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Master Budget.pptx
- 1. Production Budget Selling and Administrative Budget Direct Materials Budget Manufacturing Overhead Budget Direct Labor Budget Cash Budget Sales Budget Budgeted FinancialStatements Ending Finished Goods Budget Sales Forecast Capital Budget Master Budget
- 2. The Basic Frameworkof Budgeting A budget is a detailed quantitative plan for acquiring and using financial and other resources over a specified forthcoming time period. 1. The act of preparing a budget is called budgeting. 2. The use of budgets to control an organization’s activity is known as budgetary control.
- 3. Planning and Control Planning– involves developing objectives and preparing various budgets to achieve these objectives. Control – involves the steps taken by management that attempt to ensure the objectives are attained.
- 4. Advantages of Budgeting Advantages Definegoal and objectives Uncover potential bottlenecks Coordinate activities Communicate plans Think about and plan for the future Means of allocating resources
- 5. Responsibility Accounting Managers shouldbe held responsible for those items — and only those items — that the manager can actually control to a significant extent.
- 6. Choosing the BudgetPeriod Operating Budget 2013 2014 2015 2016 The annual operating budget may be divided into quarterly or monthly budgets. A continuous budget is a 12- month budget that rolls forward one month (or quarter) as the current month (or quarter) is completed.
- 7. Human Factors inBudgeting The success of budgeting depends upon 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.
- 8. Production Budget Selling and Administrative Budget Direct Materials Budget Manufacturing Overhead Budget Direct Labor Budget Cash Budget Sales Budget Budgeted FinancialStatements Ending Finished Goods Budget Sales Forecast Capital Budget Master Budget
- 9. Production Budget Selling and Administrative Budget Direct Materials Budget Manufacturing Overhead Budget Direct Labor Budget Cash Budget Sales Budget Budgeted FinancialStatements Ending Finished Goods Budget Sales Forecast Capitol Budget Sales Forecast Operating Budget Capital Budget Financial Budget
- 10. Budgeting Example Royal Companyis preparing budgets for the quarter ending June 30. 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.
- 11. The Sales Budget Theindividual months of April, May, and June are summed to obtain the total projected sales in units and dollars for the quarter ended June 30th
- 12. 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. • The March 31 accounts receivable balance of $30,000 will be collected in full.
- 13.
- 14. Expected Cash Collections Fromthe Sales Budget for April.
- 15. Expected Cash Collections Fromthe Sales Budget for May.
- 16.
- 17. The Production Budget Production Budget Sales Budget and Expected Cash Collections Productionmust be adequate to meet budgeted sales and provide for sufficient ending inventory.
- 18. 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 31, 4,000 units were on hand.
- 19.
- 20. The Production Budget March31 ending inventory Budgeted May sales 50,000 Desired ending inventory % 20% Desired ending inventory 10,000
- 21.
- 22. The Production Budget Assumedending inventory.
- 23. The Direct MaterialsBudget • At Royal Company, five pounds of 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 $0.40 per pound. Let’s prepare the direct materials budget.
- 24. The Direct MaterialsBudget From production budget
- 25. The Direct MaterialsBudget
- 26. The Direct MaterialsBudget Calculate the materials to by purchased in May. March 31 inventory 10% of following months production needs.
- 27. The Direct MaterialsBudget
- 28. The Direct MaterialsBudget Assumed ending inventory
- 29. Expected Cash Disbursementfor 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.
- 30. Expected Cash Disbursementfor Materials
- 31. Expected Cash Disbursementfor Materials 140,000 lbs. × $.40/lb. = $56,000
- 32. Expected Cash Disbursementfor Materials
- 33. The Direct LaborBudget • 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. • In exchange for the “no layoff” policy, workers agree to a wage rate of $10 per hour regardless of the hours worked (No overtime pay). • For the next three months, the direct labor workforce will be paid for a minimum of 1,500 hours per month.
- 34. The Direct LaborBudget From production budget
- 35. The Direct LaborBudget
- 36. The Direct LaborBudget Greater of labor hours required or labor hours guaranteed.
- 37. The Direct LaborBudget
- 38. 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 and includes $20,000 of noncash costs (primarily depreciation of plant assets).
- 39. Manufacturing Overhead Budget DirectLabor Budget
- 40. Manufacturing Overhead Budget Totalmfg. OH for quarter $251,000 Total labor hours required 5,050 = $49.70 per hour* *rounded
- 41. Manufacturing Overhead Budget Depreciationis a noncash charge.
- 42. Production costs perunit Quantity Cost Total Direct materials 5.00 lbs. 0.40 $ 2.00 $ Direct labor Manufacturing overhead Budgeted finished goods inventory Ending inventory in units Unit product cost Ending finished goods inventory Ending Finished Goods Inventory Budget Direct materials budget and information
- 43. Production costs perunit Quantity Cost Total Direct materials 5.00 lbs. 0.40 $ 2.00 $ Direct labor 0.05 hrs. 10.00 $ 0.50 Manufacturing overhead Budgeted finished goods inventory Ending inventory in units Unit product cost Ending finished goods inventory Ending Finished Goods Inventory Budget Direct labor budget
- 44. Production costs perunit Quantity Cost Total Direct materials 5.00 lbs. 0.40 $ 2.00 $ Direct labor 0.05 hrs. 10.00 $ 0.50 Manufacturing overhead 0.05 hrs. 49.70 $ 2.49 4.99 $ Budgeted finished goods inventory Ending inventory in units Unit product cost 4.99 $ Ending finished goods inventory ? Ending Finished Goods Inventory Budget Total mfg. OH for quarter $251,000 Total labor hours required 5,050 = $49.70 per hour*
- 45. Production costs perunit Quantity Cost Total Direct materials 5.00 lbs. 0.40 $ 2.00 $ Direct labor 0.05 hrs. 10.00 $ 0.50 Manufacturing overhead 0.05 hrs. 49.70 $ 2.49 4.99 $ Budgeted finished goods inventory Ending inventory in units 5,000 Unit product cost 4.99 $ Ending finished goods inventory 24,950 $ Ending Finished Goods Inventory Budget Production Budget
- 46. Selling and AdministrativeExpense Budget • At Royal, the selling and administrative expenses 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.
- 47. Selling and AdministrativeExpense Budget
- 48. Selling and AdministrativeExpense Budget
- 49. Format of theCash Budget The cash budget is divided into four sections: 1. Cash receipts listing all cash inflows excluding borrowing 2. Cash disbursements listing all payments excluding repayments of principal and interest 3. Cash excess or deficiency 4. The financing section listing all borrowings, repayments and interest
- 50. The Cash Budget Royal: Maintainsa 16% open line of credit for $75,000 Maintains a minimum cash balance of $30,000 Borrows on the first day of the month and repays loans on the last day of the month Pays a cash dividend of $49,000 in April Purchases $143,700 of equipment in May and $48,300 in June paid in cash Has an April 1 cash balance of $40,000
- 51. The Cash Budget Scheduleof Expected Cash Collections
- 52. The Cash Budget DirectLabor Budget Manufacturing Overhead Budget Selling and Administrative Expense Budget Schedule of Expected Cash Disbursements
- 53. The Cash Budget BecauseRoyal maintains a cash balance of $30,000, the company must borrow $50,000 on it line-of-credit.
- 54. The Cash Budget Endingcash balance for April is the beginning May balance.
- 55.
- 56. The Cash Budget $50,000× 16% × 3/12 = $2,000 Borrowings on April 1 and repayment on June 30.
- 57. The Budgeted IncomeStatement Cash Budget Budgeted Income Statement After we complete the cash budget, we can prepare the budgeted income statement for Royal.
- 58. The Budgeted IncomeStatement Royal Company Budgeted Income Statement For the Three Months Ended June 30 Sales (100,000 units @ $10) 1,000,000 $ Cost of goods sold (100,000 @ $4.99) 499,000 Gross margin 501,000 Selling and administrative expenses 260,000 Operating income 241,000 Interest expense 2,000 Net income 239,000 $ Sales Budget Ending Finished Goods Inventory Selling and Administrative Expense Budget Cash Budget
- 59. The Budgeted BalanceSheet Royal reported the following account balances prior to preparing its budgeted financial statements: Land - $50,000 Common stock - $200,000 Retained earnings - $146,150 Equipment - $175,000
- 60. Royal Company Budgeted BalanceSheet June 30 Current assets Cash 43,000 $ Accounts receivable 75,000 Raw materials inventory 4,600 Finished goods inventory 24,950 Total current assets 147,550 Property and equipment Land 50,000 Equipment 367,000 Total property and equipment 417,000 Total assets 564,550 $ Accounts payable 28,400 $ Common stock 200,000 Retained earnings 336,150 Total liabilities and equities 564,550 $ 11,500 lbs. at $0.40/lb. 5,000 units at $4.99 each 50% of June purchases of $56,800 25% of June sales of $300,000
- 61. Royal Company Budgeted BalanceSheet June 30 Current assets Cash 43,000 $ Accounts receivable 75,000 Raw materials inventory 4,600 Finished goods inventory 24,950 Total current assets 147,550 Property and equipment Land 50,000 Equipment 367,000 Total property and equipment 417,000 Total assets 564,550 $ Accounts payable 28,400 $ Common stock 200,000 Retained earnings 336,150 Total liabilities and equities 564,550 $ Beginning balance 146,150 $ Add: net income 239,000 Deduct: dividends (49,000) Ending balance 336,150 $
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