Professional Documents
Culture Documents
Chapter 9
1
The Basic Framework of Budgeting
2
Planning and Control
Planning – Control –
involves developing involves the steps taken by
objectives and management to increase
preparing various the likelihood that the
budgets to achieve objectives set down while
those objectives. planning are attained and
that all parts of the
organization are working
together toward that goal.
3
Advantages of Budgeting
Define goals
and objectives
Communicate Think about and
plans plan for the future
Advantages
Coordinate Means of allocating
activities resources
Uncover potential
bottlenecks
4
Responsibility Accounting
5
Choosing the Budget Period
Operating Budget
6
Self-Imposed Budget
Top Management
Middle Middle
Management Management
7
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 excuse.
8
Self-Imposed Budgets
Self-imposed budgets should be reviewed
by higher levels of management to
prevent “budgetary slack.”
Most companies issue broad guidelines in
terms of overall profits or sales. Lower
level managers are directed to prepare
budgets that meet those targets.
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Human Factors in Budgeting
The success of a budget program depends on 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.
10
The Budget Committee
11
The Master Budget: An Overview
Sales budget
Selling and
Ending inventory administrative
Production budget
budget budget
Cash Budget
Budgeted
Budgeted
income
balance sheet
statement
12
Budgeting Example
13
The Sales Budget
14
Expected Cash Collections
15
Expected Cash Collections
16
Expected Cash Collections
17
Expected Cash Collections
18
Quick Check
19
Quick Check
20
Expected Cash Collections
21
The Production Budget
Sales Production
Budget Budget
and
Expected
Cash
Collections
23
The Production Budget
24
The Production Budget
26
Quick Check
27
The Production Budget
28
The Production Budget
30
The Direct Materials Budget
31
The Direct Materials Budget
32
The Direct Materials Budget
March 31 inventory
34
Quick Check
35
The Direct Materials Budget
36
The Direct Materials Budget
38
Expected Cash Disbursement for Materials
39
Expected Cash Disbursement for Materials
41
Quick Check
42
Expected Cash Disbursement for Materials
43
The Direct Labor Budget
At Royal, each unit of product requires 0.05 hours (3
minutes) of direct labor.
The Company has a “no layoff” policy so all employees
will be paid for 40 hours of work each week.
For purposes of our illustration assume that Royal has a
“no layoff” policy, workers are pay at the rate of $10 per
hour regardless of the hours worked.
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.
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The Direct Labor Budget
45
The Direct Labor Budget
46
The Direct Labor Budget
48
Quick Check
49
Quick Check
d. $57,000
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Manufacturing Overhead Budget
51
Manufacturing Overhead Budget
* rounded
53
Manufacturing Overhead Budget
Direct materials
budget and information.
55
Ending Finished Goods Inventory Budget
56
Ending Finished Goods Inventory Budget
57
Ending Finished Goods Inventory Budget
Production Budget.
58
Selling and Administrative Expense Budget
At Royal, the selling and administrative expense budget is
divided into variable and fixed components.
The variable selling and administrative expenses are $0.50
per unit sold.
Fixed selling and administrative expenses are $70,000 per
month.
The fixed selling and administrative expenses include
$10,000 in costs – primarily depreciation – that are not cash
outflows of the current month.
59
Selling and Administrative Expense Budget
61
Quick Check
62
Selling Administrative Expense Budget
63
Format of the Cash Budget
The cash budget is divided into four sections:
1. Cash receipts section lists all cash inflows excluding cash
received from financing;
2. Cash disbursements section consists of all cash payments
excluding repayments of principal and interest;
3. Cash excess or deficiency section determines if the
company will need to borrow money or if it will be able to
repay funds previously borrowed; and
4. Financing section details the borrowings and repayments
projected to take place during the budget period.
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The Cash Budget
Schedule of Expected
Cash Collections.
66
The Cash Budget
Schedule of Expected
Cash Disbursements.
Direct Labor
Budget.
Manufacturing
Overhead Budget.
67
The Cash Budget
68
The Cash Budget
70
Quick Check
71
Quick Check
72
The Cash Budget
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The Budgeted Income Statement
Cash Budgeted
Budget Income
Statement
74
The Budgeted Income Statement
Sales Budget.
Royal Company
Budgeted Income Statement
For the Three Months Ended June 30
Ending Finished
Sales (100,000 units @ $10) $ 1,000,000 Goods Inventory.
Cost of goods sold (100,000 @ $4.99) 499,000
Gross margin 501,000
Selling and administrative expenses 260,000 Selling and
Operating income 241,000 Administrative
Interest expense 2,000 Expense Budget.
Net income $ 239,000
Cash Budget.
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The Budgeted Balance Sheet
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Royal Company
Budgeted Balance Sheet 25% of June
June 30 sales of
Assets: $300,000.
Cash $ 43,000
Accounts receivable 75,000 11,500 lbs.
Raw materials inventory 4,600 at $0.40/lb.
Finished goods inventory 24,950
Land 50,000 5,000 units
Equipment 367,000 at $4.99 each.
Total assets 564,550
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Royal Company
Budgeted Balance Sheet
June 30
Beginning balance $146,150
Assets: Add: net income 239,000
Cash $ 43,000
Deduct: dividends (49,000)
Accounts receivable Ending balance
75,000 $336,150
Raw materials inventory 4,600
Finished goods inventory 24,950
Land 50,000
Equipment 367,000
Total assets 564,550
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•Assign #8
pg. 397 – E9-3, E9-4, E9-5, (due 11/19)
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