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Waltham Motors

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Problems within the operation and accounting techniques of the Waltham Motors Division of the Marco Corporation were discovered by newly assigned, division-level management following the acquisition of the company and the loss of a contract. This text summarizes some of the issues found within the company operations and explains the importance of effective cost management by exploiting the company’s current accounting system’s strengths and weaknesses. Additionally, this text highlights available strategies management should deploy in an attempt to solve the company’s current issues, as well as, provides detailed recommendations to senior-level management on the use of sound managerial accounting concepts and analyses to improve the current accounting system. If followed, these recommendations will empower Waltham Motors to maximize profits, as well as, improve efficiency and effectiveness within the company’s operation.

Keywords: Waltham, Motors, Marco, accounting, managerial

Waltham Motors

Waltham Motors manufactured electric motors and supplied those motors to household appliance manufacturers. The company started as a family-owned business but was acquired by Marco Corporation in 2003 (Bruns, 2004). After the acquisition, Marco Corporation decided to allow Waltham Motors to operate as a subsidiary, or independent division, of the company in order to observe the existing operation. Monthly, operational results, analysis and narrative reporting to Marco Corporation headquarters was the responsibility of the division controller at the Waltham Motors Division. This task became daunting after losing a major customer contract. To aid in preparing this report, the controller requested May 2004 sales metrics from the plant accountant. The discourse between the controller and the accountant, in addition to the sales metrics, raised several

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