# Flexible Budgets, Variances, and Management Control: I. Session 7

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1 Flexible Budgets, Variances, and Management Control: I Session 7

2 Learning Objectives Describe the difference between a static budget and a flexible budget Develop a flexible budget and compute flexible-budget variances and sales-volume variances Explain why standard costs are often used in variance analysis Compute the price and efficiency variances for direct cost categories Explain why purchasing performance measures should focus on more factors than just price variances

3 Static and Flexible Budgets A static budget is a budget prepared for only one level of activity. It is based on the level of output planned at the start of the budget period. The master budget is an example of a static budget. A flexible budget is developed using budgeted revenues or cost amounts based on the level of output actually achieved in the budget period. A key difference between a flexible budget and a static budget is the use of the actual output level in the flexible budget.

4 Static Budget Assume that Rockville Co. manufactures and sells dress suits. Budgeted variable costs per suit are as follows: Direct materials cost \$ 65 Direct manufacturing labor 26 Variable manufacturing overhead 24 Total variable costs \$115 Budgeted selling price is \$155 per suit. Fixed manufacturing costs are expected to be \$286,000 within a relevant range between 9,000 and 13,500 suits. The static budget for year 2004 is based on selling 13,000 suits. What is the static-budget operating income? Revenues (13,000 \$155) \$2,015,000 Variable Expenses (13,000 \$115) - 1,495,000 Fixed Expenses - 286,000 Budgeted operating income \$ 234,000

5 Static Budget Assume that Rockville Co. produced and sold 10,000 suits at \$160 each with actual variable costs of \$120 per suit and fixed manufacturing costs of \$300,000. What was the actual operating income? Revenues (10,000 \$160) \$1,600,000 Less Expenses: Variable (10,000 \$120) 1,200,000 Fixed 300,000 Actual operating income \$ 100,000

6 Static-Budget Variance A static-budget variance is the difference between an actual result and a budgeted amount in the static budget. A favorable variance is a variance that increases operating income relative to the budgeted amount. An unfavorable variance is a variance that decreases operating income relative to the budgeted amount. Level 0 analysis compares actual operating income with budgeted operating income. Actual operating income \$100,000 Budgeted operating income 234,000 Static-budget variance of operating income \$134,000 U

7 Static-Budget Variance Level 1 analysis provides more detailed information on the operating income static- budget variance. Static Budget Based Variance Analysis (Level 1) in (000) Static Budget Actual Results Variance Suits U Revenue \$2,015 \$1,600 \$415 U Variable costs 1,495 1, F Contribution margin \$ 520 \$ 400 \$120 U Fixed costs U Operating income \$ 234 \$ 100 \$134 U

8 Steps in Developing Flexible Budgets Step 1: Determine budgeted selling price, budgeted variable cost per unit, and budgeted fixed cost. The budgeted selling price is \$155, the budgeted variable cost is \$115 per suit, and the budgeted fixed cost is \$286,000.

9 Steps in Developing Flexible Budgets Step 1: Determine budgeted selling price, budgeted variable cost per unit, and budgeted fixed cost. Step 2: Determine the actual quantity of output. In the year 2004, 10,000 suits were produced and sold.

10 Steps in Developing Flexible Budgets Step 1: Determine budgeted selling price, budgeted variable cost per unit, and budgeted fixed cost. Step 2: Determine the actual quantity of output. Step 3: Determine the flexible budget for revenues based on budgeted selling price and actual quantity of output. \$155 10,000 = \$1,550,000

11 Steps in Developing Flexible Budgets Step 1: Determine budgeted selling price, budgeted variable cost per unit, and budgeted fixed cost. Step 2: Determine the actual quantity of output. Step 3: Determine the flexible budget for revenues based on budgeted selling price and actual quantity of output. Step 4: Determine the flexible budget for costs based on budgeted variable costs per output unit, actual quantity of output, and the budgeted fixed costs. Flexible budget: Variable costs 10,000 \$115 \$1,150,000 Fixed costs 286,000 Total costs \$1,436,000

12 Variances Level 2 analysis provides information on the two components of the static-budget variance. 1 Flexible-budget variance 2 Sales-volume variance

13 Flexible-Budget Variance Flexible-Budget Variance (Level 2) in (000) Flexible Actual Budget Results Variance Suits Revenue \$1,550 \$1,600 \$ 50 F Variable costs 1,150 1, U Contribution margin \$ 400 \$ 400 \$ 0 U Fixed costs U Operating income \$ 114 \$ 100 \$ 14 U

14 Flexible-Budget Variance The flexible-budget variance pertaining to revenues is often called a selling-price variance because it arises solely from differences between the actual selling price and the budgeted selling price: Selling-price variance = (\$160 \$155) x 10,000 = \$50,000 F Actual selling price exceeds the budgeted amount by \$5. What does this tell you? Suppose Rockville Co had started an advertising campaign that led to the increase in the selling price. If the campaign had costed more than \$50,000 it was unprofitable If the campaign had costed less than \$50,000 it was a profitable one

15 Sales-Volume Variance The sales-volume variance is the difference between the static budget for the number of units expected to be sold and the flexible budget for the number of units that were actually sold. The only difference between the static budget and the flexible budget is the output level upon which the budget is based.

16 Sales-Volume Variance Sales-Volume Variance (Level 2) in (000) Flexible Budget Static Sales-Volume Budget Variance Suits U Revenue \$1,550 \$2,015 \$465 U Variable costs 1,150 1, F Contr. margin \$ 400 \$ 520 \$120 U Fixed costs Operating income \$ 114 \$ 234 \$120 U

17 Sales-Volume Variance Actual quantity sold 10,000 suits: Sales-volume variance \$120,000 U Flexible-budget operating income \$114,000 Static-budget operating income \$234,000

18 Budget Variances Level 1 Static-budget variance \$134,000 U Level 2 Flexible-budget variance \$14,000 U Sales-volume variance \$120,000 U

19 Remark The above split-up has been derived by introducing the flexible budget as an intermediate step: static budget variance (level 1) = budgeted # of pieces * budgeted \$ per piece - actual # of pieces * budgeted \$ per piece + actual # of pieces * budgeted \$ per piece - actual # of pieces * actual \$ per piece Sales volume variance Zero Flexible budget variance Formally, a similar split-up could have been derived by developing a flexible budget 2 as follows static budget variance (level 1) = budgeted # of pieces * budgeted \$ per piece - budgeted # of pieces * actual \$ per piece + budgeted # of pieces * actual \$ per piece - actual # of pieces * actual \$ per piece

20 Sources of Information The two main sources of information about budgeted input prices and budgeted input quantities are: 1 Actual input data from past periods 2 Standards developed

21 Standards A standard input is a carefully predetermined quantity of inputs (such as pounds of materials or manufacturing laborhours) required for one unit of output. A standard cost is a carefully predetermined cost that is based on a norm of efficiency. Standard costs can relate to units of inputs or units of outputs.

22 Standards Rockville s budgeted cost for each variable direct cost item is computed as follows: Standard input allowed for one output unit Standard cost per input unit

23 Standards The following standards were developed for Rockville Company: Direct materials: 4.00 square yards of cloth input allowed per output unit (suit) purchased at \$16.25 standard cost per square yard. Standard cost per output unit manufactured = 4.00 \$16.25 = \$65.00 Direct manufacturing labor: 2.00 manufacturing labor-hours of input allowed per output unit (suit) manufactured at \$13.00 standard cost per hour. Standard cost per output unit manufactured = 2.00 \$13.00 = \$26.00

24 Price and Efficiency Variances Level 3 analysis separates the flexible-budget variance into price and efficiency variances. The following relates to Rockville Company: Direct materials purchased and used: 42,500 square yards Actual price paid per yard: \$15.95 Actual direct manufacturing labor hours: 21,500 Actual price paid per hour: \$12.90 What is the actual cost of direct materials? 42,500 \$15.95 = \$677,875 What is the actual cost of direct manufacturing labor? 21,500 \$12.90 = \$277,350

25 Price Variances A price variance is the difference between the actual price and the budgeted price of inputs multiplied by the actual quantity of inputs. Input-price variance Rate variance Price variance = (Actual price of inputs Budgeted price of inputs) Actual quantity of inputs What is the price variance for direct materials? (\$15.95 \$16.25) 42,500 = \$12,750 F What is the price variance for direct manufacturing labor? (\$12.90 \$13.00) 21,500 = \$2,150 F

26 Price Variances Actual Quantity Actual Quantity of Inputs at of Inputs at Actual Price Budgeted Price 42,500 \$ ,500 \$16.25 = \$677,875 = \$690,625 \$12,750 F Materials price variance

27 Price Variances Actual Quantity Actual Quantity of Inputs at of Inputs at Actual Price Budgeted Price 21,500 \$ ,500 \$13.00 = \$277,350 = \$279,500 \$2,150 F Labor price variance

28 Price Variances What may be some of the possible causes for Rockville s favorable price variances? Rockville s purchasing manager negotiated more skillfully than was planned. Labor prices were set without careful analysis of the market.

29 Efficiency Variances The efficiency variance is the difference between the actual and budgeted quantity of inputs used multiplied by the budgeted price of input. Efficiency variance = (Actual quantity of inputs used Budgeted quantity of inputs allowed for actual output) Budgeted price of inputs What is the efficiency variance for direct materials? (42,500 40,000) \$16.25 = \$40,625 U What is the efficiency variance for direct manufacturing labor? (21,500 20,000) \$13.00 = \$19,500 U

30 Efficiency Variances Actual Quantity Budgeted Quantity of Inputs at Allowed for Actual Budgeted Price Outputs at Budgeted Price 42,500 \$ ,000 \$16.25 = \$690,625 = \$650,000 \$40,625 U Materials efficiency variance

31 Efficiency Variances Actual Quantity Budgeted Quantity of Inputs at Allowed for Actual Budgeted Price Outputs at Budgeted Price 21,500 \$ ,000 \$13.00 = \$279,500 = \$260,000 \$19,500 U Labor efficiency variance

32 Efficiency Variances What may be some of the causes for Rockville s unfavorable efficiency variances? Rockville s purchasing manager received lower quality of materials. The personnel manager hired underskilled workers. The maintenance department did not properly maintain machines.

33 Price and Efficiency Variances What is the flexiblebudget variance for direct materials? Materials-price variance \$12,750 F + Materials-efficiency variance \$40,625 U = \$27,875 U quantity of input Efficiency variance: \$40,625U price variance: \$12,750F Price of input

34 Price and Efficiency Variances What is the flexible-budget variance for direct manufacturing labor? Labor-price variance \$2,150 F + Labor- efficiency variance \$19,500 U = \$17,350 U Direct labor Quantity of input Efficiency variance: \$19,500U 21,5 20 Flexible budget variance: \$2,150F Price of input

35 Variance Analysis Level 1 Level 2 Static-budget variance Materials \$167,125 F Labor 60,650 F Total \$227,775 F Flexible-budget variance Materials \$27,875 U Labor 17,350 U Total \$45,225 U Sales-volume variance Materials \$195,000 F Labor 78,000 F Total \$273,000 F

36 Variance Analysis Level 2 Level 3 Flexible-budget variance Materials \$27,875 U Labor 17,350 U Total \$45,225 U Price variance Materials \$12,750 F Labor 2,150 F Total \$14,900 F Efficiency variance Materials \$40,625 U Labor 19,500 U Total \$60,125 U

37 Performance Measurement Using Variances A key use of variance analysis is in performance evaluation. Two attributes of performance are commonly measured: 1 Effectiveness 2 Efficiency Effectiveness is the degree to which a predetermined objective or target is met. Efficiency is the relative amount of inputs used to achieve a given level of output. Variances should not solely be used to evaluate performance.

38 Performance Measurement Using Variances If any single performance measure, such as a labor efficiency variance, receives excessive emphasis, managers tend to make decisions that maximize their own reported performance in terms of that single performance measure what you measure is what you get.

39 Multiple Causes of Variances Often the causes of variances are interrelated. A favorable price variance might be due to lower quality materials. It is best to always consider possible interdependencies among variances and to not interpret variances in isolation of each other... Almost all organizations use a combination of financial and nonfinancial performance measures rather than relying exclusively on either type. Control may be exercised by observation of workers.

40 True or False??? A static budget is developed at the end of the period. A favorable cost variance means that actual costs were less than budgeted costs. A favorable variance automatically means "good news." A variance should be interpreted individually, without any consideration of any other variance. Every variance should always be investigated.

41 Pick your Choice: LRH Inc. has budgeted for sales of 10,000 units of BD at a price of \$15 per unit. The actual sales for the period was 9,000 units of BD at \$16 per unit. What was the flexible-budget sales amount for LRH? \$135,000 \$144,000 \$150,000 \$160,000 CC Corp. makes a product called LR. The standard time allowed for each unit of LR is 1.2 hours. The standard labor rate per hour is \$8. During the current period, CC made 8,000 units of LR, incurring 9,500 hours of labor at a total cost of \$77,000. What is the direct labor rate variance for the current period? \$800 Favorable \$800 Unfavorable \$1,000 Favorable \$1,000 Unfavorable

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