成本與管理會(huì)計(jì)亨格瑞第13版英文版CA06.ppt

1、Master Budgeting and Responsibility Accounting,CHAPTER 6,Structure of Lecture,The master budget and explain its benefits Describe the advantage of budgets Prepare the operating budget and its supporting schedules Use computer-based financial planning models in sensitivity analysis Explain kaizen bud

2、geting and how it is used for cost management Describe responsibility centres and responsibility accounting Explain how controllability relates to responsibility accounting Recognize the human aspects of budgeting,Master Budget,A budget is the quantitative expression of a managements plan for the fu

3、ture. P142(181) It also is an aid to coordinating actions that need to be taken to implement the plan. Effective budgeting integrates the companys strategy into the budget process.,Master Budget,conts.,Strategy specifies how an organization matches its own capabilities with the opportunities in the

4、marketplace to accomplish its objectives. P142(182) The path to effective strategies include asking questions such as: What are our objectives? How do we create value for the customer while distinguishing ourselves from our competitors?,Master Budget,conts.,The path to effective strategies include a

5、sking questions such as:P143(182) Are the markets for our products local, regional, national, or global? What are our market trends? How are we affected by the economy, our industry, and our competitors? What organizational and financial structures serve us best? What are the risks and opportunities

6、 of alternative strategies, and what are our contingency plans if our preferred plan fails?,Master Budget,conts.,Well-managed companies usually follow an annual budget cycle including the following steps:P143(182) Plan the performance of the company as a whole and of the subunits within the company.

7、 Senior managers communicate to subordinates a set of expectations against which performance will be measured.,Master Budget,conts.,Well-managed companies usually follow an annual budget cycle including the following steps:P143(182) Management accountants investigate variations from plans, and corre

8、ctive action may be taken. Managerial accountants and managers take into account market feedback, changed conditions, and their own experiences in making plans for the upcoming period.,Master Budget,conts.,P143(182) Strategy-plan-budget,Master Budget,conts.,The master budget expresses managements op

9、erating and financial plans for a specified period (usually a year). P144(183) The master budget is actually a series of budgets including a set of budgeted financial statements (sometimes called pro forma statements).,Advantages of Budgets,Budgets are an integral part of management control systems.

10、 There are at least three advantages of budgeting. P144(183) Promote coordination and communication. Coordination is the meshing and balancing of all aspects of production in a company in the best way for the company to meet its objectives. Communication is making sure those goals are understood by

11、all employees.,Advantages of Budgets ,conts.,There are at least three advantages of budgeting. P144(183) Budgets serve as a framework for judging performance and facilitating learning. Budgeting helps overcome two limitations of using past performance. Past results often incorporate past mistakes an

12、d substandard performance. Future conditions can be expected to differ from the past, budgets account for these changed conditions. Budgets can be used to motivate managers and other employees. Studies have shown that challenging budgets improve employee performance.,Advantages of Budgets ,conts.,De

13、spite the fact that budgets are advantageous, there are a number of challenges in properly administering budgets. It is a time consuming process that involves all levels of management. Management at all levels should understand and support the budget. If top management support is lacking, the budget

14、 effort will be lackluster and halfhearted. Budgets should not be administered rigidly. Changing conditions may call for changes in plans.,Prepare the Operating Budget,The budgeting process includes both operating budgets and financial budgets.P147(186) Operating budgets include budgets reflecting t

15、he planned operational aspects of the business, including revenues, production, manufacturing costs, and other expenses for the period. It culminates in a budgeted income statement. Financial budgets consist of a capital expenditures budget, a cash budget, a budgeted balance sheet, and a budgeted st

16、atement of cash flows.,Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company.P149(188) Step 1:The first step budget to be prepared is the revenues budget. Although this budget looks simple, the company should put a gr

17、eat amount of time into consideration of the projected sales numbers.,Prepare the Operating Budget,conts.,Example P149(188) Gathering and discussions among sales managers and sales representatives through customer response management (CRM) Based on expected demand or the maximum units that can be pr

18、oduced.,Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company.P150(188) Step 2:Based on the numbers included in the revenues budget, the company can then prepare the production budget. Included in this budget are proj

19、ections about inventory levels. This budget is expressed only in units, not dollars.,Prepare the Operating Budget,conts.,P150(188),Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company. Step 3:From the production budg

20、et, the company can then move to the direct materials usage and direct materials purchases budgets. These are often prepared as one document. In addition to including projections about inventory levels for direct materials, management must also make predictions about direct material prices.,P151(190

21、),Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company. Step 4:The direct manufacturing labor budget is prepared next. Labor standardsthe time allowed per unit of outputare used to calculate direct labor costs. Since

22、 labor is not inventoried, the process for this budget is somewhat simpler than prior budgets.,Prepare the Operating Budget,conts.,P151(190),Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company. Step 5:The manufactur

23、ing overhead cost budget comes next. It includes a budget for each item of manufacturing overhead. Even though the budget looks simple, keep in mind that each line item in this budget is also its own budget. From this budget, managers can determine a predetermined overhead application rate. The used

24、 of activity-based cost drivers in preparing the manufacturing overhead cost budget gives rise to activity-based budgeting, or a focus on the activities necessary to produce and sell products and services.,P153(192),Prepare the Operating Budget,conts.,the following basic steps are common for develop

25、ing the operating budget for a manufacturing company. Step 6:The next budget to be prepared is the ending inventories budget. This is simply a listing of the budgeted ending inventories in materials and finished goods. Units and dollar amounts are included. Work-in-process inventory is not budgeted.

26、,*,*,*,*,P154(193),Prepare the Operating Budget,conts.,Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company. Step 7:The cost of goods sold budget is then prepared. Most of the information for this budget has already

27、been generated. It is simply a matter of pulling the numbers already available into a cost of goods sold format for this budget.,P154(193),Prepare the Operating Budget,conts.,Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufactur

28、ing company. Step 8:The nonmanufacturing cost budget closely resembles the manufacturing overhead cost budget in form. It includes the budgeted amount for all nonmanufacturing costs the company expects to incur for the period. As with the overhead budget, each line item represents its own budget and

29、 follows a fixed/variable separation.,P154(193),Prepare the Operating Budget,conts.,Prepare the Operating Budget,conts.,the following basic steps are common for developing the operating budget for a manufacturing company. Step 9:The budgeted, or pro forma, income statement is prepared next. It simpl

30、y follows the format of an income statement. As with the cost of goods sold budget, many of the items for this budget have already been generated during the budget process.,P155(194),Prepare the Operating Budget,conts.,Budgeting Overview Flowchart,Prepare the Operating Budget,conts.,Other Budgeting

31、Issues,Computer-Based Financial Planning Models in Sensitivity Analysis P155(194) Financial planning models are mathematical representations of the relationships among operating activities, financing activities, and other factors that affect the master budget. Computer-based systems, such as Enterpr

32、ise Resource Planning (ERP) can be used to perform calculations for these planning models.,Other Budgeting Issues,conts.,Sensitivity analysis is a “what if” technique that examines how a result will change if the original predicted results are not achieved or if an assumption changes. Kaizen budgeti

33、ng(改善預(yù)算法)is a budgetary process that explicitly incorporates continuous improvement during the budget period. P156(195),Other Budgeting Issues,conts.,Ongoing Budget Process p143(182) Managers and accountants plan the performance of the company and subunits, taking into account past performance and a

34、nticipated future changes Senior managers distribute a set of goals against which actual results will be compared Accountants help managers investigate deviations from budget. Corrective action occurs at this point Managers and accountants assess market feedback, changed conditions, and their own ex

35、periences as plans are laid for the next budget period,Other Budgeting Issues,conts.,Budgets typically cover a set time period including a full business cycle. Normally an annual budget would be prepared, but broken down into subperiods such as a month or quarter. Some companies utilize rolling budg

36、ets or continuous budgeting. P146(185) This type of budget is created by continually adding a month or quarter to the existing budget, so that the company always has a 12-month budget in place.,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,預(yù)算對比分析,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)算對比分析,第一次滾動(dòng),第二次滾動(dòng),混合滾動(dòng)

37、預(yù)算示意圖,Responsibility Centers,Organization structure is the arrangement of lines of responsibility within the organization. Examples of organization structure include by business function, by product line, or geographically. A responsibility center is a part, segment, or subunit of an organization wh

38、ose manager is responsible for a specified set of activities.P158(197),Responsibility Centers ,conts.,Responsibility accounting measures the plans, budgets, actions, and results of each responsibility center. Four types of responsibility centers are:P158(197) Cost center, in which the manager is res

39、ponsible for costs only. The accounting department would be accounted for as a cost center. Revenue center, in which the manager is accountable for revenues only.,Responsibility Centers ,conts.,Responsibility accounting measures the plans, budgets, actions, and results of each responsibility center.

40、 Four types of responsibility centers are: Profit center, in which the manager is accountable for revenues and costs. For example, the shoe department in a department store may be accounted for as a profit center. Investment center, in which the manager is accountable for revenues and costs, but als

41、o the investment (or assets) under his control. A single store or a division within the company may be accounted for as an investment center.,Responsibility Centers ,conts.,Budgets and responsibility accounting may be combined to provide feedback about performance of managers of the different respon

42、sibility centers. These differences between budgeted and actual results are useful in at least three ways:P159(198) Early warning, These variances may alert managers to events not immediately evident, thus allowing them to take early corrective action.,Responsibility Centers ,conts.,These difference

43、s between budgeted and actual results are useful in at least three ways:P159(198) Performance evaluation. The variances are an indication of how well the manager has performed in implementing strategies. Evaluating strategy. Variance may signal that the strategies being pursued by management are ineffective and need changing.,Controllability