成本與管理會(huì)計(jì)亨格瑞第13版英文版CA06

MasterBudgetingandResponsibilityAccountingCHAPTER62022/12/41StructureofLectureThemasterbudgetandexplainitsbenefitsDescribetheadvantageofbudgetsPreparetheoperatingbudgetanditssupportingschedulesUsecomputer-basedfinancialplanningmodelsinsensitivityanalysisExplainkaizenbudgetingandhowitisusedforcostmanagementDescriberesponsibilitycentresandresponsibilityaccountingExplainhowcontrollabilityrelatestoresponsibilityaccountingRecognizethehumanaspectsofbudgeting2022/12/42MasterBudgetAbudgetisthequantitativeexpressionofamanagement’splanforthefuture.P142(181)Italsoisanaidtocoordinatingactionsthatneedtobetakentoimplementtheplan.Effectivebudgetingintegratesthecompany’sstrategyintothebudgetprocess.2022/12/43MasterBudget,conts.Strategyspecifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplacetoaccomplishitsobjectives.P142(182)Thepathtoeffectivestrategiesincludeaskingquestionssuchas:Whatareourobjectives?Howdowecreatevalueforthecustomerwhiledistinguishingourselvesfromourcompetitors?2022/12/44MasterBudget,conts.Thepathtoeffectivestrategiesincludeaskingquestionssuchas:P143(182)Arethemarketsforourproductslocal,regional,national,orglobal?Whatareourmarkettrends?Howareweaffectedbytheeconomy,ourindustry,andourcompetitors?Whatorganizationalandfinancialstructuresserveusbest?Whataretherisksandopportunitiesofalternativestrategies,andwhatareourcontingencyplansifourpreferredplanfails?2022/12/45MasterBudget,conts.Well-managedcompaniesusuallyfollowanannualbudgetcycleincludingthefollowingsteps:P143(182)Plantheperformanceofthecompanyasawholeandofthesubunitswithinthecompany.Seniormanagerscommunicatetosubordinatesasetofexpectationsagainstwhichperformancewillbemeasured.2022/12/46MasterBudget,conts.Well-managedcompaniesusuallyfollowanannualbudgetcycleincludingthefollowingsteps:P143(182)Managementaccountantsinvestigatevariationsfromplans,andcorrectiveactionmaybetaken.Managerialaccountantsandmanagerstakeintoaccountmarketfeedback,changedconditions,andtheirownexperiencesinmakingplansfortheupcomingperiod.2022/12/47MasterBudget,conts.P143(182)Strategy-plan-budget2022/12/48MasterBudget,conts.Themasterbudgetexpressesmanagement’soperatingandfinancialplansforaspecifiedperiod(usuallyayear).P144(183)Themasterbudgetisactuallyaseriesofbudgetsincludingasetofbudgetedfinancialstatements(sometimescalledproformastatements).2022/12/49AdvantagesofBudgetsBudgetsareanintegralpartofmanagementcontrolsystems.Thereareatleastthreeadvantagesofbudgeting.P144(183)Promotecoordinationandcommunication.Coordinationisthemeshingandbalancingofallaspectsofproductioninacompanyinthebestwayforthecompanytomeetitsobjectives.Communicationismakingsurethosegoalsareunderstoodbyallemployees.2022/12/410AdvantagesofBudgets,conts.Thereareatleastthreeadvantagesofbudgeting.P144(183)Budgetsserveasaframeworkforjudgingperformanceandfacilitatinglearning.Budgetinghelpsovercometwolimitationsofusingpastperformance.Pastresultsoftenincorporatepastmistakesandsubstandardperformance.Futureconditionscanbeexpectedtodifferfromthepast,budgetsaccountforthesechangedconditions.Budgetscanbeusedtomotivate

managersandotheremployees.Studieshaveshownthatchallengingbudgetsimproveemployeeperformance.2022/12/411AdvantagesofBudgets,conts.Despitethefactthatbudgetsareadvantageous,thereareanumberofchallengesinproperlyadministeringbudgets.Itisatimeconsumingprocessthatinvolvesalllevelsofmanagement.Managementatalllevelsshouldunderstandandsupportthebudget.Iftopmanagementsupportislacking,thebudgeteffortwillbelacklusterandhalfhearted.Budgetsshouldnotbeadministeredrigidly.Changingconditionsmaycallforchangesinplans.2022/12/412PreparetheOperatingBudgetThebudgetingprocessincludesbothoperatingbudgetsandfinancialbudgets.P147(186)Operatingbudgetsincludebudgetsreflectingtheplannedoperationalaspectsofthebusiness,includingrevenues,production,manufacturingcosts,andotherexpensesfortheperiod.Itculminatesinabudgetedincomestatement.Financialbudgetsconsistofacapitalexpendituresbudget,acashbudget,abudgetedbalancesheet,andabudgetedstatementofcashflows.2022/12/4132022/12/414PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.P149(188)Step1: Thefirststepbudgettobepreparedistherevenuesbudget.Althoughthisbudgetlookssimple,thecompanyshouldputagreatamountoftimeintoconsiderationoftheprojectedsalesnumbers.2022/12/415PreparetheOperatingBudget,conts.ExampleP149(188)Gatheringanddiscussionsamongsalesmanagersandsalesrepresentativesthroughcustomerresponsemanagement(CRM)Basedonexpecteddemandorthemaximumunitsthatcanbeproduced.Schedule1:RevenuesBudgetFortheYearEndingDecember31,2010

UnitsSellingPriceTotalRevenuesCasual

50,000$600$30,000,000Deluxe10,0008008,000,000Total$38,000,0002022/12/416PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.P150(188)Step2: Basedonthenumbersincludedintherevenuesbudget,thecompanycanthenpreparetheproductionbudget.Includedinthisbudgetareprojectionsaboutinventorylevels.Thisbudgetisexpressedonlyinunits,notdollars.2022/12/417Schedule2:

ProductionBudget:casualdeluxeBudgetedsales50,00010000Addtargetendingfinishedgoodsinventory11,000500Totalrequirements61,00010500Deductbeginningfinishedgoodsinventory1,000500Unitstobeproduced60,00010000PreparetheOperatingBudget,conts.P150(188)2022/12/418PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step3: Fromtheproductionbudget,thecompanycanthenmovetothedirectmaterialsusageanddirectmaterialspurchasesbudgets.Theseareoftenpreparedasonedocument.Inadditiontoincludingprojectionsaboutinventorylevelsfordirectmaterials,managementmustalsomakepredictionsaboutdirectmaterialprices.2022/12/419Schedule3B:DirectMaterialPurchasesBudgetFortheYearEndingDecember31,2010Material

RedOak

Granite

TotalPhysicalUnitsBudgetTobeusedinproduction(fromSchedule3A)

840,000

b.f.

440,000

s.f.Addtargetendinginventory

80,000

b.f.

20,000

s.f.Totalrequirements

920,000

b.f.

460,000

s.f.Deductbeginninginventory

70,000

b.f.

60,000

s.f.Purchasestobemade

850,000

b.f.

400,000

s.f.CashBudgetRedOak:850,000b.f.×$7b.f.

$5,950,000Granite:400,000s.f.×$10s.f.

$4,000,000Purchases

$5,950,000

$4,000,000

$9,950,000Directmaterials

RedOak

7perb.f.

Granite

10pers.f.P151(190)2022/12/420PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step4: Thedirectmanufacturinglaborbudgetispreparednext.Laborstandards—thetimeallowedperunitofoutput—areusedtocalculatedirectlaborcosts.Sincelaborisnotinventoried,theprocessforthisbudgetissomewhatsimplerthanpriorbudgets.2022/12/421Schedule4:DirectManufacturingLaborCostsBudgetFortheYearEndingDecember31,2010

OutputUnitsProduced(Schedule2)DirectManufacturingLabor-HoursperUnitTotalHoursHourlyWageRateTotalCasual

60,0004

240,000$20

$4,800,000Deluxe

10,0006

60,000

20

1,200,000Total300,000

$6,000,000PreparetheOperatingBudget,conts.P151(190)2022/12/422PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step5: Themanufacturingoverheadcostbudgetcomesnext.Itincludesabudgetforeachitemofmanufacturingoverhead.Eventhoughthebudgetlookssimple,keepinmindthateachlineiteminthisbudgetisalsoitsownbudget.Fromthisbudget,managerscandetermineapredeterminedoverheadapplicationrate.Theusedofactivity-basedcostdriversinpreparingthemanufacturingoverheadcostbudgetgivesrisetoactivity-basedbudgeting,orafocusontheactivitiesnecessarytoproduceandsellproductsandservices.2022/12/423Schedule5:ManufacturingOverheadCostsBudgetFortheYearEndingDecember31,2010ManufacturingOperationsOverheadCostsVariablecosts

Supplies

$1,500,000

Indirectmanufacturinglabor

1,680,000

Power(supportdepartmentcosts)

2,100,000

Maintenance(supportdepartmentcosts)

1,200,000

$6,480,000Fixedcosts(tosupportcapacityof300,000directmanufacturinglabor-hours)

Depreciation

1,020,000

Supervision

390,000

Power(supportdepartmentcosts)

630,000

Maintenance(supportdepartmentcosts)

480,000

2,520,000Totalmanufacturingoperationsoverheadcosts

$9,000,000MachineSetupOverheadCostsVariablecosts

Supplies

$390,000

Indirectmanufacturinglabor

840,000

Power(supportdepartmentcosts)

90,000

$1,320,000Fixedcosts(tosupportcapacityof15,000setuplabor-hours)

Depreciation

603,000

Supervision

1,050,000

Power(supportdepartmentcosts)

27,000

1,680,000Totalmachinesetupoverheadcosts

$3,000,000Totalmanufacturingoperationsoverheadcosts

$12,000,000P153(192)2022/12/424PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step6: Thenextbudgettobepreparedistheendinginventoriesbudget.Thisissimplyalistingofthebudgetedendinginventoriesinmaterialsandfinishedgoods.Unitsanddollaramountsareincluded.Work-in-processinventoryisnotbudgeted.2022/12/425*

*

**

**

Schedule6B:EndingInventoriesBudgetDecember31,2010QuantityCostperUnitTotalDirectMaterials

RedOak

80,000

$7

$560,000

Granite

20,000

10

200,000

$760,000FinishedGoods

Casual

11,000

$384

$4,224,000

Deluxe

500524

262,000

4,486,000Totalendinginventory

$5,246,000*Dataarefromp.149(188)**Dataarefromp.149(188).***FromSchedule6A,thisisbasedon2010costsofmanufacturingfinishedgoodsbecauseundertheFIFOcostingmethod,theunitsinfinishedgoodsendinginventoryconsistsofunitsthatareproducedduring2010.P154(193)PreparetheOperatingBudget,conts.2022/12/426PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step7: Thecostofgoodssoldbudgetisthenprepared.Mostoftheinformationforthisbudgethasalreadybeengenerated.Itissimplyamatterofpullingthenumbersalreadyavailableintoacostofgoodssoldformatforthisbudget.2022/12/427Schedule7:CostofGoodsSoldBudgetFortheYearEndingDecember31,2010

FromScheduleTotalBeginningfinishedgoodsinventory,

$646,000

January1,2010Given*Directmaterialsused3A

$10,280,000Directmanufacturinglabor4

6,000,000Manufacturingoverhead5

12,000,000Costofgoodsmanufactured

28,280,000Costofgoodsavailableforsale

28,926,000Deductendingfinishedgoodsinventory,

December31,20106B

4,486,000CostofGoodsSold

$24,440,000*Giveninthedescriptionofbasicdataandrequirements(Casual,$384,000,Deluxe$262,000).P154(193)PreparetheOperatingBudget,conts.2022/12/428PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step8: Thenonmanufacturingcostbudgetcloselyresemblesthemanufacturingoverheadcostbudgetinform.Itincludesthebudgetedamountforallnonmanufacturingcoststhecompanyexpectstoincurfortheperiod.Aswiththeoverheadbudget,eachlineitemrepresentsitsownbudgetandfollowsafixed/variableseparation.2022/12/429Schedule8:NonmanufacturingCostsBudgetFortheYearEndingDecember31,2010BusinessFunctionVariableCostsFixedCostsTotalCostsProductDesign-------------

$1,024,000

$1,024,000Marketing

(Variablecost:$38,000,000×0.065)$

2,470,000

1,330,000

3,800,000Distribution

(Variablecost:$2×1,140,000cu.ft.)

$

2,280,000

1,596,000

3,876,000$

4,750,000

$3,950,000

$8,700,000P154(193)PreparetheOperatingBudget,conts.2022/12/430PreparetheOperatingBudget,conts.thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step9: Thebudgeted,or

proforma,

incomestatementispreparednext.Itsimplyfollowstheformatofanincomestatement.Aswiththecostofgoodssoldbudget,manyoftheitemsforthisbudgethavealreadybeengeneratedduringthebudgetprocess.2022/12/431StylisticFurnitureBudgetedIncomeStatementFortheYearEndingDecember31,2010RevenuesSchedule1

$38,000,000CostofgoodssoldSchedule7

24,440,000Grossmargin

13,560,000Operatingcosts

ProductdesigncostsSchedule8

$1,024,000

MarketingcostsSchedule8

3,800,000

DistributioncostsSchedule8

3,876,000

8,700,000Operatingincome

4,860,000P155(194)PreparetheOperatingBudget,conts.2022/12/432StylisticFurnitureBalanceSheetDecemeber31,2009AssetsCurrentAssets

Cash

$300,000

Accountsreceivable

1,711,000

Directmaterialsinventory

1,090,000

Finishedgoodsinventory

646,000

$3,747,000Property,plant,andequipment:

Land

2,000,000

Buildingandequipment

$22,000,000

Accumulateddepreciation

(6,900,000)

15,100,000

17,100,000Total

$20,847,000LiabilitiesandStockholders'EquityCurrentLiabilities

Accountspayable

$904,000

Incometaxespayable

325,000

$1,229,000Stockholders'equity

Commonstock,no-par,

25,000sharesoutstanding

3,500,000

Retainedearnings

16,118,000

19,618,000Total

$20,847,0002022/12/433StylisticFurniture

CashBudgetForYearEndingDecember31,2010QuartersYearasa

Whole1234Cashbalance,beginning

$300,000

$350,715

$350,657

$350,070

$300,000Addreceipts

Collectionsfromcustomers

9,136,600

10,122,000

10,263,200

8,561,200

38,083,000Totalcashavailableforneeds(x)

9,436,600

10,472,715

10,613,857

8,911,270

38,383,000Deductdisbursements

Directmaterials

2,947,605

2,714,612

2,157,963

2,155,356

9,975,536

Payroll

3,604,512

2,671,742

2,320,946

2,562,800

11,160,000

Manufactoringoverheadcosts

2,109,018

1,530,964

1,313,568

1,463,450

6,417,000

Nonmanufacturingcosts

1,847,750

1,979,000

1,968,250

1,705,000

7,500,000

Machinerypurchase

758,000

758,000

Incometaxes

725,000

400,000

400,000

400,000

1,925,000

Totaldisbursements(y)

11,233,885

9,296,318

8,918,727

8,286,606

37,735,536Minimumcashbalancedesired

350,000

350,000

350,000

350,000

350,000Totalcashneeded

11,583,885

9,646,318

9,268,727

8,636,606

38,085,536Cashexcess(deficiency)*

$(2,147,285)

$826,397

$1,345,130

$274,664

297,464Financing

Borrowing(atbeginning)

$2,148,000$0$0$0

$2,148,000

Repayment(atend)0

(779,000)

(1,234,000)

(135,000)

(2,148,000)

Interest(at12%peryear)**

0

(46,740)

(111,060)

(16,200)

(174,000)

Totaleffectsoffinancing(z)

$2,148,000

$(825,740)

$(1,345,060)

$(151,200)

$(174,000)Cashbalance,ending***

$350,715

$350,657

$350,070

$473,464

$473,464*Excessoftotalcashavailableforneeds–Totalcashneededbeforefinancing.**Notethattheshort-terminterestpaymentspertainonlytotheamountofprincipalbeingrepaidattheendofaquarter.Thespecificcomputationsregardinginterestare$779,000×0.12×0.5=$46,740;$1,234,000x0.12x0.75=$111,060;$135,000×0.12=$16,200.Alsonotethatdepreciationdoesnotrequireacashoutlay.***Endingcashbalance=Totalcashavailableforneeds(x)–Totaldisbursements(y)+Totaleffectsoffinancing(z)2022/12/434BudgetingOverviewFlowchartPreparetheOperatingBudget,conts.2022/12/435

OtherBudgetingIssuesComputer-BasedFinancialPlanningModelsinSensitivityAnalysisP155(194)Financialplanningmodelsaremathematicalrepresentationsoftherelationshipsamongoperatingactivities,financingactivities,andotherfactorsthataffectthemasterbudget.Computer-basedsystems,suchasEnterpriseResourcePlanning(ERP)canbeusedtoperformcalculationsfortheseplanningmodels.2022/12/436OtherBudgetingIssues,conts.Sensitivityanalysisisa“whatif”techniquethatexamineshowaresultwillchangeiftheoriginalpredictedresultsarenotachievedorifanassumptionchanges.Kaizenbudgeting(改善預(yù)算法)isabudgetaryprocessthatexplicitlyincorporatescontinuousimprovementduringthebudgetperiod.P156(195)2022/12/437OtherBudgetingIssues,conts.OngoingBudgetProcessp143(182)Managersandaccountantsplantheperformanceofthecompanyandsubunits,takingintoaccountpastperformanceandanticipatedfuturechangesSeniormanagersdistributeasetofgoalsagainstwhichactualresultswillbecomparedAccountantshelpmanagersinvestigatedeviationsfrombudget.CorrectiveactionoccursatthispointManagersandaccountantsassessmarketfeedback,changedconditions,andtheirownexperiencesasplansarelaidforthenextbudgetperiod2022/12/438OtherBudgetingIssues,conts.Budgetstypicallycoverasettimeperiodincludingafullbusinesscycle.Normallyanannualbudgetwouldbeprepared,butbrokendownintosubperiodssuchasamonthorquarter.Somecompaniesutilizerollingbudgetsorcontinuousbudgeting.P146(185)Thistypeofbudgetiscreatedbycontinuallyaddingamonthorquartertotheexistingbudget,sothatthecompanyalwayshasa12-monthbudgetinplace.2022/12/4392004年度預(yù)算（一）1月2月3月4月5月6月7月8月9月10月11月12月2004年度預(yù)算（二）2005年2月3月4月5月6月7月8月9月10月11月12月1月2004年度預(yù)算（三）2005年3月4月5月6月7月8月9月10月11月12月1月2月執(zhí)行與調(diào)整執(zhí)行與調(diào)整第一次滾動(dòng)第二次滾動(dòng)逐月滾動(dòng)預(yù)算示意圖2022/12/4402004年度預(yù)算第一季度第二季度第三季度第四季度1月2月3月預(yù)算總額預(yù)算總額預(yù)算總額2004年度預(yù)算2005年度第二季度第三季度第四季度第一季度4月5月6月預(yù)算總額預(yù)算總額預(yù)算總額2004年度預(yù)算2005年度第三季度第四季度第一季度第二季度4月5月6月預(yù)算總額預(yù)算總額預(yù)算總額預(yù)算對(duì)比分析預(yù)算執(zhí)行第一季度實(shí)際數(shù)預(yù)算調(diào)整與修正預(yù)算執(zhí)行第二季度實(shí)際數(shù)預(yù)算調(diào)整與修正預(yù)算對(duì)比分析第一次滾動(dòng)第二次滾動(dòng)混合滾動(dòng)預(yù)算示意圖2022/12/441

ResponsibilityCentersOrganizationstructureisthearrangementoflinesofresponsibilitywithintheorganization.Examplesoforganizationstructureincludebybusinessfunction,byproductline,orgeographically.Aresponsibilitycenterisapart,segment,orsubunitofanorganizationwhosemanagerisresponsibleforaspecifiedsetofactivities.P158(197)2022/12/442ResponsibilityCenters,conts.Responsibilityaccountingmeasurestheplans,budgets,actions,andresultsofeachresponsibilitycenter.Fourtypesofresponsibilitycentersare:P158(197)Costcenter,inwhichthemanagerisresponsibleforcostsonly.Theaccountingdepartmentwouldbeaccountedforasacostcenter.Revenuecenter,inwhichthemanagerisaccountableforrevenuesonly.2022/12/443

ResponsibilityCenters,conts.Responsibilityaccountingmeasurestheplans,budgets,actions,andresultsofeachresponsibilitycenter.Fourtypesofresponsibilitycentersare:Profitcenter,inwhichthemanagerisaccountableforrevenuesandcosts.Forexample,theshoedepartmentinadepartmentstoremaybeaccountedforasaprofitcenter.Investmentcenter,inwhichthemanagerisaccountableforrevenuesandcosts,butalsotheinvestment(orassets)underhiscontrol.Asinglestoreoradivisionwithinthecompanymaybeaccoun