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This workbook contains illustrations on dealership documents, accounting journals, schedules and job assignments at the fictional City Auto Sales. This manual establishes a standard chart of accounts for NIADA dealers for standardized financial statement presentation. This manual is a valuable tool for dealers wanting to establish or improve internal control policies in their dealership. In this Unit, we begin our review of Ford and Lincoln Mercury accounting. By using standard account numbers and a standard financial statement, your dealer and Ford Motor Company will be able to compare your dealership's profits and expenses to other dealerships across the country. This is a manual that all dealership accounting personnel should study. Each section of the manual details specific accounting issues. These sections are: A. Chart of Accounts B. Assets C. Liabilities and Net Worth D. Sales and Cost of Sales E. Expenses F. Other Income and Deductions G. Accounting Forms and Use H. Closing Routine I. Financial Statement Preparation J. Departmentalization K. Vehicle Leasing and Rental L. Daily Operating Control M. Office Management N. Accounting Bulletins O. Repossession Practices P. Index This accounting manual illustrates each account and account number in the Ford Motor Company Dealer Chart of Accounts. A sample page from this manual is shown on the following page. Note that each standard account number has its own page of explanations, sample entries and other references. 1 In addition to this accounting manual, you will be using a two page chart of accounts for quick reference beginning on the next page. The first page lists Ford s standard Balance Sheet accounts. These consist of Asset, Liability and Net Worth accounts. 2. This page illustrates the large number of different new and used vehicle sale accounts. 4. As you review these accounts, notice how each department s accounts are clearly identified.
For example, there are new car sales accounts and used car sales accounts with separate variable and semi-fixed expense accounts. 5 Using departmental account numbers, the financial reports can track the profit or loss of each department. The Dealership's Six Traditional Departments with Office Dealer New Vehicle Dept. There is one office staff handling the accounting for all six departments. Later in this course, we will be studying a case study dealership, John Dealer Ford Lincoln-Mercury and its office staff. We believe that John Dealer s office staff may be very similar to the office in your dealership. Using departmental accounting, the office staff is able to combine individual departments into a combined financial statement. An exhibit of this is shown below in Figure U7-2. Note how each department contributes to overall dealership profits. Six Departments Contribute to Total Dealership Profit.The importance of standard account numbers, standard financial statements and standard accounting procedures cannot be over-emphasized: The management of a retail automobile dealership requires many different ingredients for success. One of the most important is a sound system for financial management. This Manual of Accounting Procedures provides the basis for establishing such a management system. Foreword Dealer Accounting Procedure Ford Motor Company Dealership Interpretation of this Manual: Your dealership s Dealer and Office Manager may have their own interpretation of Ford accounting policies, financial controls and internal procedures. Each dealership is a little different from the next dealership down the road. Each office is managed a little differently. However, each office ultimately produces a standard financial statement each month. If you think of standardization as the best you know today, but which is to be improved tomorrow, you get somewhere. - Henry Ford Your office is part of a standard dealership.
However, while there are standard policies and procedures that are very useful, there are always different ways to accomplish the same or better results. As you learn your new position, you may be able to suggest improvements to the way your office operates. Experienced car people will tell you that they learn something new all the time. For example, many dealership office managers have added additional account names and numbers to the standard Ford chart of accounts. These additional sub-accounts assist the office manager in managing the dealership books and records. To test your understanding, complete the Exercise on the following page. 7 However, a typical business will have several different journals for different transactions. These may include: Sales Journal Cash Receipts Journal Cash Disbursements Journal Purchase Journal General Journal Dealerships have additional journals for reporting departmental sales results. Review this table below with typical dealership journal names, journal numbers (required for computerized accounting) and the typical document entered for each journal. Additionally, office managers add other journals for specific entries, such as Auction Vehicle Purchase Journal or Wholesale Vehicle Sales Journal. Therefore, new office staffers should find a print-out of journal names and numbers and memorize it. You should find that the journal names and numbers on this table will match at least some of your dealership s journal listing. Dealership Schedules (or Subsidiary Ledgers): In our earlier Units, we reviewed several Balance Sheet accounts such as: Accounts Receivable Accounts Payable These accounts typically contain many transactions from several different customers or vendors. This balance is made up of three customers individual balances. 10. Therefore, there must be a subsidiary ledger for this account.
In the days of hand written or manual accounting, each customer would have a card or ledger page showing purchases made on credit and payments on accounts. Figure U7-4 Account Card for J. Smith Date Transaction Purchase Payment Balance 5-Jan Sale - invoice Jan Sale - invoice Jan Sale - invoice Jan payment - check Jan Sale - invoice Jan Sale - invoice Jan Statement sent - month-end Feb Sale - invoice Feb payment - check At the end of each accounting period (ex. The total of all customer cards should match the balance in the general ledger. If the totals did not match, the accountant would have to find the error in one of three places. 1. Error in hand-written sales journal. 2. Error in hand-written general ledger card for Accounts Receivable. 3. Error in customer card. This process was slow and cumbersome. With today s computerized accounting systems, office managers schedule important account numbers such as Accounts Receivable so that each customer transaction entered into an accounting journal automatically updates both the general ledger balance, as well as the schedule balance for that customer. See Figure U7-5 below. Account Accounts Receivable Schedule Current Dollar Balance by Control Number for Account Numbers listed. While different computer vendors may program their schedules to appear in slightly different ways, there are several features that all computerized schedules will have. 11 Remember that this schedule has room for four account numbers to be tracked on the same report. 6. Amount the dollar amount of the entry to the account. Transactions on the schedule show as their normal sign, with offsetting entries indicated with a minus bracket or sign (-). For example, the normal sign for an accounts receivable account is a debit balance. Therefore, debit entries are shown in this example with no notation or sign. Alternatively, a credit entry to accounts receivable is indicated with a (bracket).
Verify with your office manager how debit or credit entries appear on your system s schedules The schedule will list all debit and credit entries to the scheduled account number (ex Accounts Receivable) for the month and calculate a ending total by individual control number and in total for the entire schedule. This is noted on the sample schedule by the notation, Accounting Data Entry Information from Dealership Journals. The dollar balance for the total schedule will match the general ledger balance for the account. In this example schedule, the schedule has been built to keep track of up to four different accounts on one report. However, only one account (1120 Accounts Receivable) has currently been assigned to this report. You will see other schedules later with more than one account number. Some schedules are built to keep track of all detail to a particular control number as long as there is dollar balance remaining for the customer. This is called a detail-forward schedule. Other schedules may be built to keep track of only current month detail and prior month balances, like this example of a balance-forward schedule. Schedules (or subsidiary ledgers) are critical information to dealership office managers. With the thousands of transactions recorded each month to key balance sheet accounts, schedules allow the office staff to keep track of these transactions on a customer-by-customer, vendor-byvendor basis. We will be studying many more schedules in later Units. 12 Page Publications June, 2002, All Rights Reserved. Page Publications June, 2002, All Rights Reserved. Asset Accounts. This chapter should provide the NIADA dealer, office manager, internal auditor and outside Topics and Objectives for this Chapter. The primary purpose of City Auto Sales Review of last week.Used by permission Michael D. Kinsman, Ph.D.
Review of last week Some highlights Accrual Accounting NIADA Dealership Internal Control Manual This publication is designed to provide accurate and authoritative information Learning Objectives. Objective 1. Accounting Information Systems Accounting-Advanced.All rights reserved. Chapter 7 Accounting for Sales and Accounts Receivable Section 1: Merchandise Sales Section Objectives 1. Record credit sales in Prepared by Loretta Burgess, Greenbrier High Step 1: Capture Transaction Data on Source Documents Transaction Both methods use the same concept of DOUBLE ENTRY, i.e. Debits () and edits (). Double entry Chapter 1 The Nature of Accounting Be sure that This workbook is not designed to be your only guide to understanding financial statements. A much wider range of resources is available All rights reserved. Cash Receipts, Cash Payments, and Banking Procedures Section 1: Cash Receipts Section Objectives 1. Record cash receipts in a cash Ortigas LEARNING OBJECTIVES: 1. The different kinds of special journals and their format. 2. Recording An accounting system is comprised of accounting records (checkbooks, journals, ledgers, etc.) and a series of processes and procedures assigned to staff, It has the capabilities and PRINT your name on the To set up a chart of accounts, one first needs to define However, the following list of guidelines aims The template uses Microsoft Excel to prepare your projected In the last chapter we have looked at the preparation of financial statements or final accounts using the extended trial balance, or spreadsheet, approach. Name: JCansfield Page 1 of 27 We refer to this as the Financial Prepared by The General Ledger of a fund is a summary record containing the balance of assets, liabilities, deferred revenues, Accounting Information Systems. learning outcomes: Multiple Choice Questions All rights reserved. Chapter 4 The General Journal and the General Ledger Section 1: The General Journal Section Objectives 1.
Record transactions in Looking at the home page, you will notice the most common functions within QuickBooks are represented The entire organization including the board of directors, administrators, and staff will work together to make Ron Sompels, Partner Crowe Horwath LLP All rights reserved 10-2 CHAPTER 10 OVERVIEW Setup a New Company Customize Chart of Accounts LO2 Identify differences between a sole proprietorship and a corporation. LO3 Explain the A merchandising business is a business that sells goods purchased for resale. This is because EPM MasterTrak Accounting Series Such permission must be obtained from the publisher Research has shown that people with a financial plan tend Your goal is to take a full course load and find Purchasing Listed for comparison are the controls currently in place, if Permanent Records Erin Lawlor Two major transaction classes: 1 purchases Generally, Accounting Period Cycle. Business Entity. Going Concern. Adequate Disclosure. Matching Expenses with Revenue Equipment Maintenance and Repair Records. Maintenance Contracts. The holding period begins on the date of disposal or termination. In some cases, the This number must be unique for each user. Batch When batches are complete, they are proofed, posted, To use this website, you must agree to our Privacy Policy, including cookie policy. People holding the position of Ford Motor Company treasurer from 1903 to 1955 included Alexander Y. Malcolmson, 1903-1906; James J. Couzens, 1906-1915; Frank L. Klingensmith, 1915-1921; Edsel B Ford, 1921-1943; B. J. Craig, 1943-1946; and L. E. Briggs, 1946-1955. In 1903, the business office was in a small building on Mack Avenue in Detroit, Michigan. This building quickly became too small and a much larger building was constructed on Piquette Avenue in Detroit in 1904. In 1910, the administrative offices moved from Piquette Avenue to the newly constructed plant in Highland Park, Michigan.
In 1917, Ford Motor Company began construction on the River Rouge Plant in Dearborn, Michigan. The majority of the central administration offices remained in Highland Park, but a separate accounting system was also established at the Rouge Plant by George Brubaker. The Highland Park and Rouge financial offices operated autonomously until 1928 when a new Administration building was added to the Rouge complex and the two regimes merged under one supervision. By 1919, the financial operations at Highland Park were organized into three departments: Accounting, Auditing, and Factory Accounting. The Accounting Department, later called the Disbursement Department, was responsible for paying the bills. Ned Fuller was in charge of the Disbursement Department from at least 1919 until the company reorganization in 1946. The Auditing Department audited the financial records of all Ford Motor Company plants and also functioned as a general accounting department. The department maintained the general ledger of Ford Motor Company and its wholly owned subsidiaries, and handled real estate and personal property taxes. The department also created monthly operating reports of the manufacturing plants. Heads of the Accounting Department from 1919 to 1945 included W. E. Carnegie, 1919-1933; C. L. Martindale, 1933-1945; and O. H. Husen, 1945. September 1945, Henry Ford II became president of Ford Motor Company and began a massive reorganization of the company. Henry Ford II hired Ernest R. Breech as executive vice president to realign Ford Motor Company's organizational structure to mimic General Motors. Breech hired Lewis D. Crusoe to take charge of reorganizing the financial operations. The old Accounting, Auditing, and Disbursement Departments were abolished and a Finance Division and a Planning and Control Division were established in 1946. From 1946 to 1948, the organizational structures of financial operations were under constant change and revision.
Finally on January 1, 1949 a new, more permanent finance structure was created. Vice Presidents of Finance from 1946 to 1959 included Herman L. Moekle, 1946-1947; Lewis D. Crusoe, 1947-1949; and Theodore O. Yntema, 1949-1959. WorldCat record id: 162106261 On October 22, 1903, the reorganized Electric Vehicle Company and George B. Selden filed a patent infringement law suit against C.A. Duerr, a Ford distributor in New York City, and Henry Ford. The landmark court case pitted powerful automobile manufacturers of the day against a group of independent companies led by Ford Motor Company. The suit against Ford lasted until 1909 when Judge Charles M. Hough declared in favor of Selden and upheld the patent. Ford Motor Company appealed the decision in 1910. In January 1911, an appeals court in New York City reversed the original decision and declared that George B. Selden's patent only narrowly defined a specific type of engine and could not be used to cover all internal combustion engines. The successful challenge not only assured Ford Motor Company's legal standing but also propelled Henry Ford and his company into the American public consciousness. Ford Motor Company hired Welton Becket and Associates, an architectural and engineering firm, to build the Ford Pavillion, a rotunda building similar to the Ford Rotunda. Ford Motor Company hired WED Enterprises, Inc., Walt Disney's exhibit design firm, to create the Magic Skyway exhibit where visitors boarded one of 160 convertibles for a twelve minute ride with narration taking them on a journey through time from prehistory to the space age. After Black left Ford Motor Company in 1942, Olmstead took charge of exhibits. Ford Motor Company was interested in seeing how their tractors were performing, how the Fordson service schools were organized, and what the prospects might be for further expansion. Five executives, including H. C. Luedtke, Fordson Plant; M. R. Tuban, Los Angeles Branch; W. S.
Ostendorf, Service Department; Bredo H. Berghoff, Fordson Plant; and William G. Collins, Italian Ford Company, were chosen to represent Ford. They sailed from New York on April 3, 1926 and subsequently traveled approximately 7,000 miles in four months visiting factories, touring tractor centers, and mounting exhibits.Henry Ford personally directed small teams of mechanics, die makers, and draftsmen in shops in the company's factories on Mack Avenue and Piquette Street in Detroit and in Highland Park, Michigan. In April 1923, Ford announced the construction of a new engineering facility to be built in Dearborn to address the need for expanded engineering capabilities. This new engineering building, designed by Albert Kahn and completed in December 1924, was a dramatic departure from existing research facilities with its use of ambient lighting and an open and flexible floor plan. The exterior walls of limestone were carved with the names of renowned scientists from Leonardo De Vinci to Ford's personal hero, Thomas Edison. Throughout the production life of the Model T, product engineering at Ford Motor Company primarily focused on designing and incorporating cost efficiencies into production and tool design rather than large-scale product design. In 1937, day-to-day production engineering functions were moved from the Dearborn Engineering Laboratory, as it was then called, to offices in the Rouge plant under the supervision of Laurence S. Sheldrick. A core group of experimental engineers such as Joseph Galamb, Eugene Farkas, Emil Zoerlein, and Edward S. Huff remained in the Dearborn laboratory to conduct technical research for the company and Henry Ford. Non-company facilities such as the Fort Myers Laboratory in Greenfield Village, now part of The Henry Ford, were used for developmental projects such as the first Ford V8 engine.
As part of a corporate-wide reorganization of Ford Motor Company in 1946, the company organized engineering departments and laboratories into an Engineering Division. Administrative functions for the entire division including finance, production scheduling, design, personnel, patent applications, trade show displays, model shops, and laboratories were separated and managed through executive staff offices. Ford executives realized the need for more advanced engineering facilities and construction of a new research center began in 1946. Completed in 1957, the Research and Engineering Center in Dearborn, Michigan, consolidated Ford Motor Company's engineering administration, technical research facilities, product design studios, and experimental laboratories in one location. The new research center also integrated engineering research work done at remote locations such as the vehicle test track in Dearborn, Michigan, the warm weather testing facility in Phoenix, Arizona, and the Dearborn Engineering Laboratory, which was renamed the Engine and Electrical Engineering building in the late 1950s. WorldCat record id: 47244163 On October 22, 1945, Lincoln-Mercury Division was established, which was responsible for the sale and distribution of Lincoln and Mercury automobiles. On February 11, 1949, Henry Ford II announced the formation of the Ford Division which was responsible for manufacturing, marketing, sales, and distribution of Ford cars and trucks. In 1952, Ford Motor Company added Special Product Operations, later known as Continental Division, to the organization chart. On April 15, 1955, Henry Ford II further decentralized the company by separating Lincoln-Mercury Division into two divisions and adding another, Special Products Division, later known as Edsel Division, totaling five: Continental Division, Edsel Division, Ford Division, Lincoln Division, and Mercury Division. In 1956, Continental Division was consolidated into Lincoln Division.