Acct301-cost Accounting-presentation

examine how social responsibility influences decision-making and cost optimization.

1) Prepare Power Points Presentation on any topic of your Course Cost Accounting demonstration that how this is helping in achieving the social responsibility.

Cost Management Measuring, Monitoring, and Motivating Performance Chapter 10 Static and Flexible Budgets © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 1 Chapter 10: Static and Flexible Budgets Learning objectives • Q1: How do budgets contribute to the strategic management process? • Q2: What is a master budget and how is it prepared? • Q3: What are flexible budgets and how can they be used for sensitivity analysis? • Q4: How are budget variances calculated and used as performance measures? • Q5: How do behavioral tensions influence the budgeting process? • Q6: What approaches exist for addressing the problems of traditional budgeting? © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 2 Q1: Budgets & Strategic Management Process • A budget is • A formalized financial plan. • A translation of an organization’s strategies. • A method of communicating. • A way to define areas of responsibility and decision rights. • The budget cycle is the series of sequential steps followed to create and use budgets. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 3 Q1: Budgets & Strategic Management Process • Budgeting process begins with the organizational vision, core competencies, and risk appetite • Organizational strategies designed to achieve the vision will drive the capital expenditures and long term financing plans • Operating plans are then created in line with the organizational strategies • Actual results must be monitored, measured, and analyzed compared to budgeted plans © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 4 Q1: Budgets & Levers of Control Belief Systems • Communicates organizational strategies and goals • Motivates managers to plan in advance and coordinate activities © John Wiley & Sons, 2011 Boundary Systems Interactive Control Systems Diagnostic Control Systems • Authorizes employees to engage in planned activities and spend within budget limits • Ensures sufficient cash flow for financial viability • Utilize variances to identify opportunities and threats to the business • Revaluate strategies and operating plans as conditions changes • Assign responsibility and reward employees for achieving budget targets • Motivate managers to provide good estimates and use resources appropriately Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 5 Q2: Master Budgets • A master budget is • A comprehensive plan for the upcoming accounting period. • Usually prepared for a one-year period. • Is based on a series of budget assumptions. • The master budget consists of several subsidiary budgets, in two categories: • Operating budgets. • Financial budgets. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 6 Q2: Operating Budgets © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 7 Q2: Operating Budgets The operating budget is created by preparing the following individual budgets, in this order: • Revenue budget • Production budget • Direct materials budget • Direct labor budget • Manufacturing overhead budget • Inventory and cost of goods sold budget • Support department budgets • Budgeted income statement © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 8 Q2: Financial Budgets The financial budget is created by preparing the following individual budgets, in this order: • Capital budget • Long-term financing budget • Cash budget • Budgeted balance sheet • Budgeted statement of cash flows © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 9 Q2: Operating Budget Example Stanley J, Inc., makes a tool used by auto mechanics that sells for $68/unit. It expects to sell 6,000 units in April and 7,000 units in May. Stanley J prefers to end each period with a finished goods inventory equal to 10% of the next period’s sales in units and a direct materials inventory equal to 20% of the direct materials required for the next period’s production. The company never has any beginning or ending work-in-process inventories. There were 400 units in finished goods inventory on April 1. Prepare the revenue and production budgets for April. Production budget Revenue budget Budgeted sales in units in April 6,000 Budgeted sales in units in April Budgeted selling price per unit $68.00 Desired ending FG inventory Budgeted revenues $408,000 Total units required Less: beginning FG inventory Required production in units © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e 6,000 700 6,700 (400) 6,300 Slide # 10 Q2: Operating Budget Example Stanley J’s product uses 0.3 pounds of direct material per unit, at a cost of $4/lb. There were 220 lbs. of direct material on hand on April 1. Assume that budgeted production for May is 6,500 units. Prepare the direct materials purchases and usage budget for April. Direct materials budget Required production in units DM required per unit, in pounds Total DM required, in pounds Less: Beginning DM inventory Plus: Desired ending DM inventory Required DM purchases in pounds Budgeted DM cost per pound Budgeted cost of DM 6,300 0.3 1,890 (220) 390 2,060 $4.00 $8,240 Usage Budget = 1,890 pounds * $4 per pound = $7,560 © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 11 Q2: Operating Budget Example Stanley J’s product uses 0.2 hours of direct labor at a cost of $12/hr. Prepare the direct labor budget for April. Direct labor budget Required production in units DL required per unit, in hours Total DL hours required Budgeted cost per DL hour Budgeted cost of DL © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e 6,300 0.2 1,260 $12.00 $15,120 Slide # 12 Q2: Operating Budget Example Stanley J’s budgeted fixed manufacturing overhead for April is $167,000, and variable manufacturing overhead is budgeted at $6 per direct labor hour. Prepare the manufacturing overhead budget for April. Manufacturing overhead budget Total DL hours required Budgeted variable overhead per DL hour Total budgeted variable overhead Budgeted fixed overhead Total budgeted overhead © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e 1,260 $6.00 $7,560 $167,000 $174,560 Slide # 13 Q2: Operating Budget Example Assume that Stanley J’s April 1 direct materials inventory had a cost of $1,560. Prepare the April ending inventories budget for direct materials. Ending inventories budgets Budgeted cost of DM purchases $8,240 Beginning DM inventory $854 DM available for use $9,094 Budgeted cost of desired ending DM inventory: [6,500 units x 0.3 lbs/unit] x 20% x $4/lb $1,560 Budgeted cost of DM to be used $7,534 © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 14 Q2: Operating Budget Example Prepare the April ending inventories budget for finished goods. Budgeted cost of DM to be used Budgeted cost of DL Total budgeted overhead Total budgeted manufacturing costs Required production in units Budgeted manufacturing cost per unit Budgeted ending FG inventory in units Budgeted cost of ending FG inventory © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e $7,534 $15,120 $174,560 $197,214 6,300 $31.3037 700 $21,913 Slide # 15 Q2: Operating Budget Example Assume that Stanley J’s April 1 finished goods inventory had a cost of $12,146. Prepare the cost of goods sold budget for April. Cost of goods sold budget Beginning FG inventory Total budgeted manufacturing costs Cost of goods available for sale Less: budgeted ending FG inventory Budgeted cost of goods sold © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e $12,146 $197,214 $209,359 $21,913 $187,447 Slide # 16 Q2: Operating Budget Example Stanley J’s budget for April includes $22,000 for administrative costs, $34,000 for fixed distribution costs, $18,000 for research and development, and $13,000 for fixed marketing costs. Additionally, the budgeted variable costs for distribution are $0.75/unit sold and the budgeted variable costs for marketing are 4% of sales revenue. Prepare the support department budget for April. Support department budget Administration $22,000 Distribution: Fixed costs $34,000 Variable costs $4,500 $38,500 Research & development $18,000 Marketing: Fixed costs $13,000 Variable costs $16,320 $29,320 Total budgeted support department costs $107,820 © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 17 Q2: Operating Budget Example Suppose that Stanley J’s income tax rate is 28%. Prepare the budgeted income statement for April. Budgeted income statement Sales revenue Cost of goods sold Gross margin Operating costs: Administration Distribution Research & development Marketing Net income before taxes Income taxes Net income © John Wiley & Sons, 2011 $408,000 $187,447 $220,553 $22,000 $38,500 $18,000 $29,320 $107,820 $112,733 $31,565 $81,168 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 18 Q4: Budget Variances • Managers compare actual results to budgeted results in order to • Monitor operations, and • Motivate appropriate performance. • Differences between budgeted and actual results are called budget variances. • Variances are stated in absolute value terms, and labeled as Favorable or Unfavorable. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 19 Q4: Budget Variances • Reasons for budget variances are investigated. • The investigation may find: • Inefficiencies in actual operations that can be corrected. • Efficiencies in actual operations that can be replicated in other areas of the organization. • Uncontrollable outside factors that require changes to the budgeting process. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 20 Q3: Static Budgets • A budget prepared for a single level of sales volume is called a static budget. • Static budgets are prepared at the beginning of the year. • Differences between actual results and the static budget are called static budget variances. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 21 Q3: Flexible Budgets • A budget prepared for a multiple levels of sales volume is called a flexible budget. • Flexible budgets are prepared at the beginning of the year for planning purposes and at the end of the year for performance evaluation. • Flexible budgets are also used for sensitivity analysis and to manage risk due to uncertainty. • Differences between actual results and the flexible budget are called flexible budget variances. © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 22 Q3, Q4: Flexible Budget Example Tina’s Trinkets is preparing a budget for 2006. The budgeted selling price per unit is $10, and total fixed costs for 2006 are estimated to be $5,000. Variable costs are budgeted at $3/unit. Prepare a flexible budget for the volume levels 1,000, 1,100, and 1,200 units. Sales in units Revenues Variable costs Contribution margin Fixed costs Operating income © John Wiley & Sons, 2011 Volume Levels 1,000 1,100 1,200 $10,000 $11,000 $12,000 $3,000 $3,300 $3,600 $7,000 $7,700 $8,400 $5,000 $5,000 $5,000 $2,000 $2,700 $3,400 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 23 Q3, Q4: Static Budget Variances Example Suppose that Tina’s 2006 static budget was for 1,100 units of sales. The actual results are given below. Compute the static budget variances for each row and discuss. Static Budget Sales in units 1,100 Revenues $11,000 $3,300 Variable costs Contribution margin $7,700 Fixed costs $5,000 $2,700 Operating income © John Wiley & Sons, 2011 Static Actual Budget Results Variance 980 $9,604 $1,396 Unfavorable $311 Favorable $2,989 $6,615 $1,085 Unfavorable $4,520 $480 Favorable $605 Unfavorable $2,095 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 24 Q3, Q4: Flexible Budget Variances Example Compute the flexible budget variances for Tina and discuss the results. Compare the flexible budget variances to the static budget variances on the prior page. Year-end Flexible Flexible Actual Budget Budget Results Variance Sales in units 980 980 Revenues $9,800 $9,604 $196 Unfavorable Variable costs $2,940 $2,989 $49 Unfavorable Contribution margin $6,860 $6,615 $245 Unfavorable Fixed costs $5,000 $4,520 $480 Favorable Operating income $1,860 $2,095 $235 Unfavorable © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 25 Q3, Q4: Performance Evaluation • A static budget variance includes effects from output volume. • A flexible budget variance removes these output volume effects. • Other adjustments to the year-end flexible budget may be made for a fair performance evaluation, such as • Input price changes outside the control of the manager under evaluation • Fixed cost increases outside the control of the manager under evaluation © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 26 Q5: Behavior Tensions in Budgeting • Budgets used to evaluate performance and compensation can create behavioral tension • Participative budgeting – when managers who are responsible for the budgets prepare the budget forecasts – Can result in budgetary slack – when managers set targets so low that goals can be met easily (and bonuses achieved) • Budget ratcheting – when top managers set targets – If targets unachievable, this can result in employees having little motivation to meet targets • Organizations must watch for budget manipulation © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 27 Q6: Other Budgeting Approaches • Zero based budgets are prepared without using past information as justification. • Rolling budgets are prepared frequently for overlapping time periods and actual results may be used to update the budget for the next period. • Kaizen budgets plan cost reductions over time. • Activity based budgets use more cost pools and cost drivers. • GPK and RCA budgets identify fixed and variable cost functions at the resource center level. • Beyond budgeting uses external benchmarks to evaluate managers’ performance © John Wiley & Sons, 2011 Chapter 10: Static and Flexible Budgets Eldenburg & Wolcott’s Cost Management, 2e Slide # 28

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