orient-power.com
• www.google.com
Annexure

Costing System in Batch Production (PEL) .

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1 Managerial Accounting

Submitted to: Mr. Abdul Rafey

Dated: July 20, 2009

M.Khubaib Khan Shirwani (043432-031)

Activity Chart ……………………………………………………………………

Refrigeration Industry of Pakistan ………………………………………………

Costing system of Refrigeration Industry ………………………………………

Company Description …………………………………………………………….

Strategic Plan & Focus……………………………………………………………

Cost System in Batch Production………………………………………………..

Product costing in Batch production…………………………………………….

Costing System in PEL an overview………………………………………………

Cost-volume profit analysis………………………………………………………

Profit planning & Budgeting…………………………………………………….

Conclusion & Suggestion………………………………………………………….

knowledge. Who is the most merciful, most beneficial and most

I am very thankful to Mr. Rafey at UMT who gave me a chance to prove

myself to gain something, to learn something, to experience something

and test myself through an independent study. I am desperately like to

thank Mr. Manzar Hassan (C.F.O. PEL) and S.M.Amir(Manager costing

PEL)who gave me the opportunity to know the deep complexities of

Costing Systems as a key topic of managerial accounting.

To Whom It May Concern:

- M. Khubaib Khan Shirwani ID # 043432-031

I wish him good luck for their project.

Date Topic Status Remarks

09-06-09 Head of Dept. Done

11-07-09 Resource person Continuous 50 % of the study is done

20-07-09 Manager costing Meeting

23-07-09 Resource person 70% of the study submitted

After conducting a thorough research on the costing system of refrigeration industry in

Costing system of Refrigeration Industry

The company comprises of two divisions:

PEL window-type air conditioners were introduced in 1981 in technical collaboration

 Low power consumption

 Anti-bacterial and anti-dust filters

STRATEGIC PLAN AND FOCUS

Core Competencies/sustainable competitive advantage

To translate these core competencies into a sustainable competitive advantage,

Financial Results (Rs. in Million) 2008 2007

Rs. Rs. Rs.

Gross Profit 4,025

Operating Profit 2,000

• Cost System in Batch Production

• Debit Work-in-Process Inventory when direct materials are Used

• CREDIT Manufacturing Overhead Control

• Must be assigned to work in process and to specific jobs on an estimated basis by

• Expressed in terms of an activity base such as

• 1st: Determine the Predetermined Overhead Rate:

• Debit WIP Inventory → FG Inventory → COGS

Direct Material Information:

Direct Labor information:

Rate per hour 25 27 28 0 0

Manufacturing overhead information:

Units shipped 1500

Job Cost Sheet(PEL)

Net Profit (62,000.00)

Economic Batch Quantity = 2U x P

COSTING SYSTEM IN PEL-AN OVERVIEW

Refrigerator Appliances Division Microwave

Job Cost Sheet

Company Name: (PEL)

Variabel cost per unit 43 Rs.