Review Summary
1. A budget is a planning device that enables companies to set goals and to measure results against those goals. It is a chart of the course of operations that forecasts costs and profits and that aids managers in controlling costs and analyzing company strengths and weaknesses. The general principles of budgeting include clearly defined objectives; realistic goals; consideration of economic developments, the general business climate, industry conditions, and changes and trends that may influence sales and costs; comparison of actual results to budget; flexibility to modify in light of changing conditions; and the affixing of responsibility for forecasting costs, and accountability for results must be maintained.
2. The master or static budget is prepared for a single level of volume based on management’s best estimate of the level of production and sales for the coming period. It includes operating budgets and financial budgets as illustrated in Figure 7-1 of the text. Operating budgets include components of the pro forma (projected) financial statements such as the sales and production budgets that are part of the budgeted income statement. Financial budgets include the budget balance sheet and cash flow statement as well as cash and capital expenditure budgets. The sales budget projects the volume of sales for the coming period in both units and dollars and is used as the basis for the preparation of all other budgets. The production budget determines the units to be produced by adding the desired ending inventory to the units estimated to be sold and then subtracting the beginning inventory. The budgets for direct materials, direct labor, and factory overhead for the coming period are based on the required production from the production schedule. The cost of goods sold budget may be prepared upon completion of the above budgets. Once the level of activity has been determined for sales and production, the selling and administrative expenses budget can be prepared. Completion of these individual budgets permits the preparation of the budgeted income statement. The cash budget shows the estimated flow of cash and the timing of receipts and disbursements based on projected revenues, the production schedule, and the estimated expenses. The capital expenditures budget is a plan for the timing of acquisitions of buildings, equipment, and other significant assets.
3. To be used successfully as a management tool, the actual results should be periodically compared with the budgeted amounts and the reasons for significant differences should be explained. Managers are more apt to meet or beat their budget projections in companies that practice participative or “bottom up” budgeting, when the managers closest to the situation make projections that are then reviewed by their superiors. The managers’ motivation is higher because there is no one else to blame for imposing unrealistic budgets. The superiors’ review is important to preclude budget slack, where a manager sets unrealistically low goals in an effort tom make only average performance look good.
4. A flexible budget shows the planned expenses at various levels of production, whereas a master budget is prepared for a single level of activity. Using flexible budgeting, management quickly can determine variances by comparing actual costs with what the costs of production should have been at the actual level of production. The flexible budget is influenced by the presence of fixed and variable costs. Fixed costs are those costs that do not change as production changes over a given range of activity. Variable costs vary in total dollar amount in proportion to any change in production or sales volume.
5. In preparing a flexible budget for factory overhead, a company must first determine the standard production on which the initial calculation of costs is based. In making this determination, one may use theoretical capacity, which represents the maximum number of units that can be produced under ideal circumstances, and is impossible to attain; practical capacity, which assumes complete utilization of all facilities and personnel but allows for some idle capacity due to operating interruptions; or normal capacity, the most often used production level, which will meet the normal requirements of ordinary sales demand over a period of years and allows for both unavoidable idle capacity due to lack of demand and some inefficiencies in operations.
6. In a flexible budget for factory overhead, the factory overhead per unit decreases as volume increases because the fixed factory overhead is being spread over more production. Semifixed or step costs, such as supervisory salaries, tend to remain fixed in dollar amount through a certain range of activity but increase when production exceeds certain limits. Semivariable factory overhead costs, such as electricity expense or training costs, tend to vary with production but not in direct proportion. The existence of semifixed or semivariable costs indicates an even greater need for careful analysis and evaluation of the costs at each level of production.
6. Preparing a budget for a service department requires the same procedures as those used for production departments. Expenses at different levels of production are estimated, and a standard rate for application of service department costs to production departments is determined. During the period, production departments are charged with service department expenses at the standard rate based on their actual usage of the activity base used for the allocation.
Instructions: Indicate your answer in the Answers column by writing a “T” for True or an “F” for False.
1. Budgeting encompasses the coordination and control of every item on the balance sheet and income statement............................................................................................. _________
2. Once the production budget has been prepared, the direct materials budget can be prepared. _________
3. The sales budget is especially important because management must use its information to prepare all other budgets........................................................................................ _________
4. The cost of goods sold budget may be prepared upon completion of the direct materials, direct labor, and factory overhead budgets................................................................. _________
5. A master budget is useful because it shows the planned expenses at various levels of production. .......................................................................................... _________
6. Once approved, a budget must never be changed for any reason................ _________
7. Theoretical capacity represents a production level that is almost impossible to attain. .......................................................................................... _________
8. Semivariable costs are those that tend to remain the same in dollar amount through a certain range of activity but increase when production exceeds certain limits............... _________
9. The preparation of a budget for a service department follows the same procedure as that for a production department........................................................................... _________
10. Another term used to describe a flexible budget is a static budget.............. _________
11. One advantage of a flexible budget is that there does not have to be a plan that must be consistently followed.............................................................................................. _________
12. The selling and administrative expenses budget may be prepared upon completion of the sales budget………………............................................................................ _________
13. The capital expenditures budget shows the anticipated flow of cash and the timing of receipts and disbursements based on projected revenues, production, and expenses…………………… _________
14. A performance report compares budgeted to actual results at the actual level of activity……………………………......................................................... _________
15. In participative budgeting, managers are more apt to meet or beat budgetary projections because they are the ones who set them……………………......................................... _________
Instructions: In the Answers column, place the letter from the list below that identifies the term that best matches the statement. No letter should be used more than once.
a. Budget slack h. Theoretical capacity p. Participative budgeting
b. Static budget i. Step costs q. Capital expenditures
c. Cash budget j. Operating budgets budget
d. Variable costs k. Flexible budget r. Practical capacity
e. Fixed costs l. Normal capacity
f. Sales budget m. Production budget
g. Budgeted income n. Financial budgets
statement o. Cost of goods sold budget
_____ 1. They include components of the pro forma financial statements such as the sales and production budgets.
_____ 2. This is prepared for a single level of volume based on management’s best estimate of the upcoming level of sales and production.
_____ 3. These tend to remain the same in dollar amount through a certain range of activity but increase when production exceeds certain limits.
_____ 4. This summarizes the data from all other budgets and enables management to determine the impact of all budget estimates on profit.
_____ 5. Management must use this budget as a basis for planning all other budgets.
_____ 6. This includes the estimated costs of materials, labor, and factory overhead as well as estimates of beginning and ending inventories of work in process and finished goods.
_____ 7. This shows the anticipated flow of cash and the timing of receipts and disbursements based upon projected revenues, the production schedule, and expenses.
_____ 8. They include the pro forma financial statements as well as the cash and capital expenditure budgets.
_____ 9. This is a plan for the timing of acquisition of buildings, equipment, or other significant assets.
_____ 10. By using this, management quickly can determine variances by comparing actual costs with what the costs of production should have been for the level achieved.
_____ 11. Costs that do not change as production changes over a given range.
_____ 12. These change in total dollar amount in proportion to changes in activity and include direct labor and direct materials.
_____ 13. This represents the maximum number of units that can be produced with the completely efficient use of all available facilities and personnel.
_____ 14. This is the level of production that provides complete utilization of facilities and personnel but allows for some idle capacity due to operating interruptions.
_____ 15. This level of capacity does not involve a plan for maximum usage of operating facilities but allows for some unavoidable idle capacity and inefficiencies in operations.
_____ 16. Process where managers closest to the situation make projections that are then reviewed by their superiors.
_____ 17. Where a manager sets unrealistically low goals in an effort to make only average performance look good.
_____ 18. This is computed as follows: Number of units to be sold, plus the desired number of units in finished goods inventory, less the number of units in finished goods inventory on hand at the beginning of the period.
Part III
Instructions: In the Answers column, place the letter of the choice that most correctly completes each item.
_____ 1. Which of the following budgets is similar in format to the production budget?
a. Sales budget
b. Direct materials budget
c. Direct labor budget
d. Factory overhead budget
_____ 2. Which of the following is not a general principle of budgeting?
a. Goals must be realistic and possible to attain
b. The budget must be flexible enough so that it can be modified in the light of changing conditions
c. A decision must be made as to whether a static budget or flexible budget will be used
d. Responsibility for forecasting costs must be clearly defined
_____ 3. Which of the following budgets is influenced more directly by the production budget than by the sales budget?
a. Selling and administrative expenses budget
b. Factory overhead budget
c. Cash budget
d. Accounts receivable budget
_____ 4. When preparing a sales budget, management must take the following into consideration:
a. Present and future economic conditions
b. New product development
c. Consumer demand
d. All of the above
_____ 5. The definition of manufacturing capacity that represents the level of production that provides complete utilization of all facilities and personnel but allows for some idle capacity due to operating interruptions is:
a. Theoretical capacity
b. Normal capacity
c. Excess capacity
d. Practical capacity
_____ 6. Which of the following budgets is influenced more directly by the sales budget than by the production budget?
a. Direct materials budget
b. Selling and administrative expenses budget
c. Direct labor budget
d. Factory overhead budget
_____ 7. When using a flexible budget, as production decreases within the relevant range, fixed costs:
a. Will decrease per unit
b. Will remain unchanged per unit
c. Will increase per unit
d. Are not considered in flexible budgeting
Items 8 through 10 are based on the following information:
The normal capacity of a manufacturing plant is 10,000 units per month. Fixed overhead at this volume $6,000, and variable overhead is $10,000. Additional data is:
Month 1 Month 2
Actual production (units)………………….. 10,500 8,000
Actual factory overhead…………………… $17,000 15,500
_____ 8. Using flexible budgeting, what was the amount of factory overhead allowed for the actual level of production in Month 1?
a. $16,500
b. $16,000
c. $22,500
d. $22,000
_____ 9. What is the standard overhead rate per unit based on normal capacity?
a. $1.00
b. $ .60
c. $1.57
d. $1.60
_____ 10. Using flexible budgeting, what is the variance in Month 2?
a. $1,500 U
b. $1,500 F
c. $500 U
d. $500 F
Part IV
Flexible budget for factory overhead.
Instructions: The format for a flexible overhead budget follows. Compute the amount that should be budgeted for each indicated level of activity by completing the schedule, then compute the overall factory overhead rate and the fixed factory overhead rate per direct labor hour carried to three decimal places.
Budget Level of Activity (Direct Labor Hours)
Factory Expense Category Rate 45,000 50,000 55,000 60,000
Variable costs (per direct labor hour):
Indirect labor.................... $2.00 $ $ $ $
Indirect materials.............. .80
Repairs............................ .60
Total variable cost......... $3.40 $ $ $ $
Fixed costs (total):
Depreciation—machinery.. $50,000 $ $ $ $
Insurance—factory........... 25,000
Total fixed cost............. $75,000 $ $ $ $
Total overhead budget........... $ $ $ $
Factory overhead rate per direct labor hour $ $ $ $
Fixed overhead rate per direct labor hour $ $ $ $
Part V
Prepare a production budget and a direct materials budget
Michigan Mills, Inc. prepared the following figures as a basis for its annual budget:
Required
Estimated Sales Materials per Unit
Socks................................... 50,000 units $5 4 lbs. 2 lbs.
Shirts................................... 25,000 8 5 lbs. –
Handkerchiefs...................... 75,000 3 – 3 lbs.
Estimated inventories at the beginning and desired quantities at the end of the year are:
Purchase Price
Rayon.................................. 6,000 lbs. 7,500 lbs. $.75
Cotton................................. 5,000 6,000 .50
Socks................................... 3,000 units 2,500 units
Shirts................................... 1,000 2,000
Handkerchiefs...................... 4,000 5,000
Instructions:
1. Prepare the production budget.
Socks Shirts Handkerchiefs
Units required to meet sales budget............
Add desired ending inventories..................
Total units required...............................
Less estimated beginning inventories..........
Planned production...............................
2. Prepare the direct materials budget.
Rayon Cotton
Socks.............................................................................
Shirts.............................................................................
Handkerchiefs................................................................
Total..........................................................................
Add desired ending inventories........................................
Total..........................................................................
Less estimated beginning inventories................................
Budgeted quantities of materials purchases........................
Budgeted purchase price per pound.................................. × ×
Budgeted dollar amounts of materials purchases................ $ $
Part VI
Prepare a direct labor budget.
Michigan Mills, Inc., in Part V above, prepared the following estimates of direct labor quantities and direct labor rates for its annual direct labor budget:
Product Direct Labor Hours Direct Labor Hours
Per Unit-Cutting Per Unit-Finishing
Socks .05 .10
Shirts .02 .05
Handkerchiefs .01 .03
Direct labor rates per hour are:
Cutting……..$15
Finishing…… 18
Instructions:
Prepare the direct labor budget, assuming that all other facts are the same as in Part V.
Socks………………………………………..
Shirts……………………………………….
Handkerchiefs…………………………….. _____ ______ ___ _
Total direct labor hours ………………….
Hourly rate………………………………… _____ ______ _____
Total direct labor cost……………………... _____ ______ _____
Computations:
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