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8/8/2019 Master Budget and Responsibility Accounting Chapter Cost Accounting Horngreen Datar
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Cost Accounting Horngreen, Datar, Foster
Chapter 6
Master Budget and
Responsibility Accounting
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Learning Objectives
Understand what a master budget is and explain its benefits
Describe the advantages of budgets Prepare the operating budget and its supporting schedules
Explain kaizen budgeting and how it is used for cost
management Prepare an activity-based budget
Describe responsibility centers and responsibility
accounting. Explain how controllability relates to responsibility
accounting.
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Budgeting Cycle
Performance planning
Providing a frame of reference Investigating variations
Corrective action
Planning again
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The Master Budget
Master BudgetMaster Budget
Operating
Decisions
Operating
Decisions
Financial
Decisions
Financial
Decisions
based on oneexpected scenario
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Why Budgets?
Conveys strategy to employees and managers
Provides a framework for judging performance
Motivates employees and managers
Promotes coordination and communication
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Strategy, Planning, and Budgets
StrategyAnalysis
Long-runPlanning
Short-runPlanning
Long-runBudgets
Short-runBudgets
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Time Coverage of Budgets
Budgets typically have a set time period(month, quarter, year).
This time period can itself be broken into sub-periods.
The most frequently used budget period is oneyear.
Businesses are increasingly using rolling
budgets.
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Operating Budget
Sales BudgetSales Budget ProductionProduction B.B.
Finished GoodsFinished Goods
InventoryInventory B.B.
Production CostProduction Cost B.B.--directdirect
-- overheadoverhead
RevenueRevenue B.B.
RequirementsRequirements
Budget:Budget:
-- MaterialsMaterials-- LaborLabor
-- CapacitiesCapacities
MaterialsMaterials
InventoryInventory B.B.ProcurementProcurement B.B.
NonNon--ProductionProduction
CostCost B.B.
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Operating Budget Example
Hawaii Diving expects 1,100 units to be sold
during the month of August 2004. Selling price is expected to be $240 per unit.
How much are budgeted revenues for themonth?
1,100 $240 = $264,000
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Operating Budget Example
Two pounds of direct materials are budgeted per unit at a
cost of $2.00 per pound, $4.00 per unit. Three direct labor-hours are budgeted per unit at $7.00 per
hour, $21.00 per unit.
Variable overhead is budgeted at $8.00 per direct labor-hour, $24.00 per unit.
Fixed overhead is budgeted at $5,400 per month.
Variable nonmanufacturing costs are expected to be $0.14per revenue dollar.
Fixed nonmanufacturing costs are $7,800 per month.
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Production Budget Example
Budgeted sales (units)
Target ending finished goods inventory (units)
Beginning finished goods inventory (units)
Budgeted production (units)
+
=
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Production Budget Example
Assume that target ending finished goods inventory is 80 units.
Beginning finished goods inventory is 100 units. How many units need to be produced?
Units required for sales 1,100
Add ending inv. of finished units 80 Total finished units required 1,180
Less beg. inv. of finished units 100
Units to be produced 1,080
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Direct Materials Usage Budget
Each finished unit requires 2 pounds of direct materials at a
cost of $2.00 per pound. Desired ending inventory equals 15% of the materials
required to produce next months sales.
September sales are forecasted to be 1,600 units. What is the ending inventory in August?
480 pounds
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Direct Materials Usage Budget
September sales: 1,600 2 pounds per unit
= 3,200 pounds 3,200 15% = 480 pounds (the desired ending inventory)
What is the beginning inventory in August?
1,100 units 2 15% = 330 units How many pounds are needed to produce 1,080 units in
August?
1,080 2 = 2,160 pounds
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Material Purchases Budget
Hawaii Diving Direct Material Purchases Budget for the
Month of August 2004
Units needed for production 2,160Target ending inventory 480
Total material to provide for 2,640Less beginning inventory 330Units to be purchased 2,310Unit purchase price $ 2.00Total purchase cost $4,620
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Direct Manufacturing Labor Budget
Each unit requires 3 direct labor-hours at $7.00 per hour.
Hawaii Diving Direct Labor Budget for the Month of August2004
Units produced: 1,080
Direct labor-hours/unit 3
Total direct labor-hours: 3,240
Total budget at $7.00/hour: $22,680
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Manufacturing Overhead Budget
Variable overhead is budgeted at $8.00 per direct labor-
hour. Fixed overhead is budgeted at $5,400 per month.
Hawaii Diving Manufacturing Overhead Budget for the
Month of August 2004:
Variable Overhead: (3,240 $8.00) $25,920
Fixed Overhead 5,400Total $31,320
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Ending Inventory Budget
Cost per finished unit:
Materials $ 4 Labor 21
Variable manufacturing overhead 24
Fixed manufacturing overhead 5*
Total $54 *$5,400 1,080 = $5
What is the cost of the target ending inventory for materials?
480 $2 = $960
What is the cost of the target finished goods inventory?
80 $54 = $4,320
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Cost of Goods Sold Budget
Direct materials used 2,160 $2.00 4,320
Direct labor 22,680 Total overhead 31,320
Cost of goods manufactured $58,320
Assume that the beginning finished goods inventory is$5,400.
Ending finished goods inventory is $4,320.
What is the cost of goods sold?
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Cost of Goods Sold Budget
Beginning finished goods inventory $ 5,400
+ Cost of goods manufactured $58,320
= Goods available for sale $63,720 Ending finished goods inventory $ 4,320
= Cost of goods sold $59,400
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Nonmanufacturing Costs Budget
Hawaii Diving Other Expenses Budget for the Month of
August 2004
Variable Expenses: ($0.14 $264,000) $36,960
Fixed expenses 7,800
Total $44,760
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Cost of Goods Sold Budget Hawaii Diving has budgeted sales of $264,000 for the month
of August.
Cost of goods sold are budgeted at $59,400.
What is the budgeted gross margin?
Hawaii Diving Budgeted Income Statement for the Month
ending August 31, 2004
Sales $264,000 100%Less cost of sales 59,400 22%
Gross margin $204,600 78% Other expenses 44,760 17%Operating income $159,840 61%
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Financial Planning Models
Financial planning models are
mathematical representations of the
interrelationships among operatingactivities, financial activities, and other
factors that affect the master budget.
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Example: Cash Budget
Depends on collection pattern:
In the month of sale: 50%
In the month following sale: 27%
In the second month following sale: 20%
Uncollectible: 3%
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Cash Budget
Budgeted charge sales are as follows:
June $200,000
July $250,000
August $264,000
September $260,000
What are the expected cash collections in August?
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Cash Budget
Budgeted Cash Receipts
for the Month Ending August 31, 2004
August sales: $264,000 50% $132,000
July sales: $250,000 27% $67,500
June sales: $200,000 20% $40,000
Total $239,500
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Cash Budget
Budgeted Cash Disbursements
for the Month Ending August 31, 2004
August purchases $ 4,620
Direct labor $22,680
Total overhead $31,320
Other expenses $9,760*
Total $68,380
*Other expenses exclude depreciation
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Cash Budget
Cash Budgetfor the Month Ending August 31, 2004
Budgeted receipts $239,500
Budgeted disbursements 68,380
Net increase in cash $171,120
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Exercise: Prepare a purchases budget in pounds for July, August, and
September, and give total purchases in both pounds and dollars for each month.
Lubriderm Corporation has the following budgeted sales for the next six-monthperiod:
There were 30,000 units of finished goods in inventory at the beginning of June.Plans are to have an inventory of finished products that equal 20% of the unitsales for the next month.
Five pounds of materials are required for each unit produced. Each pound ofmaterial costs $8. Inventory levels for materials are equal to 30% of the needsfor the next month. Materials inventory on June 1 was 15,000 pounds
Month Unit SalesJune 90,000July 120,000August 210,000September 150,000October 180,000
November 120,000
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What is Kaizen?
The Japanese use the term kaizen for continuousimprovement.
Kaizen budgeting is an approach that explicitlyincorporates continuous improvement during thebudget period into the budget numbers.
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Kaizen Budgeting
Budgeted Hours/ItemJanuary March 2004 3.00
April June 2004 2.95
July September 2004 2.90October December 2004 2.85
A kaizen budgeting approach would
incorporate future improvements.
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Activity-Based Budgeting
Activity-based costing reports and analyzes
past and current costs.
Activity-based budgeting (ABB) focuses
on the budgeted cost of activities necessary
to produce and sell products and services.
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Activity-Based BudgetingProduct A Product B
Units produced: 880 200
Labor-hours per unit: 3 3
Budgeted setup-hours: 5 5
Total budgeted machine setup related cost is $25,920 per month.
Total budgeted labor-hours are:
Product A: 880 3 2,640
Product B: 200 3 600
Total 3,240
What is the allocation rate per labor-hour? $25,920 3,240 = $8.00
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Activity-Based Budgeting
Total cost allocated to each product line:
Product A: $8.00 2,640 = $21,120 Product B: $8.00 600 = $ 4,800
Under ABB, the number of setups is the cost driver. $25,920 budgeted machine setup cost
10 budgeted machine setup-hours
= $2,592 allocation rate per machine setup-hour. How much machine setup related costs are allocated to
each product line?
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Activity-Based Budgeting
Product A Product B$12,960 $12,960
$2,592 5 $2,592 5
Setup-related cost per unit:
Product A: $12,960 880 $14.73
Product B: $12,960 200 $64.80
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What is a Responsibility Center?
It is any part, segment, or subunit
of a business that needs control.
production service
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Types of Responsibility Centers
Cost Center
Profit Center Investment Center
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What is Controllability?
It is the degree of influence that a specificmanager has over costs, revenues,
or other items in question.
A controllable cost is any cost that is
primarily subject to the influence of a
given responsibility center managerfor a given time period.
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Controllability
Responsibility accounting focuses oninformation and knowledge, not control.
A responsibility accounting system couldexclude all uncontrollable costs from
a managers performance report.
In practice, controllability is difficult to pinpoint.
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Human aspects of Budgeting
Budgeting should not be considered as a mechanical tool
Quality of the budget depends on the information that is fedinto the process
There are incentives for dishonest reports
Budgetary slack
Empire building
Management aims to ensure honest reporting by lower levelmanagement
Via appropriate performance measures Monitoring
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True or False ???
A budget that covers the financial aspects is a qualitative expression ofa proposed plan of action by management for a specified period.
The master budget reflects the impact of only operating decisions.
Feedback in the budgeting process may cause a firm to alter itsstrategies and plans.
Statistical analysis should be the only input used to forecast sales.
Sensitivity analysis allows managers to see how results will change ifpredicted data are not achieved or an underlying assumption changes.
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Pick your Choice I:
When a budget is administered wisely, it will
discourage strategic planning.
provide a framework for performance evaluation.
discourage managers and employees.
eliminate coordination and communication between subunits.
If a firm is using activity-based budgeting, the firm would use this inplace of which of the following budgets?
Direct materials budget
Revenue budget
Direct labor budget
Manufacturing overhead budget
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Who Gets the Money?
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Who Gets the Money?New York Post, April 29, 2001
In the above-cited article, ABC and its parent company, Walt Disney Company,say that the show "Who Wants to be a Millionaire," is the most profitable
television show ever - generating almost $1 billion in revenue in a little less thantwo years on the air.
Each individual show costs about $700,000 to produce, including prize moneyand host Regis Philbin's salary. Each show earns $2 million in advertisingrevenue. The rights to air Millionaire are also sold to Canada for $250,000 per
episode.The Millionaire show also sells a CD-ROM game for $20. About 4 million ofthese games have been sold.
There is also an on-line version of the game that Millionaire fans can play. Usersof the game don't pay, but each "hit" is noted when advertising space is sold for
the site.The article also points out that Disney also sells hats and t-shirts of the game,and markets a special version of "Millionaire" to corporations that can be playedat conventions by employees and clients.
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Who Gets the Money? - Questions
1. The Millionaire show itself generates about $1.3 million per episode innet income ($2 million in revenue, $700,000 in expenses.) Give a
reason why this should be considered a profit center for evaluating amanager's performance.
2. Do you think that one manager has responsibility for the Millionaire
show, as a profit center, or is it divided as a cost center and as arevenue center?
3. Should the ancillaries of the show (the t-shirts, CD-ROM, etc.) be
evaluated as a profit center, cost center or revenue center? Why?
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