Atkinson,SolutionsManualt/aManagementAccounting,6E

Chapter10

UsingBudgetstofor

Planningand

Coordination

QUESTIONS

10-1Abudgetisaquantitativemodeloftheexpectedconsequencesofthe

organization'sshort-termoperatingactivities.Abudgettypicallyexpressesthe

expectedmoneyinflowsandoutflowsinordertoassesswhethertheplanned

operationswillmeettheorganization'sfinancialobjectives.

10-2Flexibleresourcesarethosethatvarywiththeactivitylevelofthefirmor

organization.Thosethatdonotchangewiththeactivitylevelarecapacity-

related(orcommittedorfixedresources).

10-3Yes,aspendingplanisabudgetsinceitprovidesasummary,infinancialterms,

ofthestudenfsspendingintentions.

10-4Inmanywaysthegoalofafamilybudgetisquitesimilartothegoalofabudget

developedforanorganization.Inthesesettings,thegoalistohelpbothfamilies

andorganizationsachievetheirobjectivesbyallocatingtheirresourceswisely.

Organizationalbudgetsusuallydifferfromfamilybudgetsinsheersize(the

dollaramountsproposed),scope(thenumberofoperatingunitsandtheirgoals),

andnumberofiterations(submissionandresubmissionsofbudgets)beforethe

finalbudgetisdetermined.

10-5Aproductionplanisanexhibitthatidentifiesproposedproductionduringan

intervaloftime,suchasaweekoramonth.Aproductionplaninacourier

companyidentifiesthenumberofdriversandtrucksneededandassignsdrivers

andtruckstoroutes.

10-6Financialbudgetsrepresentprojectedfinancialresultsforanorganization.

Suchbudgetsincludeastatementofexpectedcashflows,projectedbalance

sheet,andaprojectedincomestatement.Theseareoftencalledproforma

financialstatements.Operatingbudgetsareplansusedtoguidetheoperations

oftheorganization.Suchplansincludesales,capitalspending,production,

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materialspurchasing,laborhiringandtraining,andadministrativeand

discretionaryspendingplans.

10-7Youshouldnotjumptotheconclusionthattheuniversity'shiringandtraining

planislikelytobemoreimportantbecauseithiresskilledratherthanunskilled

labor.Anumberoffactorsdeterminetheimportanceofalaborhiringand

trainingplaninanyorganization.However,thetwomostimportantarelikely

theamountofemployeeturnoverthatrequiresreplacementandtheamountof

ongoingretrainingthattheorganizationmustprovide.Iftheuniversityhas

reachedrelativelystableemployment,thelaborhiringandtrainingplanwould

berelativelyunimportantsinceuniversityfacultymembersareexpectedto

attendtotheirowntraining.Ifthemunicipalityiscontinuouslyhiringnew

employeesorretrainingexistingemployeestouseequipment,itwillhavea

continuousneedforahiringandtrainingplan.

10-8Thesalesplanisbasedonthedemandforecast.Thenumbersinthedemand

forecastmustnotbelessthanthenumbersinthesalesplan.Otherwisethesales

planisinfeasiblebecauseitcallsforsellingmorethancustomerswillbuy.

10-9Ademandforecastisanestimateofthenumberofunitsthatcustomerswould

bewillingtobuyunderspecifiedconditions.Theintendedsalesinthesales

plan,acrucialcomponentofthemasterbudgetprocess,cannotexceedthe

numbersinthedemandforecast.Thus,thedemandforecastisusedtodevelop

thesalesplan.

10-10Yes.Employeetrainingdoesnothaveaphysicalrelationshipwiththe

organization'sactivitylevel.(However,employeetrainingshouldenhance

performancepotential,supportingachievementofanorganization'sstrategy.)

10-11Acapitalspendingplansummarizesanorganization'splanstoacquireorsell

long-termcapitalinvestments,suchasbuildingsandequipment,thatareneeded

tomeettheorganization'sobjectives.

10-12Acapacity-relatedexpenditureisanyexpenditurethatanorganizationcannot

avoidintheshort-run.Apaymentonalong-termleaseisacapacity-related

expenditure.

10-13Thisisatrickyquestion.Ifthecafeteriaiscommittedtopreparingagiven

amountoffoodforeachstudentintheresidence,whetherthestudentshowsup

formealsornot,thefoodcostisacapacity-related(fixed)cost.However,ifthe

Atkinson,SolutionsManualt/aManagementAccounting,6E

cafeteriaonlypreparesenoughfoodforstudentswho,onaverage,actually

showuptoeat,thefoodcostisavariablecost.

10-14Adefiningcharacteristicofaflexibleresourceisonewhereyouonlypayfor

whatyouuse.Flexibleresourcescanbeacquiredordisposedofintheshortrun

basedonthenumberofoutputunits.Weusuallyassumethatmaterialscostsare

variable(flexible)becausewecanalwayscarrymaterialsuntilweusethem.

However,ifanorganizationpaysasetamountformaterials,nomatterhow

muchituses,thematerialscostisacapacity-related(fixed)cost.Astorethat

buysmerchandisemayconsidermerchandise,ormaterialscosts,acapacity-

relatedresourcebecauseitisunabletocarrymerchandiseindefinitelyorreturn

unusedmerchandise-butthisisstretchingtheideaofacapacity-related

resource.

10-15Alineofcreditisashort-termfinancingarrangementmadebetweenan

organizationandafinancialinstitution.Alineofcreditprovidesan

organizationwithareadysupplyofcash,uptoalimitnegotiatedbetweenthe

organizationanditsbank.Wecanthinkofalineofcreditasacommitment

fromafinancialinstitutiontoallowthedebtortoborrowmoneyondemandup

toaspecifiedmaximumamount.

10-16Plannersusebudgetinformationforthefollowingpurposes:

(1)Identifybroadresourcerequirements.Thishelpsdevelopplanstoputneeded

resourcesinplace.

(2)Identifypotentialproblems.Thishelpstoavoidproblemsortodealwith

themsystematically.

(3)Compareprojectedoperatingandfinancialresultstoactualresults.These

comparisonswithinanorganizationcanbeusedtoevaluatetheefficiencyof

theorganization'soperatingprocesses.

10-17Bothwhat-ifandsensitivityanalysesusethesamemodeltoevaluatefuture

alternatives.However,theapproachesdifferintheirpurposes.What-if-analysis

isaprocessthatusesamodeltopredicttheresultsofvaryingthatmodel'skey

parametersorestimates.Sensitivityanalysisistheprocessofselectively

varyingkeyestimatesofaplanorabudgettoidentifyoverwhatrangea

decisionoptionispreferred.Inthisway,sensitivityanalysisenablesplannersto

identifyestimatescriticaltothedecisionunderconsideration.What-if-analysis

reliesonthatmodeltestedviasensitivityanalysis.

10-18Avarianceisadifferencebetweenanactualamountandaplanned(budgeted)

amount.Theoilpressurewarninglightcomesoninacarwhentheoilpressure

fallsoutsideaspecifiedplannedorexpectedrange.

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10-19Analysisofreasonsforthevariancebetweenactualandestimatedjobcostscan

helpmanagersinseveralways.Ifthemanagerialactionsthatledtoactualcosts

beinglowerthantheestimatedcostsareidentified,similarcostsavingscanbe

realizedbyrepeatingthoseactionsintheproductionofotherjobs.Iffactors

resultinginactualcostsbeinghigherareidentified,thenmanagersmaybeable

totakethenecessaryactionstoeliminateorcontrolthosefactors.Ifcost

changesarelikelytobepermanent,however,therevisedcostinformationcan

beusedinrevisingstandardsforfuturevarianceanalysesandinbiddingfor

jobsinthefuture.

10-20Aflexiblebudgetpresentscosttargetsorforecastsfbrtheorganization's

achievedlevelofactivity.

10-21Thefirstlevelofvarianceanalysisforacostitemfocusesonthedifferences

betweenactualandestimated(masterbudget)costsfortheitem.Thesecond

levelofvarianceanalysisdecomposesthefirst-levelvariancesintoaflexible

budgetvarianceandaplanningvariance.Theflexiblebudgetvarianceisthe

differencebetweenactualcostsandflexiblebudgetcosts,whichreflectthe

volumelevelachieved,ratherthanplanned.Theplanningvarianceisthe

differencebetweenflexiblebudgetcostsandmasterbudgetcosts.Forvariable

costs,thethirdlevelofvarianceanalysisdecomposestheflexiblebudget

componentofthesecondlevelvarianceintoefficiency(use)andprice(rate)

variances.

10-22Byclassifyingflexiblebudgetvariancesintorate(price)andefficiency

(quantity)variances,managerscanbetterunderstandthefactorscausingthose

variancesandcorrectthestandardsorinstitutechangesthathelpreduce

expenses.

10-23Yes.Thelaborefficiencyvariancewilllikelybefavorablebecausefewer

(actual)hourswillberequiredforajobwhenexperiencedworkersworkonthe

job.Thelaborratevariance,however,willlikelybeunfavorablebecause

experiencedworkers5wageswillbehigherthanthoseoflessexperienced

workers.

10-24Thepurchaseanduseofcheaper,lower-qualitymaterialsislikelytoresultina

favorablematerialpricevariance,anunfavorablematerialquantityvariance,

andanunfavorablelaborefficiencyvariance,butthelaborratevarianceisnot

likelytobeaffected.

Atkinson,SolutionsManualt/aManagementAccounting,6E

10-25Thefirststepisolatestheeffectofsalesvolumedifferencesbycomputingsales

mixvariancesandsalesquantityvariances,andthesecondstepisolatesthe

effectofsalespricedifferencesbycomputingsalespricevariances.

10-26Anappropriationisaplannedcashoutfloworspendingplan.Inagovernment

agency,itisanauthorizedspendinglimit.Anexampleofanappropriationina

universityisanauthorizationforafacultytospendaspecifiedamountof

moneyonstudententrancescholarships.

10-27Aperiodicbudgetisabudgetthatispreparedforafixedintervaloftime,

usuallyoneyear.Aftertheperiodoftimehaselapsed,thebudgetisdiscarded.

10-28Thisiscalledincrementalbudgetingbecausespendingallocationsforthis

periodareproportionaladjustmentsoflastperiod'sspendingallocations.

10-29Thisiscalledzero-basedbudgetingbecauseeachyearthecharitiestowhich

youdonatemustreestablishtheirneed.

10-30Criticsarguethatthetraditionalbudgetingprocess(1)reflectsatop-down

approachtoorganizingthatisinconsistentwiththeneedtobeflexibleand

adapttochangingorganizationcircumstances;(2)focusesoncontrols(suchas

meetingthetargetbudget)ratherthanonhelpingtheorganizationachieveits

strategicobjectives;and(3)causesresourceallocationstobedrivenbypolitical

powerintheorganizationratherthanstrategicneeds.

10-31Thebeyondbudgetingapproachdiffersintwofundamentalwaysfrom

traditionalbudgeting.First,traditionalbudgetsarebasedonfixedannualplans

thattiemanagerstopredeterminedactions.IntheBeyondBudgetingapproach

targetsaredevelopedbasedonstretchgoalstiedtopeers,competitors,andkey

globalbenchmarks.Thesetargetsarereviewedandmodifiedifnecessaryand

managersaremoremotivatedtoachievethesegoalssincethegoalsrepresent

measuresthatlinkdirectlytothecompetitionratherthananinternalartificial

goal.Second,theBeyondBudgetingmodelprovidesamoredecentralizedway

ofmanaging.Ratherthanrelyingontraditionalhierarchicalandcentralized

management,managersaremuchmoreaccountabletotheirteamsand

workgroupssincethetargetsdirectlypertaintowhattheyaredoing.This

provideseveryonewithamoredirectsenseofresponsibilityandismore

motivating.

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EXERCISES

10-32Iftheorganizationsolicitstheinformationfromthesalesforce,salespeoplewill

bemotivatedtounderstatesalespotentialinordertosetlowhurdlesfor

commissionablesales.Otherapproachesincludeusingestimatesbasedon

marketsurveysconductedbyadrugindustryassociationorotherresearch

group,andusingstatisticalmodelstoidentifyarelationshipbetweenfuture

salesandcurrentsalesortrendsindisease.

10-33Theprimarypurposeofbudgetsisforplanning.Problemsarecreatedwhen

budgetsareusedafterthefactforcontrol.Forexamplepeoplewhose

performancewillbecomparedtothebudgettargetsmayunderstatetheir

potentialinordertohaveachievabletargetsset.Therefore,tyingplanstoafter-

the-factcontrolcompromisestheintegrityoftheinformationgatheringprocess.

Somepeoplehavearguedthatinformationusedforplanningshouldnotbeused

inafterthefactcontrol.(Standardsforafterthefactcontrolcould,instead,be

basedonindependentbenchmarkinformationorimprovementsonprevious

performance.)Someorganizationshavedesignedincentiveschemesthatreward

peoplejointlyontheirabilitytoimproveperformanceandtomeetbudget

projections.

10-34Wagespaidtogradersarecontrollableintheshort-termifthewagesarebased

purelyonthenumberofhoursworked.Thewagespaidtolecturerswhoare

hiredtoteachforasemesterarecontrollableintheintermediate-termbecause

thereisnocommitmenttothelecturersbeyondtheendofthesemester.The

wagespaidtofull-timefacultyareonlycontrollableinthelong-termsincemost

facultymembersareonlong-termorpermanentcontracts.Becauseofthe

natureoffull-timestaffteachingcontracts,universitiesarenotoriously

inflexibleasstudentdemandsforprogramsandcourseschange.

10-35Manyorganizationsarerunbythenumbers.Intheseorganizationsmanagers

areheldaccountableforfinancialresults.Therefore,theirinteresttendstofocus

onprojectionsoffinancialresultsandtheyjudgethedesirabilityofasetof

operatingstrategiesbasedonthefinancialresultsprojectedforthosestrategies.

10-36Aconsultingcompanyisanorganizationthatuseshighlytrainedpeopleto

delivercomplexandcustomizedproductstoitscustomers.Thisorganization

mightbeexperiencingacontinuousneedtohireandtrainpersonnelwhocan

providetheservicesthatcustomersrequire.Aplanningprocessallowsthis

organizationtoanticipatethetypeandquantityofskillsitwillrequireandwill

Atkinson,SolutionsManualt/aManagementAccounting,6E

allowittodevelopahiringandtrainingplanthatwillprovidethepeopleit

needsataminimumcost.

10-37Thevegetablecanneracquiresandpacksitsproductsoveraveryshortperiodof

timefollowingthegrowingseasons.Therefore,inventorylevelswillbecyclical,

buildingupafterthegrowingseasonanddeclininguntiltheendofthenext

growingseason.Theorganizationwillhavetoplantoacquirethefundsitneeds

tomeetthisneedforacyclicalinvestmentininventory.

10-38Thecreditgrantingpolicyisanimportantcomponentoftheorganization's

sellingstrategies.Tighteningoreliminatingcredittermsmightreducesales.On

theotherhand,tighteningcredittermsshouldspeedcashcollectionsandmight

decreasethebaddebtsexpenseandreducetheopportunitycostoftheaccounts

receivableloanstocustomers.Theorganization'splannersmustbalancethe

benefitsofreducedbaddebtsexpenseandtheopportunitycostsoflendingwith

theprofitonlostsalesthatmightresultfromreducingcreditterms.

10-39Amachineshopmightacceptandcompletethousandsofsmalljobseachyear.

Becauseoftheproblemsanderrorsindeterminingprofitsfromindividualsmall

jobs,thisorganizationmightwanttocompareitsoveralllevelsofefficiency

withthoseofitscompetitorsbycomparingitsprojectedfinancialresultswith

thoseofitstoughestcompetitors.Coststhatareoutoflinewiththoseof

competitorswouldbeflaggedandplansdevelopedtoimprovetheperformance

ofactivitiesthatcreatedthosecosts.

10-40Units

Sales40,000

Desiredendinginventory5,000

Needs45,000

Beginninginventory6,000

Purchases39.000

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10-41(a)

ProductionBudgetJanuaryFebruaryMarch

SalesofG1250,00060,00054,000

Desiredendinginventory315,00013,500

Needs65,00073,500

Beginninginventory612.50015.000

Production52.50058.500

25%ofnextmonth'ssales.ForJanuary,25%x60,000=15,000;forFebruary,25%

x54,000=13,500

b25%ofcurrentmonth'ssales.ForJanuary,25%x50,000=12,500;forFebruary,

25%x60,000=15,000

(b)

PurchasesBudgetJanuaryFebruary

Unitstobeproduced52,50058,500

Rawmaterialsneededperunit_____(15___(L5

Totalproductionneeds26,25029,250

Desiredendinginventory32,9252,025

Totalmaterialneeds29,17531,275

Beginninginventory112.6252,925

Totalmaterialpurchases26.55028.350

a10%ofnextmonth'sneeds.ForJanuary,10%x29,250=2,925;forFebruary,10%

x20,250=2,025

b10%ofcurrentmonth'sneeds.ForJanuary,10%x26,250=2,625;forFebruary,

10%x29,250=2,925

10-42(a)LetQ=saleslevelinunitsatwhichthecostsarethesamewithboth

machines.

($44xQ)+$32,000=($40*Q)+$40,000

$4Q=8,000

Q=2,000units

(b)LetR=saleslevelindollarsatwhichtheuseofthenewmachineresults

ina10%profitonsalesratio.

Atkinson,SolutionsManualt/aManagementAccounting,6E

LetQbethecorrespondingnumberofunits,sothatR-$55xQ

$(55-40)x0-$40,000=$55xQx10%

15。-55。=40,000

八40,000…?

Q=—―—=4,211units

R=$55x4,211

=$231,605

10-43Themostcriticalestimatesarethedemandestimatesbecausetheyprovidethe

basisuponwhichalltheotherplansarebased.Othercriticalestimatesarethose

relatingtotheconsumptionofeachfactorofproduction(suchasrawmaterials,

labor,andmachinecapacities)byeachunitofproductionsincetheseestimates

willplayanimportantroleinestimatingtotalresourcerequirementsand

estimatingcosts.

10-44No.Incrementalbudgetingdoesnotensurethatresourcesarebestallocated.

Someuniversityunits(suchasdepartmentsorcolleges)mayhavemajor

inefficienciesandbudgetaryslackwhereotherunitsmayhavealreadymade

processimprovementsandhavefewinefficienciesandrelativelylittle

budgetaryslack.Moreover,someunitsmaybeseriouslyunderfundedrelative

tothetrendindemandwhereotherunitsmaybeoverfundedrelativetothe

trendindemand.

10-45(a)Becausethequantitypurchaseddiffersfromthequantityused,the

materialpricevarianceusesthepurchasedquantity(PQ)insteadofthe

quantityused(AQ).

Materialpricevariance=(AP-SP)xPQ

=($2.50-2.20)x12,000

=$3,600U

(b)Materialquantityvariance=(AQ-SQ)xSP

=(10,500-(20x500))x$2.20

=$1,100U

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(c)Directlaborratevariance=(AR-SR)xAH

=($12-10)x1,800

=$3,600U

(d)Directlaborefficiencyvariance=(AH-SH)xSR

=(1,800-(4x500))x$10

=$2,000F

10-46(a)Directmaterialpricevariance=(AP-SP)xAQ

=($(5,880+2,800)-2)x2,800

=$280U

(b)Directmaterialquantityvariance=(AQ-SQ)xSP

=(2,800-(5x500))x$2

=$600U

(c)Afavorablelaborefficiencyvarianceof$100forjob822impliesthat

(A”—2x500)x$10=-100.Therefore,AH=1,000-y-=990.

(d)Anunfavorablelaborratevarianceof$250forjob822impliesthat

(AR-10)x990=250.Therefore,

250

AH=10+——=$10.2525.

990

Finally,theactualdirectlaborcostsincurredforJob822are:

ARxAH=$10.2525x990=$10,150(rounded).

10-47(a)Materialpricevariance=(AP-SP)xAQ

=($97-100)x40,000

=$120,000F

Atkinson,SolutionsManualt/aManagementAccounting,6E

(b)

Materialquantityvariance=(AQ-SQ)xSP

=(40,000-(5x9,000))x$100

=$500,000F

(c)Yes,therelationshipwiththisnewsuppliershouldbemaintained

becauseitappearsthesupplierisprovidingmaterialsofgoodqualityfor

apricethatislessthanexpected.However,asaprecaution,thecompany

couldmakesurethelowercostmaterialsarenotleadingtothe

unfavorablelaborefficiencyvarianceinpart(e).

(d)Directlaborratevariance=(AR-SR)xAH

=($(60,000+5,000)-12)x5,000

=0

(e)Directlaborefficiencyvariance=(AH-SH)xSR

=(5,000-(0.50x9,000))x$12

=$6,000U

10-48(a)Materialpricevariance=(AP-SP)xAQ

ComponentX:0.30xAQ=160,soAQ=533.3unitsofX.

ComponentY:-0.20xAQ=-120,soAQ=600unitsofY.

ComponentZ:0.50xAQ=192,soAQ=384unitsofZ.

(b)Materialquantityvariance=(AQ-SQ)xSP

ComponentX:(533.3-(1x220))xSP=168,soSP=$0.536perunitofX.

ComponentY:(600-(2x220))xSP=100,soSP=$0.625perunitofY.

ComponentZ:(384-(3x220))xSP=-84,soSP=$0.304perunitofZ.

1,000,000,c

10-49Plannednumberofbatches=--------------=41)

25,000

1,125,000

Flexiblebudgetnumberofbatches==45

25,000

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PROBLEMS

10-50BordersManufacturingProductionPlan

MonthUnitsalesProduction(rounded)

January8,742(8,742x.5)+(9,415x.5)=9,079

February9,415(9,415x.5)+(7,120x.5)=8,268

March7,120(7,120x.5)+(8,181x.5)=7,651

April8,181(8,181x.5)+(7,942x.5)=8,062

May7,942(7,942x.5)+(9,681x.5)=8,812

June9,681(9,681x.5)+(2,511x.5)=6,096

July2,511(2,511x.5)+(2,768x.5)=2,640

August2,768(2,768x.5)+(2,768x.5)=2,768

September2,768(2,768x.5)+(2,283x.5)=2,526

October2,283(2,283x.5)+(1,542x.5)=1,913

November1,542(1,542x.5)+(1,980x.5)=1,761

December1,980(8,725x.5)+(1,980x.5)=5,353

Atkinson,SolutionsManualt/aManagementAccounting,6E

10-51MiraVistaPlanters

JanFebMarAprMayJun

Demand8,6925,7658,13434,400558,729832,251

Salesrevenue(x$0.20)$1,738$1,153$1,627$6,880$111,746$166,450

Planters

Beginningofmonth2111573

Addeda00046814

Trainedb(wholenumbers)000711424

Laidoffc100000

Ending11157387

Capacityd10,00010,00010,00040,000560,000835,000

Wagese$1,600$1,600$1,600$6,400$89,600$133,600

TrainingCostse0002,80045,6009,600

LayoffSeverance400____0____0____0____0____0

TotalCosts$2,000$1,600$1,600$9,200:$135200：$143,200

Profit($262)($447)$22($2.320)($23.454)$23.250

Demand8,6925,7658,13434,400558,729832,251

Beginningcapacity20,00010,00010,00010,00050,000730,000

Difference-11,308-4,235-1,86624,400508,729102,251

aNewplantersneeded00046814

5/3xnumberneeded0.00.00.06.7113.323.3

bPlanterstrained000711424

cPlanterslaidoff100000

Traineesaddtocapacityforonly3weeksoftheirfirstmonth.ForApril,thecapacityis

(