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Profit Planning

Profit Planning. Chapter 07. The Basic Framework of Budgeting. A budget is a detailed plan for future that is usually expressed in quantitative. The act of preparing a budget is called budgeting .

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Profit Planning

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  1. Profit Planning Chapter 07

  2. The Basic Framework of Budgeting A budget is a detailed plan for future that is usually expressed in quantitative. • The act of preparing a budget is called budgeting. • Management tool that communicates management plans throughout the organization allocated recourses, coordinates activates(master budget)

  3. Planning – involves developing objectives and preparing various budgets to achieve those objectives. Control– involves developing feedback to ensure that the plan is being executed or modified as circumstance change Planning and Control

  4. Advantages of Budgeting Define goals and objectives Think about and plan for the future Communicate plans Advantages Means of allocating resources Coordinate activities Uncover potential bottlenecks

  5. Managers should be held responsible for those items - and only those items - that they can actually control to a significant extent. Responsibility Accounting

  6. Choosing the Budget Period Operating Budget 2011 2012 2013 2014 Operating budgets ordinarily cover a one-year period corresponding to a company’s fiscal year. Many companies divide their annual budget into four quarters. A continuous budget is a12-month budget that rollsforward one month (or quarter)as the current month (or quarter)is completed.

  7. Self-Imposed Budget A self-imposed budget or participative budget is a budget that is prepared with the full cooperation and participation of managers at all levels.

  8. The Master Budget: An Overview Sales budget Selling and administrative budget Production budget Ending inventory budget Direct materials budget Direct laborbudget Manufacturing overhead budget Cash budget Budgetedincomestatement Budgetedbalance sheet

  9. Budgeting Example • Royal Company is preparing budgets for the quarter ending June 30th. • Budgeted sales for the next five months are: • April 20,000 units • May 50,000 units • June 30,000 units • July 25,000 units • August 15,000 units • The selling price is $10 per unit.

  10. The Sales Budget The individual months of April, May, and June are summed to obtain the total budgeted sales in units and dollars for the quarter ended June 30th

  11. Expected Cash Collections • All sales are on account. • Royal’s collection pattern is: • 70% collected in the month of sale, • 25% collected in the month following sale, • 5% uncollectible. • In April, the March 31st accounts receivable balance of $30,000 will be collected in full.

  12. Expected Cash Collections

  13. From the Sales Budget for April. Expected Cash Collections

  14. From the Sales Budget for May. Expected Cash Collections

  15. Expected Cash Collections

  16. The Production Budget Sales BudgetandExpectedCashCollections Production Budget Completed The production budget must be adequate to meet budgeted sales and to provide for the desired ending inventory.

  17. The Production Budget • The management at Royal Company wants ending inventory to be equal to 20% of the following month’s budgeted sales in units. • On March 31st, 4,000 units were on hand. • Let’s prepare the production budget.

  18. The Production Budget

  19. March 31 ending inventory. The Production Budget

  20. The Production Budget

  21. Assumed ending inventory. The Production Budget

  22. The Direct Materials Budget • At Royal Company, five poundsof material are required per unit of product. • Management wants materials on hand at the end of each month equal to 10% of the following month’s production. • On March 31, 13,000 pounds of material are on hand. Material cost is $0.40per pound. Let’s prepare the direct materials budget.

  23. From production budget. The Direct Materials Budget

  24. The Direct Materials Budget

  25. March 31 inventory. 10% of following month’s production needs. The Direct Materials Budget Calculate the materials tobe purchased in May.

  26. The Direct Materials Budget

  27. Assumed ending inventory. The Direct Materials Budget

  28. Expected Cash Disbursement for Materials • Royal pays $0.40 per pound for its materials. • One-half of a month’s purchases is paid for in the month of purchase; the other half is paid in the following month. • The March 31 accounts payable balance is $12,000. • Let’s calculate expected cash disbursements.

  29. Expected Cash Disbursement for Materials

  30. 140,000 lbs. × $0.40/lb. = $56,000 Expected Cash Disbursement for Materials Compute the expected cashdisbursements for materialsfor the quarter.

  31. Expected Cash Disbursement for Materials

  32. 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 and workers are paid 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.

  33. From production budget. The Direct Labor Budget -

  34. The Direct Labor Budget -

  35. Greater of labor-hours required or labor-hours guaranteed. The Direct Labor Budget - - - -

  36. The Direct Labor Budget - - -

  37. Manufacturing Overhead Budget • At Royal, manufacturing overhead is applied to units of product on the basis of direct labor-hours. • The variable manufacturing overhead rate is $20 per direct labor-hour. • Fixed manufacturing overhead is $50,000 per month, which includes $20,000 of noncash costs (primarily depreciation of plant assets). • Let’s prepare the manufacturing overhead budget.

  38. Direct Labor Budget. Manufacturing Overhead Budget

  39. Total mfg. OH for quarter $251,000Total labor-hours required 5,050 = $49.70 per hour * * rounded Manufacturing Overhead Budget

  40. Depreciation is a noncash charge. Manufacturing Overhead Budget

  41. Ending Finished Goods Inventory Budget Direct materials budget and information.

  42. Ending Finished Goods Inventory Budget Direct labor budget.

  43. Total mfg. OH for quarter $251,000Total labor-hours required 5,050 = $49.70 per hour Ending Finished Goods Inventory Budget

  44. Ending Finished Goods Inventory Budget Production Budget.

  45. 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. Let’s prepare the company’s selling and administrative expense budget.

  46. Selling and Administrative Expense Budget Calculate the selling and administrativecash expenses for the quarter.

  47. Selling Administrative Expense Budget

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