Management Accounting Lecture 11 Sales...7-2 McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.! Responsibility Accounting Managers should

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McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.

Profit Planning

Management Accounting Lecture 11 (Chapter 7)


Today’s LEcture

n  What is a budget n  Why and how organizations budget n  Budgeting

n  Sales n  Production n  Sales & Administration n  Balance Sheet Budget Items

n  Working Capital n  Capital Equipment n  Financing

n  Financial Statements


Budget

n  A budget is a detailed quantitative plan for acquiring and using financial and other resources over a specified forthcoming time period

n  Its purpose is to plan for the future and control behaviour and costs n  Planning to prepare for objectives and setting out a framework

to achieve the objectives n  Providing incentives to managers to achieve the objectives n  Control by holding people to account with respect to their

objectives n  Cost control n  Revenue generation


Advantages of Budgeting

n  The budgeting process forces managers to think through a plan from their perspective

n  It provides a forum for people to interact and determine how to best allocate limited resources

n  Defines a set of consistent goals and objectives

n  Communicated throughout the organization for common understanding and cooperation

n  The budget provides a document against which to measure performance


Planning and Control

Planning – involves developing objectives and preparing various budgets to achieve these objectives.

Control – involves the steps taken by management that attempt to ensure the objectives are attained.


Advantages of Budgeting

Advantages

Uncover potential bottlenecks

Communicate plans

Coordinate activities

Define goals and objectives

Think about and plan for the future

Means of allocating resources

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Responsibility Accounting

Managers should be held responsible for those items — and only those items — that the manager can actually control

to a significant extent.


Choosing the Budget Period

Operating Budget

2003 2004 2005 2006

The annual operating budget may be divided into quarterly

or monthly budgets.


Self-Imposed Budget

A participative budget is prepared with the full cooperation and participation of managers at all levels. A participative

budget is also known as a self-imposed budget.

Supervisor Supervisor

MiddleManagement

Supervisor Supervisor

MiddleManagement

Top Management


Advantages of Self-Imposed Budgets

1.  Individuals at all levels of the organization are viewed as members of the team whose judgments are valued by top management.

2.  Budget estimates prepared by front-line managers are often more accurate than estimates prepared by top managers.

3.  Motivation is generally higher when individuals participate in setting their own goals than when the goals are imposed from above.

4.  A manager who is not able to meet a budget imposed from above can claim that it was unrealistic. Self-imposed budgets eliminate this explanation.


Self-Imposed Budgets

Most companies do not rely exclusively upon self-imposed budget in the sense that top

managers usually initiate the budget process by issuing broad guidelines in terms of overall

target profits or sales.

Self-imposed budgets should be reviewed by higher

levels of management.

Managers should watch our for

budgetary slack.


Human Factors in Budgeting

The success of budgeting depends upon three important factors:

1.  Top management must be enthusiastic and committed to the budget process.

2.  Top management must not use the budget to pressure employees or blame them when something goes wrong.

3.  Highly achievable budget targets are usually preferred when managers are rewarded based on meeting budget targets.

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The Budget Committee

A standing committee responsible for n overall policy matters relating to the budget n coordinating the preparation of the budget


The Master Budget: An Overview

Sales budget

Budgeted income

statement

Budgeted balance sheet

Selling and administrative

expense budget

Ending inventory

budget Production

budget

Cash budget

Direct labor

budget

Direct materials budget

Manufacturing overhead budget


The Sales Budget

The individual months of April, May, and June are summed to obtain the total projected sales in units

and dollars for the quarter ended June 30th


Expected Cash Collections

n  All sales are on account. n  Royal’s collection pattern is:

  70% collected in the month of sale,   25% collected in the month following sale,   5% uncollectible.

n  The March 31 accounts receivable balance of $30,000 will be collected in full.





From the Sales Budget for April.

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From the Sales Budget for May.




The Production Budget

Production Budget

Sales Budget

and Expected

Cash Collections

Completed

Production must be adequate to meet budgeted sales and provide for sufficient ending inventory.



n The management at Royal Company wants ending inventory to be equal to 20% of the following month’s budgeted sales in units.

n On March 31, 4,000 units were on hand.

  Let’s prepare the production budget.





March 31 ending inventory

Budgeted May sales 50,000 Desired ending inventory % 20%Desired ending inventory 10,000

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Assumed ending inventory.


The Direct Materials Budget

n  At Royal Company, five pounds of material are required per unit of product.

n  Management wants materials on hand at the end of each month equal to 10% of the following month’s production.

n  On March 31, 13,000 pounds of material are on hand. Material cost is $0.40 per pound. Let’s prepare the direct materials budget.



From production budget





Calculate the materials to by purchased in May.

March 31 inventory

10% of following month’s production

needs.

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Assumed ending inventory


Expected Cash Disbursement for Materials

n  Royal pays $0.40 per pound for its materials. n  One-half of a month’s purchases is paid for in

the month of purchase; the other half is paid in the following month.

n  The March 31 accounts payable balance is $12,000.

  Let’s calculate expected cash disbursements.





140,000 lbs. × $.40/lb. = $56,000

Compute the expected cash disbursements for materials

for the quarter.



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The Direct Labor Budget

n  At Royal, each unit of product requires 0.05 hours (3 minutes) of direct labor.

n  The Company has a “no layoff” policy so all employees will be paid for 40 hours of work each week.

n  In exchange for the “no layoff” policy, workers agree to a wage rate of $10 per hour regardless of the hours worked (No overtime pay).

n  For the next three months, the direct labor workforce will be paid for a minimum of 1,500 hours per month.

  Let’s prepare the direct labor budget.



From production budget





Greater of labor hours required or labor hours guaranteed.




Manufacturing Overhead Budget

n  At Royal manufacturing overhead is applied to units of product on the basis of direct labor hours.

n  The variable manufacturing overhead rate is $20 per direct labor hour.

n  Fixed manufacturing overhead is $50,000 per month and includes $20,000 of noncash costs (primarily depreciation of plant assets).

  Let’s prepare the manufacturing overhead budget.

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Direct Labor Budget McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.


Total mfg. OH for quarter $251,000 Total labor hours required 5,050 = $49.70 per hour*

*rounded



Depreciation is a noncash charge. McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.

Production costs per unit Quantity Cost Total Direct materials 5.00 lbs. 0.40$ 2.00$ Direct labor Manufacturing overhead

Budgeted finished goods inventory Ending inventory in units Unit product cost Ending finished goods inventory

Ending Finished Goods Inventory Budget

Direct materials budget and information


Production costs per unit Quantity Cost Total Direct materials 5.00 lbs. 0.40$ 2.00$ Direct labor 0.05 hrs. 10.00$ 0.50 Manufacturing overhead

Budgeted finished goods inventory Ending inventory in units Unit product cost Ending finished goods inventory


Direct labor budget


Production costs per unit Quantity Cost Total Direct materials 5.00 lbs. 0.40$ 2.00$ Direct labor 0.05 hrs. 10.00$ 0.50 Manufacturing overhead 0.05 hrs. 49.70$ 2.49

4.99$ Budgeted finished goods inventory Ending inventory in units Unit product cost 4.99$ Ending finished goods inventory


Total mfg. OH for quarter $251,000 Total labor hours required 5,050 = $49.70 per hour*

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Production costs per unit Quantity Cost Total Direct materials 5.00 lbs. 0.40$ 2.00$ Direct labor 0.05 hrs. 10.00$ 0.50 Manufacturing overhead 0.05 hrs. 49.70$ 2.49

4.99$ Budgeted finished goods inventory Ending inventory in units 5,000 Unit product cost 4.99$ Ending finished goods inventory 24,950$


Production Budget


Selling and Administrative Expense Budget

n  At Royal, the selling and administrative expenses budget is divided into variable and fixed components.

n  The variable selling and administrative expenses are $0.50 per unit sold.

n  Fixed selling and administrative expenses are $70,000 per month.

n  The fixed selling and administrative expenses include $10,000 in costs – primarily depreciation – that are not cash outflows of the current month.

Let’s prepare the company’s selling and

administrative expense budget.



Calculate the selling and administrative cash expenses for the quarter.




Format of the Cash Budget

The cash budget is divided into four sections: 1.  Cash receipts listing all cash inflows excluding

borrowing;

2.  Cash disbursements listing all payments excluding repayments of principal and interest;

3.  Cash excess or deficiency; and

4.  The financing section listing all borrowings, repayments and interest.


The Cash Budget

Royal: q Maintains a 16% open line of credit for $75,000 q Maintains a minimum cash balance of $30,000 q Borrows on the first day of the month and

repays loans on the last day of the month q Pays a cash dividend of $49,000 in April q Purchases $143,700 of equipment in May and

$48,300 in June paid in cash q Has an April 1 cash balance of $40,000

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The Cash Budget

Schedule of Expected Cash Collections


The Cash Budget

Direct Labor Budget



Schedule of Expected Cash Disbursements


The Cash Budget

In the month of April will expect to have a cash deficiency of $20,000.


The Cash Budget

Ending cash balance for April is the beginning May balance.

Because Royal maintains a cash balance of $30,000, the company must borrow $50,000 on it line-of-credit.


The Cash Budget


The Cash Budget

$50,000 × 16% × 3/12 = $2,000 Borrowings on April 1 and

repayment on June 30.

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Review

n  What is a budget n  Why and how organizations budget n  Budgeting

n  Sales n  Production n  Sales & Administration n  Balance Sheet Budget Items

n  Working Capital n  Capital Equipment n  Financing

n  Financial Statements


Tutorial

n  Review of today’s lecture n  Problems

n  7-3 n  7-6

Documents

Management Accounting Lecture 11 Sales...7-2 McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.! Responsibility Accounting Managers should