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A research on
Inter-industrial Physician Medical Services, Inc.
Submitted by:
ZAMORA, Patricia Nicole R.
3BSA
SCHEDULES
1. Doctors Schedule
Pediatrician
Monday 10:00 AM 12:00 PM; 2:00 PM 5:00 PM
Saturday 10:00 AM 12:00 PM
Family Medicine
Monday to Friday 9:00 AM 12:00 PM; 1:00 PM 6:00 PM
Saturday 9:00 AM 12:00 PM
2. X-ray and Laboratory Schedule
Monday to Friday 8:00 AM 6:00 PM
Saturday 8:00 AM - 2:00 PM
PLANNING
IIPMSI has both long term plans and short term plans. Their long term plan is to expand
the clinic by adding another floor or two floors to their building since IIPMSI is only a onestorey clinic. They are planning to expand so that they would be able to add additional doctors
like ob-gyne, cardiologists and neurologists. They are also planning to add another dental clinic.
Their short term plan is to have a circumcision project during the summer vacation.
When it comes to planning costs, the company sets a budget for each department. They
only buy supplies as needed by each department which helps reduce inventory. With this, it helps
them save money because all supplies bought are used immediately.
When ask how to set up their cost per service, they only use an estimate for each cost
element. For example, the price of their urinalysis service is P75 pesos which comprises 30% as
the of supplies, 35% as the labor and professional fee, 10% utilities and other expenses, and 25%
as the mark-up. The accountant said that their goal is to have an average of 25% to 30% of
profit.
ORGANIZING
In organizing the companys plans and projections, they usually have an annual meeting
which is participated by the employees and doctors. Through this annual meeting, every member
gets a chance to be heard. They get to say their suggestions and comments for the years
operation and also be able to state the problems that they have encountered for the year.
CONTROLLING
IIPMSI uses the traditional way of costing products. They compute it by adding
the cost of supplies, expenses and labor. When asked how they compute for the price per service,
they only said that they add a mark-up ranging from 25% to 35% depending on the service
provided.
In choosing their suppliers, they select those who provide supplies in a low price that has
great quality. They also want the suppliers to give them terms in order for their cash flows to run
smoothly.
The way that they choose their suppliers is their way of controlling costs and they buy
supplies only as needed. However, there are discrepancies in the efficient controlling of their
costs and that is when some unexpected expenses rise beyond the companys control like the
sudden repair of equipment, service vehicle and other minor repairs in the clinic that disrupts the
daily operation. In achieving managements objectives which are short term plans and long term
plans, they find it hard to achieve completely.
ON ENVIRONMENTAL ACCOUNTING
Sadly, the company does not apply environmental accounting in any way nor do they
have any knowledge about it.
SUGGESTIONS
As a current cost accounting student, I can say that they can improve their costing into a
better costing system such as the activity based costing system. The activity based costing system
will be able to help them provide a more accurate overhead allocation and not only on the basis
of estimates. This will also give term a better cost per service which will prevent them from
having losses or inappropriately allocating costs to each department.
PHOTOS
X-Ray Department
Laboratory Department