Management Accounting Unit - 1 To 6 PDF
Management Accounting Unit - 1 To 6 PDF
1. STRUCTURE
1.1 INTRODUCTION
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accounting information is to be analyzed, regrouped and looked into minutely. On the
basis of information provided by accounting data, it is divided into three category
financial accounting, cost accounting and management accounting.
1.2 DEFINITIONS
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The management “The presentation of accounting information in such a way
accounting team of Anglo- as to assist management in the creation of policy and in day
American Council on to day operation of an understanding”.
Productivity
Robert Anthony “Management accounting is concerned with accounting
information which is useful to management”
Brown and Howard Management accounting may be defined broadly as that
aspect of accounting, which is concerned with the efficient
management of a business through the presentation to
management of such information as, will facilitate efficient
and opportune planning and control.
J Batty “Management accounting is the term used to describe
accounting methods, systems and techniques which coupled
with special knowledge and ability, assists management in
its task of maximizing profits or minimizing losses.”
The Institute of “Any form of Accounting which enables a business to be
Chartered Accountants conducted more efficiently can be regarded as Management
of England and Wales Accounting.”
From the above definitions, one can have clear view about the management
accounting. It focuses on that accounting information, which is useful to the management
for various reasons. The accounting information is rearranged in such a manner and
provided to the top management for planning, controlling and decision making.
Decision
Making
System
Selective Future
Nature Oriented
Nature of
Management
Accounting
Internal
Not Rigid
Use
Selective
Optional
Nature
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(1) Decision Making System: Management accounting is useful in decision making.
It uses various techniques and collects and analyzes the information/figure relating
to cost, price, profit and savings for each of the available alternatives in order to
make sound decisions.
(2) Future Oriented: Management Accounting is an accounting system which is
directly related to future course of events. As it is concerned with planning,
decision making and controlling which relate to future period. Hence the primary
nature of management accounting is that it is futuristic.
(3) Internal Use: Financial accounting information is basically intended for outsiders
or externals but management accounting is meant mainly for internal users.
Because the information provided by the management accounting is use by the
management for internal use.
(4) Selective Nature: It is also a potent characteristic of this accounting system. Here
selective means, in management accounting, a management accountant is only
collect those data and information from a variety of alternatives or do comparison
analysis which would be useful in decision making. Hence, it is selective in nature.
(5) Optional: As there is no statutory obligation in management accounting. It is
purely voluntary in nature. There is no obligation related to this accounting. It can
be used according to its utility for the managements.
(6) Not Rigid: In financial accounting, accountants need to follow different norms
and rules for creating ledgers and other books of account. But there is no need to
follow fixed norms in management accounting. Even there is flexibility for
presenting the records and other information. Management accounting tool may be
different from one organization to other organization. Usage of different tools is
fully dependent on the persons who are using it.
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(1) Planning: Management accounting assists management in planning the activities
of the business. It involves forecasting on the basis of available information,
setting goals, framing policies, determining the alternative courses of action and
deciding on the program of activities. The techniques which are used in the
management accounting are Budgeting, standard costing and variance analysis etc.
(2) Controlling: Management accounting is a useful device of managerial control. It
is an important function of management accounting. Control means measurement
and evaluation of performance. Thus, management accounting helps management
in discharging its control function successfully through budgetary control and
standard costing.
(3) Decision Making: The main objective of management accounting is to help in
decision making. Modified data, analyzed data and interpreted information are
highly useful to management for taking quality decision and policy formulation in
a management accounting system.
(4) Classifying, analyzing and interpretation of data: Under management
accounting, the data is properly classified, analyzed and interpreted to make the
accounting information more relevant for decision making purpose. By doing this
exercise, the data become more understandable and explanatory for the
management.
(5) Increasing Efficiency: By setting norms or standards for the units or centers, the
management accounting evaluates the performance and helps in improving the
efficiency. For example - management accounting lays emphasis on management
audit which means evaluating the efficiency of management policies to improve
efficiency.
(6) Coordinating: Budgeting is one of the techniques that create sink between the
objectives of the organization as a whole with the objectives of all the
departments. For instance - Preparing the functional budgets in the first instance
and then co-coordinating the whole activities of the concern by integrating all
functional budgets into one known as master budget involves coordination.
(7) Increase Profitability: Management accounting can help companies lower their
operational expenses. Business owners often use management accounting
information to review the cost of economic resources and other business
operations. This information allows owners to take better decision related to cost
and ultimately helps in increasing the profitability of an organization.
(8) Performance Evaluation: Setting goals, objectives and standards and planning
the best and economical course of action and then measuring the performance on
the basis of these, helps an organization to increase the effectiveness and thereby
motivate the members of the organization.
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1.5 TOOLS AND TECHNIQUES OF MANAGEMENT ACCOUNTING
Management accounting deals with number of tools and techniques to help the
managers in better planning, controlling and decision making. Some of the important
tools and techniques are as follows:
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(4) Opposition to change: Management accounting demands a break away from
traditional accounting practices. Installation of new techniques demands a change
of attitude and acceptance and support from the employees. It calls for a
rearrangement of the personnel and their activities, which is generally not like by
the people involved.
(5) Wide coverage: The application of management accounting requires wide
knowledge of various disciplines like economics, taxation, statistics, and
management and so on, not only of cost accounting and management accounting.
This all brings inexactness and subjectivity in the conclusions obtained through it.
(6) Not a substitute of management: Management accounting cannot replace the
management. Management accountant is only an adviser to the management and
provides necessary data for decision making. The decision regarding
implementing his advice is to be taken by the management. There is always a
temptation to take an easy course of arriving at decision by intuition rather than
going by the advice of the management accountant.
(7) Subjectivity: There is every possibility of personal bias and manipulation from
the collection of data to the interpretation stage in management accounting. Thus,
it losses objectivity and validity. The outcomes can be influenced and affected by
the quality of the management team.
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1.7.1 Comparison between Financial Accounting and Management
Accounting
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Basis Financial Accounting Management Accounting
Monetary and Financial statements prepared Management accounting statements
Non-Monetary under financial accounting in addition to monetary information
provide monetary information also provide non-monetary
only. information, viz., quantities of
materials consumed, labour hours,
machines hour, quantities produced
and sold and so on
Types of The financial statement - profit Management accounting reports
Statement and loss account, balance sheet emphasize on the details of
and cash flow statements reveal operational costs, inventories,
the overall performance and products, process and jobs. It traces
position of the enterprise. the effect and impact of the business
transactions and events on costs,
inventories, processes, jobs and
products.
Publication and These above mentioned These reports are completely for
audit statements are required to be internal use and are not required to
published for general use and be published as well as need not to
need to be audited by statutory be audited by statutory auditors.
auditors.
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Basis Cost Accounting Management Accounting
Source of Source of information for cost Source of information for management
Information accounting is data provided by accounting data is derived cost
financial accounts. accounts and financial accounts.
Installation Cost accounting system can be Management accounting cannot be
installed without management installed without a proper system cost
accounting. accounting.
Hierarchical Cost accountant generally is Management accountant generally is
Status placed at a lower level of placed at a higher level of hierarchy
hierarchy than the Management than the Cost accountant.
accountant.
Techniques Techniques used in cost Management accounting, in addition to
accounting are variable costing, the tools and techniques used in cost
break-even analysis, standard accounting also makes use of other
costing, marginal costing, techniques like cash flow, ratio
uniform costing etc. analysis, etc., which are not within the
scope of cost accounting.
Historical Cost accounting is mostly Management accounting is futuristic in
and historical in its approach and it nature. Management accounting is
Futuristic projects the past records. more predictive in nature than cost
accounting.
Planning Cost accounting is more Management accounting is concerned
concerned with short-term equally with short-range and long-
planning. range planning and uses techniques
like capital budgeting, ratio analysis,
sensitivity analysis, funds flow
statement statistical analysis etc., in
the planning and forecasting.
Meaning CIMA, London has defined cost control as, “the guidance and regulation
by executive action of the cost of operating an undertaking particularly
where action is guided by cost accounting”. This definition reveals the
following characteristics of cost control:
(1) The word “guidance” reflects a goal or standard to be achieved which
is required to be set for performance evaluation and controlling cost.
(2) The word “regulation” means taking corrective measures to control
deviations which can be found when actual cost is compared with
standard cost.
(3) The word “executive action” indicates that the action to regulate or
control the deviation must be taken by executives.
Hence cost control is an important component of cost accounting. It is
exercised by making comparison between actual cost and pre-determined
cost.
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Aim Its aim is to achieve pre-determined cost targets and standards and
keeping them within the budgeted limits.
Nature Cost Control is preventive in nature and is implemented for the total cost.
Process The process of cost control includes the following steps:
(1) Setting targets: Establishing the targets for different elements of the
cost is the first step of cost controlling which may serve as a base
for measuring the performance. Setting targets or establishing
standards are not easy task. The past data is used and modified
according to the future perspectives for making standards.
(2) Comparison with actual performance: The next step is measuring
the actual performance and compares it with established targets to
know the deviations.
(3) Taking corrective actions: After investigating the reasons for such
deviation, next step will be to take corrective actions and prevent
re-occurrence of deviations in future. Sometimes there is need to
review standards and revising them according to the dynamic
business conditions.
Techniques There are various techniques used for cost controlling are as follows:
(1) Budgetary control
(2) Standard costing and variance analysis
(3) Ratio analysis
(4) Material control
(5) Labour control
(6) Overhead control
(7) ABC analysis
(8) Economic order quantity
(9) Time and Motion Study
Advantages The advantages of cost control are as follows:
(1) It helps in utilizing the resources efficiently.
(2) It helps in reduction of prices which are benefited by customers.
(3) It helps in competing successfully in the market by keeping a close
view on cost structure.
(4) It increases the profit earning capacity of the business.
Meaning CIMA, London defines cost reduction as “the achievement of real and
permanent reduction in the unit cost of goods manufactured or services
rendered without impairing their suitability for use intended.” This
definition reveals the following characteristics of cost reduction:
(1) The reduction in cost should be real which can be achieved by
increasing the productivity, elimination of wastes etc.
(2) The cost reduction should be permanent. Its effectiveness
should not be temporary or short lived like changes in cost due
to change in tax structure, market prices of input etc.
(3) The reduction in cost should be attained without impairing the
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suitability of product for the intended use i.e. the main utility of
the product should not be sacrificed to have reduction in cost.
Aim The aim of cost reduction is to have real and permanent reduction in
cost and to lower unit cost of production without negatively affecting
the quality.
Nature Cost reduction is corrective measure in nature and is focused on unit
cost.
Techniques There are various techniques used for cost reduction are as follows:
(1) Inventory Control
(2) Production Planning and control
(3) Value analysis
(4) Improvement in Product Design
(5) Standardization and Simplification
(6) Market research
(7) Minimization/ Elimination of wastes
(8) Substitute material utilization
(9) Labour control
(10)Quality control techniques
Advantages The following are the advantages of using cost reduction as technique
in the organization:
(1) It helps in increasing the profit of the organization.
(2) It helps in increasing the capacity of the organization
(3) It enhances the competitive edge of the organization
(4) It also provides scope for more money for labour welfare
schemes and thus improves men- management relationship.
(5) As it results in reduction in cost due to which export price may
be lowered which may increase total exports.
Area of Cost
Application of Cost Reduction
Reduction
Product Design Product design constitutes the most important field where cost
reduction may be attempted. It is the first step in the manufacture of a
product and employing some changes at this stage can bring
economies in cost. Cost reduction in product design has the greatest
scope without impairing the quality of the product.
Efficient designing for a new product and improving the design for an
existing product reduce cost in the following way:
(a) Material Cost: Changing design of the product, using
economical substitutes,, economic quantity, variety of materials
so that storage cost and investment in inventory are reduced.
(b) Labour Cost: Improvement in product design can reduce time
of operation etc.
(c) Standardization and simplification of methods increases
productivity and reduces cost.
(d) Design of tools, equipments and machinery.
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Organization Cost reduction can be attained by bringing changes in the
organizational structure. All efforts should be constantly made to
reduce the costs by the adoption of new methods of organization and
new production methods. By defining clear cut authority and
responsibility, adopting proper channels of purchasing, receiving,
inspection, storage of material etc., well defined channels of
communication can bring permanent and real reduction in cost.
Production The scope of cost reduction in this area is also very wide. As an
efficient system of production control ensures proper production
planning, initiates efficient production procedures and develops
economical production programmes. It avoids wastage of time, money
and non-monetary resources, brings about economy in various types of
costs.
Administration Office should be re-organized if there is scope for improvement in the
efficiency of persons engaged in the office which can lead to reduction
in cost. The followings measures can be adopted:
(1) Avoid the use of unnecessary forms.
(2) Systematic supervision of the use of office machinery.
(3) Possibility of reduction of files and filing space.
(4) Expenditure on printing, postage and telephone.
(5) Computerize the routine office jobs.
Marketing In this area of cost reduction, improvement can be made by revising
the methods of market research, advertising, packing, warehousing,
distribution, after-sale services and so on.
Finance With the increasing difficulty in procuring funds, management should
eliminate useless investment. Wasteful use of capital is as bad as
inadequate capital. The following cost reduction programme can be
used:
(1) Better utilization of fixed assets
(2) Better credit control
(3) Capital budgeting
(4) Avoid under/over capitalization
(5) Procuring capital at minimum cost to get maximum return
Cost control and cost reduction are two effective tools for management. Both concepts
differ from each other in the following aspects:
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Basis Cost Control Cost Reduction
Objective Its main objective is to achieve Its main objective of is to have
pre-determined cost targets and real and permanent reduction in
standards and keeping them cost and to lower unit cost of
within the budgeted limits. production without negatively
affecting the quality.
Nature It is temporary in nature. It is real and permanent in nature.
Approach It has static approach as it limits It has dynamic approach as it is
its achievement to the targets not one time activity and can be
established. performed in different areas.
Process It involves setting targets, It is not based on pre-determined
comparison with actual cost and targets. It concerned with finding
finally taking corrective actions. out new product designs, methods
etc.
Dependence on It is a part of cost accounting It can be achieved even when no
cost accounting function. cost accounting system is in
operation.
Function Cost Control is a preventive Cost reduction is a corrective
function and is implemented for function and is focused on unit
the total cost. cost.
Standards It follows standards and always It does not follow standards. Even
does comparison of actual it assumes that there is room for
performance with standard changes in standards too.
performance.
Effective management of cost makes an organization more strong, more stable and
helps in improving the potential of a business. The organization calls for a system that
would help them in understanding the process and activities of the business. This provides
supplying of information to the top management for improving the business performance
and productivity. Cost management also helps in optimizing resources which will
improve overall efficiency of the organization and help the firm to achieve its objectives.
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1.12 SELF-TEST QUESTIONS
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(7) Management accountancy is a structure for
(a) Costing
(b) Accounting
(c) Decision making
(d) Management
Answers: (1) (b), (2) (a), (3) (d), (4) (b), (5) (a), (6) (c), (7) (c)
(a) Cost management is the process whereby companies use _____________ to report
or control the various costs of doing business.
(b) Management accounting is the application of ____________ techniques to the
provision of information designed to assist all levels of management in planning
and controlling the activities of the firm.
(c) Management accounting is an integral part of ____________ concerned with
identifying, presenting and interpreting information used for formulating strategy,
planning and controlling and decision making.
(d) Cost control is defined as regulation by executive action of the _________ of
operating an undertaking particularly where action is guided by ___________.
(e) Management accounting is primarily to assist _____________ in performing
various functions.
Answers: (a) cost accounting (b) accounting (c) management (d) cost, cost accounting
(e) management
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EXERCISE 3: LONG ANSWER QUESTIONS
Q4. What is management accounting? How does management accounting differ from cost
accounting and financial accounting?
Q5. “Management accounting is the best tool for the management to achieve higher
profits and efficient operations”. Elucidate the statement.
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LESSON-1 UNIT 2
1. STRUCTURE
“Budgeting in a Company is like navigation in a ship. On the ship, the crew keeps a log
of the happenings on and the position of the ship from hour to hour. The captain learns
valuable lessons by studying the factors that caused misadventures in the past. But, to
pilot his ship safely, he requires his navigation officer to plan the course ahead and to
constantly check the position of the ship against the plan. If the ship is off-course, the
navigation officer must report it immediately, so that the captain can take prompt
corrective action. In addition, the navigation officer should be in a position to foresee
possible obstacles and deviations and to minimize losses by taking early corrective action
in case the ship is off-course.”
Just as a ship that needs to be navigated properly to reach its destination safely, a
Company needs a well-planned budget to help achieve its goals. The ship‟s log is like the
previous budgets of the Company. Just as the Captain refers to the log to learn valuable
lessons and avoid repeating mistakes, managers also use previous budgets to help set
benchmark in light of current business conditions. Planning the ship‟s course in advance
helps the Captain to expect and identify deviations from course and carry out salvage
operations as early as possible. In the same way, preparing a budget helps the Company
to meaningfully identify variances during the year.
(Axzo Press on Budgeting)
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1.0 LEARNING OBJECTIVES
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Distinctive features of a budget are:
It is prepared in advance.
It is based on future course of actions.
It is a guide or blue print for future period.
It is financial/Quantitative statement.
It is goal oriented and prepared for attaining a given objective.
Budgeting is a
process not 1 2 3
an event
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(v) Achieving the standards: The desired result of the budgetary control system is
comparison of actuals with the budgeted results and analyzing the causes of
variances, if found any.
(vi) Reporting to Executives: After the causes of Variances are analyzed, the
variances and their causes are reported to top management so that they can take
corrective action.
Rowland and William in their book entitled Budgeting for Management Control has
given the difference between budget, budgeting and budgetary control as follows:
“Budgets are the individual objectives of a department, etc. whereas budgeting may be
said to be the act of building budgets. Budgetary Control embraces all this and in addition
includes the science of planning the budgets themselves and the utilization of such
budgets to affect an overall management tool for the business planning and control”.
PLANNING: Budgets are the plans to be pursued to attain objectives for each
department and division in the organization during a specified period of time.
These plans drawn up for material, labour, production, sales, purchase etc.
Budgetary control will force the management at all levels to plan various activities
well in advance in the organization. Planning helps in anticipating future
requirements and expected performance.
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COORDINATING: Budget helps the management in creating sink between the
objectives of the organization with the objectives of different departments.
Budgeting also bring co-ordination in various activities of the business. For
example, the budget of sales department should be in co-ordination with the
budget of production department. Similarly, the budget of production department
should be in co-ordination with the budget of purchase department.
COMMUNICATION: Budget is a communication device. Communication of
ideas and plans to each department and division is effected by budgetary control.
In order to make sure that each person is aware of what he is supposed to do, it is
necessary that the approved budget copies need to be shared with all management
personnel. Not only sharing will enhance the communication, but participating in
the preparation of budgets will also contribute in communication of ideas and
plan.
MOTIVATING: Budgetary control motivates the employees to improve their
performance. Budget acts as a yardstick which will be followed by employees.
When individuals participate in the preparation of budgets, it acts as a strong
motivating force to achieve the targets.
CONTROLLING: A system of control can be established by preparing budgets
against which comparison can be made with actual results. Budgetary control is an
important instrument of managerial control in any organization. After comparison
of budgeted performance with actual one, it reports the significant variations from
the budgets to the top management in the organization. Since separate budgets are
prepared for each department becomes easier to determine the weak points and
areas of correction.
PERFORMANCE EVALUATION: Budgetary control helps the management in
evaluating the performance of each department and division and even of
individuals. It provides a useful means of informing managers how well they are
performing in meeting targets they have previously helped to set. Even in some
companies, on the basis of achieving the budget targets individuals are rewarded.
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Budgeting acts as a safety signal for the management. It shows when to proceed
cautiously and when manufacturing expansion can be safely undertaken.
Budgeting in the organization makes financial planning and control easy. The
ultimate effect of budgeting is the thorough examination and scrutinizing the
financial aspect of the business enterprise. This helps in optimum use of financial
resources of the enterprise.
Budgeting helps in clearly defining responsibilities and authorities for the
management. For which managers will be held responsible for achieving the
budget targets.
Budgeting in the organization is an important device for fixing the responsibility
of various positions. The persons occupying various positions can be made to
understand their responsibilities with the help of budgets.
Budgeting ensures team work and thus encourages the spirit of support and mutual
understanding among the staff.
Benefits of the budget must exceed the cost: Budgeting is a fairly complex
process and specifically for small businesses which may find that it is too much of
a burden in terms of time and other resources, with only limited benefits. As a
general rule, the benefit of producing the budget must exceed its cost which is
difficult for these businesses.
Based on estimates: Budgetary control starts with the formulation of budgets
which are mere estimates. Therefore, the adequacy of budgetary control system, to
a very large extent, depends upon the accuracy of the data or basis with which
estimates are formed.
Rigid: Budgets should be dynamic and can be adjusted according to the changes
in business environment. It tends to bring about rigidity in operation, which is
harmful. In this case, it will not be a correct tool of measuring performance. It is
necessary that budgetary control system should be kept adequately flexible.
Only a tool of management: Budgetary control cannot replace management. It
can be used as an instrument of management. „The budget should be considered
not as a master, but as a servant.‟ Mostly, it is assumed that that the introduction of
budgeting alone is enough to ensure success and security of future profits.
No automatic execution: Proper implementation of budget is cumbersome task.
Preparation of budget will not ensure its proper implementation. It is necessary
that the entire organization must participate in meeting the budgeted targets.
Resistance from staff: It is a part of human nature that all controls are resented to.
Budgetary control which places restrictions on the authority of executive is also
resented by the employees. They may not like to be evaluated on the basis of
budgeted targets.
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Costly and time consuming: The mechanism of budgeting system is a detailed
process involving too much time and costs. It requires employing the specialized
staff and involves other expenditure which small companies may find difficult to
incur.
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Inspirational Approach: All the employees or staff other than executives should
be strongly and properly inspired towards budgeting system. Human beings by
nature do not like any pressure and they dislike or even rebel against anything
forced upon them.
Budget
Administration
Organization Budget
Budget Center Budget Officer Budget Manual Budget Period Key Factor
Chart Committee
(1) Organization Chart: For the purpose of effective budgetary control, it‟s
important to have proper organization chart to clearly define the plan and structure
of the organization. An organizational chart helps in explaining clearly the
position of each executive's authority and responsibility and his relationship to
other members. This chart shows functional responsibility of a particular
executive, Delegation of authority to various levels and relative position of a
functional head with heads of other functions. An organization chart for budgetary
control may be as follows:
Organization Chart
Chief
Executive
Budget
Officer
Budget
Committee
Sales Budget,
Selling Cost Cost Budget,
Purchase Production Cash Budget,
Budget, Capital Exp.
Advertising Budget, Budget, Plant Labour Cost Income and
Material Utilization Budget,
Budget and Budget Expenditure
Budget Budget Master
Distribution Budget
Budget
Budget
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(2) Budget Center: A Budget Center is defined by the terminology as "a section of
the organization of an undertaking defined for the purpose of budgetary control."
For cost control purpose, budget center need to be established and for each of
which budget will be set with the help of the head of the department concerned.
For example, for the preparation of purchase budget, the purchase manager will be
consulted.
(3) Budget Officer: The functional head of the budget committee is the budget
officer. His main duty is assisting the various departmental heads in preparation of
budgets. He is appointed to administer the budgeting programme. He Budget
officer does not control; he is staff man; he advises but does not issue instructions.
His duties will be to help in preparation of the various budgets and their
coordination and compilation into the master budget; Compiling of information
about actual performance on a continuous basis comparing it against the budget
figures, ascertaining causes of deviation and preparing reports based thereon and
sending them to the appropriate executive; Bringing to the notice of the
management the need for revision of budgets and assisting them in the task; and
Compiling information of all types for the purposes of efficient preparation of
budgets and proper reporting.
(4) Budget Committee: Budget Committee comprising of the Managing Director, the
Production Manager, Sales Manager and Accountant as shown in the
organizational chart. Each member has to prepare his own departmental budgets.
In small concerns, the Budget Officer may co-ordinate the work for preparation
and implementation of budgets. In large-scale concern a budget committee is setup
for preparation of budgets and execution of budgetary control. The budget manual
should specify the responsibilities and duties of the budget committee, which
should include the following:
(a) To provide historical data for preparing budgets to all the department
heads.
(b) To review budget estimates from the respective departments and suggest
recommendations.
(c) To recommend decisions on budget related matters where there may be
conflicts between departments or divisions.
(d) To inform departmental heads of any changes and approval of the revised
budget.
(e) To co-ordinate all budget related activities.
(f) To analyze periodic reports by comparing the budgeted performance with
actual one. Consider policies with respect to follow-up procedures.
(g) To make recommendations for changes in budget policies and procedures.
(h) To provide recommendations for the budget manual.
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(5) Budget Manual: A Budget Manual has been defined by CIMA, London as "a
document which set out the responsibilities of persons engaged in the routine of
and the forms and records required for budgetary control." It contains all details
regarding the plan and procedures to be followed and the time schedules to be
observed. The following are some important matters dealt with in the budget
manual:
(a) The dates by which preliminary forecasts and plans are to submitted;
(b) The form in which these are to be submitted and the persons to whom these
are to be forwarded;
(c) The important factors that must be considered for each forecast or plan;
(d) The categorization of expenses, e.g., variable and fixed, and the manner in
which each category is to be estimated and dealt with;
(e) The manner of scrutiny and the personnel to carry it out;
(f) The matters which must be settled only with the consent of the managing
director, departmental manager, etc.;
(g) The finalization of the functional budgets and their compilation into the
master budget;
(h) The form in which the various reports are to be made out, their periodicity
and dates, the persons to whom these and their copies are to be sent;
(i) The reporting of the remedial action;
(j) The manner in which budgets, after acceptance and issuance, are to be
revised or amended; and
(k) The matters, included in budgets, on which action may be taken only with
the approval of top management.
(6) Budget Period: CIMA defines budget period as “the period for which a budget is
prepared and used, which may then be sub-divided into control periods”. It refers
to the period of time covered by a budget. The broad classification in this regard
has already been stated as “long-term budget” and “short-term budget”. For
example, industries which are subject to fashion change use short-term budget
whereas industries which involve long term expenditure with relatively little
change in product design use long-term budget. Generally a budget is prepared for
one year which corresponds to the accounting year. It is then sub-divided into
quarters and in turn each quarter is broken down into three separate months.
(7) Key Factor: A budget key factor or principal budget factor is described by the
CIMA London as: “a factor which will limit the activities of an undertaking and
which is taken into account in preparing budgets”. For example, if production
cannot be increased inspite of heavy demand, due to non-availability of raw-
material, then in this case raw-material is called here key factor/limiting factor.
The Key Factors include:
(1) Raw materials may be in short supply.
(2) Non-availability of skilled labours.
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(3) Government restrictions.
(4) Limited sales due to insufficient sales promotion.
(5) Shortage of power.
(6) Underutilization of plant capacity.
(7) Shortage of efficient executives.
(8) Management policies regarding lack of capital.
(9) Insufficient research into new product development.
(10) Insufficiency due to shortage of space.
Long-Term Budget
On the basis of
Short-Term Budget
Time
Types of Budget
Current Budget
Functional Budget
On the basis of
Coverage
Master Budget
Fixed Budget
On the Basis of
Capacity
Flexible Budget
(1) Long-term Budget: Long-term budgets are prepared for a longer period
specifically for more than a year is called long-term budget. These budgets are
prepared by top management team. These budgets are useful in business
forecasting and planning. Capital expenditure budgets and research developments
budgets are just examples of long-term budgets.
(2) Short-term Budget: A budget which is prepared for period upto one year is called
as short-term budget. Sometimes they may be prepared for shorter period as for
quarterly or half yearly. The scope of budgeting activity may vary considerably
among different organization. It is basically use by lower level of management.
(3) Current Budget: A budget which is related to the current conditions and is
prepared for use over a short period of time is called current budget.
28
1.9.2 On the Basis of Coverage
FUNCTIONAL BUDGETS:
A functional budget is the one which is prepared for particular function of the
business. For example, sales budget, production budget, purchase budget etc. These
functional budgets are subsidiary to the master budget and they will vary according to the
size and nature of the business.
MASTER BUDGET:
This budget is prepared by Budget Director and presented to the Budget Committee for
the approval.
FIXED BUDGET
A fixed budget is one which is prepared keeping in mind one level of output.
According to ICMA London "Fixed budget is a budget which is designed to remain
unchanged irrespective of the level of activity actually attained." This kind of budget is
quite suitable for fixed expenses. Fixed budget is prepared before the beginning of the
financial year. This type of budget is not going to highlight the cost variances due to the
difference in the levels of activity. Fixed Budgets are suitable under static conditions.
29
FLEXIBLE BUDGET
In flexible budgeting, a series of budgets are prepared one for each of a number of
alternative production levels or volumes. According to lCMA, London defined “Flexible
Budget is a budget which, by recognizing the difference between fixed, semi-variable and
variable costs is designed to change in relation to level of activity attained."
A flexible budget shows the budgeted expenses against each item of cost at
different levels of activity. This budget has come into use for solving the problems caused
by the application of the fixed budget.
(3) A budget is tool which helps the management in planning and control of…
(a) All business activities
(b) Production activities
(c) Purchase activities
(d) Sales activities
30
(6) Budgetary control __________ replace management in decision‐making.
(a) Can
(b) Cannot
(c) Sometimes
(d) Inadequate data
Answers: (1) (c), (2) (b), (3) (a), (4) (a), (5) (b), (6) (b), (7) (c)
(a) A system by which budgets are used as a means of planning and controlling all
aspects of a business is called ______________.
(b) A document which sets out the responsibilities of the persons engaged in the
routine of and the forms and records required for budgetary control is called
__________.
(c) The entire process of preparing the budgets is known as ____________.
(d) ____________ is defined as the factor the extent of whose influence must first be
assessed in order to ensure that functional budgets are capable of fulfillments.
Answers: (a) budgetary control (b) budget manual (c) budgeting (d) key factor
(a) A system of budgetary control can be used even when standard costing is in use in
a concern.
(b) A budget coordinates the activities of various departments.
(c) A budget centre is a part of the organization for which a separate budget is
prepared.
(d) There is no difference between a forecast and a budget.
(e) A budget manual contains a summary of all functional budgets.
(f) Budgeting may be said to be an act of determining costing standard.
(g) Strategic planning is the same thing as preparing annual budgets.
31
Q3. Write short notes on:
Q1. What are the main objectives of a system of budgetary control? Do you think
budgetary control is subject to certain limitations?
32
LESSON 2
FUNCTIONAL BUDGETS
2. STRUCTURE
A functional budget is the one which is prepared for particular function of the
business. For example, sales budget, production budget, purchase budget etc. These
functional budgets are subsidiary to the master budget and they will vary according to the
size and nature of the business. The various commonly used functional budgets are
discussed below:
33
the sales anticipated during the budget period. The sales manager is directly responsible
for the preparation and execution of sales budget. There is difference between sales
forecast and sales budget. Sales forecast provides probable sales figure and relatively
sales budget provides planned sales figure that is to be achieved during the period. While
preparing sales budget the following factors need to be considered:
(i) Market Conditions
(ii) Production Capacity
(iii) Key Factors
(iv) Nature of Business
(v) Order in hand
(vi) Degree of competition
(vii) Past sales
(viii) Financial Aspects
(ix) Government Restrictions
(x) Advertisement, Publicity and Sales Promotion
(xi) Pricing Policy
(xii) Consumer Behaviour
(xiii) Business Conditions
(xiv) Types of Product
34
Illustration 1: The following information has been available from the records of In
charge Precision Tools Limited for the last six months of 2017 (and of only the sales of
January, 2018) in respect of product „X‟:
(a) A production budget for each of the last six months of 2017, and
(b) A summarized production cost budget for the same period.
Production for six months (July to Dec) (in units) 11,050 units
Direct material cost @ Rs. 10 per unit 1,10,500
Direct wages @ Rs. 4 per unit 44,200
Factory overheads @ Rs. 4 per unit 44,200
Total production cost 1,98,900
35
assist the purchase department in suitably planning the purchases, helps in preparation of
purchase budget and provides data for raw material control.
Illustration 2: Prepare a Sales Overhead Budget for January, February and March from
the estimates given below:
Rs.
Advertisement 2,500
Salaries of the sales department 5,000
Expenses of the sales department 1,500
Counter salesmen‟s salaries and dearness allowance 6,000
36
Month Counter Sales Travelling Salesmen’s Sales
Rs. Rs.
January 80,000 10,000
February 1,20,000 15,000
March 1,40,000 20,000
[B.Com (Hons), Delhi]
Solution: Sales Overhead Budget (for the period ending January, February and
March) ( in Rs.)
Illustration 3: The sales director of a manufacturing company reports that next year he
expected to sell 1,08,000 units of a certain product. The production manager consults the
store keeper and costs his figures as follows:
37
The kinds of raw materials X and Y are required for manufacturing the product. Each unit
of the product required 2 units of X and 3 units of Y. The estimated opening balances at
the commencement of the next year are:
38
2.1.10 Research And Development Cost Budget
This depends mostly on management decisions regarding the research and development.
This budget shows the cost of researching for new or improved production, methods,
processes, system or services to be incurred during the budget period.
(i) Receipts and Payments Method: It is most popular and is universally used for
preparing cash budget. In this method the cash receipts from various sources and
cash payments to various agencies are estimated. Delay in cash receipts and lag in
payments are taken into account for making estimates. The cash budget begins with
the opening balance of cash of a period and the estimated cash receipts are added
and from this, the total of estimated cash payments is deducted to find out the
closing balance.
39
(ii) Adjusted Profit and Loss Account Method: In this method the opening balance
is adjusted with the anticipated increases or decreases in current assets and
liabilities, provision for depreciation, special receipts and the net profit for the year
before taxation and appropriations. From the aggregate amount of these, the
estimated taxation and dividends payable, expenditure on fixed assets and special
payments if any are deducted. The resulting balance is the estimated cash in hand at
the end of the budget period. The vital point of difference between receipts and
payments method and adjusted profit and loss method is that the former takes into
account only cash transactions while the latter considers non-cash items as it
reverses all accruals.
(iii) Balance Sheet Method: Under this method of preparing cash budget a forecast
balance sheet is prepared as at the end of the budget period with all items of assets
and liabilities except cash balance which is arrived at as a balancing figure. The
magnitude of the two sides of the balance sheet excluding cash balance would
determine whether the bank account would show a debit or credit balance i.e. cash
balance at bank or bank overdraft.
Illustration 4: Prepare cash budget of a company for April, May and June 2017 in a
columnar form using the following information:
40
Particulars April May June
Add: cash inflows:
Cash sales - 20% 18,000 17,000 16,000
Cash collection from debtors 66,000 70,000 66,000
99,000 98,700 94,700
Less: cash out flows:
Cash purchase 10% 5,000 4,500 3,500
Payment to creditors 37,800 45,000 40,500
Wages 23,000 22,000 19,000
Rent 500 500 500
Expenses 6,000 6,000 5,000
Fixed deposits 15,000 8,000 13,000
Balance c/d 11,700 12,700 13,200
Note: It is assumed that wages and expenses are paid on 16th and 1st of the following
months i.e. fortnightly.
Illustration 5: Lakshya Ltd. has seasonal sales; is sales it goods at Rs. 50 per unit sales
are 25% cash and the reminder at 1.5 months‟ credit. The cost of the goods in terms of
percentage the selling price is as follows:
Materials 20%
Wages 25%
Factory expenses 20%
Depreciation 10%
Total 75%
In addition each month a sum of Rs. 1,00,000 has to be paid in respect of fixed factory
and administrative expenses. Income tax Rs. 60,000 is payable in July, October and
December. The company pays dividend on equity shares in August, amounting to Rs.
75,000. The company purchases material a month before the one in which it is required.
Payment is made to suppliers after one month and in respect of expenses fortnightly,
unless otherwise indicated.
On 1st July, 2017, the company expected to have an overdraft of Rs. 54,000. Prepare the
cash budget for the three months ending September 30, 2017.
41
Solution: CASH BUDGET for the quarter ending 30th September, 2017
Working notes:
(i) Receipts from debtors (75% of total sales on credit)
42
(c) Long-term budget
(d) None of the above
(2) __________ contains the picture of total plans during the budget period and it
comprises information relating to sales, profit, cost, production etc.
(a) Master budget
(b) Functional budget
(c) Cost budget
(d) None of the above
(3) The budgets are classified on the basis of…
(a) Time
(b) Function
(c) Flexibility
(d) All
(5) ________ is the first step of budgetary system and all other budgets depends on
it.
(a) Cost budget
(b) Sales budget
(c) Production budget
(d) None of the above
Answers: (1) (c), (2) (a), (3) (d), (4) (d), (5) (b), (6) (b), (7) (b)
43
EXERCISE 2: SHORT ANSWER QUESTIONS
Answers: (a) Cash budget (b) labour (c) production cost (d) master budget (e) Sales
(f) Cash budget
Q4. What are the steps involved in the preparation of a production budget?
Q5. A company has to plan to prepare a production budget for the product P, Q and R. the
sales forecasts for these product is 2,08,000 units, 1,82,000 units and 2,21,000 units
respectively. The estimates requirements of inventory both at the beginning and at the end
of the budget period are shown in the following table:
44
Inventory Table
Product
Month
P Q R
April, 1st (units) 40,000 30,000 50,000
March, 31st (units) 52,000 27,900 69,000
You are required to prepare the production budget for the company.
Q6. Chennai Engineering Co. Ltd. Manufactures two product X and Y. An estimate of
number of units expected to be sold in the first seven months of 2015 is given below:
Product X Product Y
January 500 1,400
February 600 1,400
March 800 1,200
April 1,000 1,000
May 1,200 800
June 1,200 800
July 1,000 900
It is anticipated that:
(a) There will be no work-in progress at the end of any month
(b) Finished units equal to half the anticipated sales for the next month will be in
stock at the end of each month (including December 2014). The budgeted
production and production costs for the year ending 31st December 2014 are as
follows:
Product X Product Y
Rs. Rs.
Production (units) 11,000 12,000
Direct material per unit 12 19
Direct wages per unit 5 7
Other manufacturing charges apportionable to each
33,000 48,000
type of product
45
Q7. A company produces two products M and N.
A forecast of units to be sold in the first five months of the year is given below:
Product M Product N
Rs. Rs.
Direct Material 12.50 19.00
Direct Labour 4.50 7.00
Factory Overhead 3.00 4.00
There will be no opening and closing work-in-progress at the end of any month.
Finished product (in units), equal to half of the budgeted sale of the next month, should be
in stock at the end of each month (including previous year December).
Answer:
46
LESSON 3
3. STRUCTURE
A fixed budget is one which is prepared keeping in mind one level of output.
According to ICMA London "Fixed budget is a budget which is designed to remain
unchanged irrespective of the level of activity actually attained." This kind of budget is
quite suitable for fixed expenses. Fixed budget is prepared before the beginning of the
financial year. This type of budget is not going to highlight the cost variances due to the
difference in the levels of activity. Fixed Budgets are suitable under static conditions. For
preparation of this budget, sales forecast will have to be prepared along with the cost
estimates. Cost estimates can be prepared by segregating the costs according to their
behaviour i.e. fixed and variable. Cost predictions should be made element wise and the
projected profit or loss can be worked out by deducting the costs from the sales revenue.
Actually in practice, fixed budgets are prepared very rarely. The main reason is that the
actual output differs from the budgeted output significantly. Thus if the budget is prepared
on the assumption of producing 20,000 units and actually the number of units produced
are 15,000, the comparison of actual results with the budgeted ones will be unfair and
misleading. The budget may reveal the difference between the budgeted costs and actual
47
costs but the reasons for the deviations may not be pointed out. A fixed budget may be
prepared when the budgeted output and actual output are quite close and not much
deviation exists between the two. In such cases, maximum control can be exercised
between the budgeted performance and actual performance.
3.1.1 Features
In flexible budgeting, a series of budgets are prepared one for each of a number of
alternative production levels or volumes. According to lCMA, London defined “Flexible
Budget is a budget which, by recognizing the difference between fixed, semi-variable and
variable costs is designed to change in relation to level of activity attained."
A flexible budget shows the budgeted expenses against each item of cost at
different levels of activity. This budget has come into use for solving the problems caused
by the application of the fixed budget.
For example, a budget can be prepared for capacity utilization levels of 50%, 60%,
70%, 80%, 90% and 100%. The basic principle of flexible budget is that if a budget is
prepared for showing the results at, 20,000 units and the actual production is only 15,000
units, the comparison between the expenditures, budgeted and actual will not be fair as
the budget was prepared for 20,000 units. Therefore a flexible budget is developed for a
relevant range of production from 15,000 units to 20,000 units. Thus even if the actual
production is 15,000 units, the results will be comparable with the budgeted performance
of 20,000 units. Even if the production slips to 12,000 units, the manager has a tool that
can be used to determine budgeted cost at 12,000 units of output. Thus It is more realistic
and practicable because it gives due consideration to cost behavior at different levels of
activity.
3.2.1 Features
48
3.2.2 Need of Flexible Budget
49
Practical Questions:
Prepare a budget for production of 6,000 units, 7,000 units and 8,000 units showing
distinctly Marginal cost and Total cost.
50
Fixed cost (B) 2,25,000 37.50 2,25,000 32.14 2,25,000 28.13
Total cost
(A+B)
Marginal cost
15,90,000 265.00 18,17,500 259.64 20,45,000 256.63
plus fixed cost
Working Notes:
Rate of production per hour is 10 units. Direct material cost per unit is Re. 1 and direct
wages per hour is Rs. 4.
You are required to:
(1) Compute the cost of production at 100%, 80% and 60% capacity showing the
variable, fixed and semi variable items under the flexible budget.
(2) Find out the overhead absorption rate per unit at 80% capacity. (CS Inter)
51
100% 80% 60%
4,000 units 3,200 units 2,400 units
Rs. Rs. Rs.
Consumable stores 2,000 1,600 1,200
Total „A‟ 8,600 6,800 5,160
Semi variable costs:
Power 2,100 1,900 1,700
Inspection 260 220 180
Repairs and maintenance 590 530 470
Total „B‟ 2,950 2650 2,350
Fixed costs:
Salaries 1,000 1,000 1,000
Depreciation 1,400 1,400 1,400
Total „C‟ 2,400 2,400 2,400
Total cost (A + B + C) 13,950 11,930 9,910
Cost per unit (total cost/units) 3.49 3.73 4.13
Working notes:
Calculation of semi variable costs
Variable cost per unit = Difference in cost
Difference in units
As part of the budget operations, some items of factory overhead costs have been
estimated by him under specified conditions of volume as follows:
52
Volume of production (in units) : 1,20,000 1,50,000
Rs. Rs.
Expenses:
Indirect materials 2,64,000 3,30,000
Indirect labour 1,50,000 1,87,500
Maintenance 84,000 1,02,000
Supervision 1,98,000 2,34,000
Engineering services 94,000 94,000
Calculate the cost of factory overhead items given above at 1,40,000 units of production.
[B.Com (Hons), Delhi]
Rs.
Indirect material (variable @ Rs. 2.20 per unit) 3,08,000
Indirect labour (variable @ Rs.1.25 per unit) 1,75,000
Maintenance: Fixed 12,000
variable @ Re. 0.60 per unit 84,000
Supervision: Fixed 54,000
variable @ Rs. 1.20 per unit 1,68,000
Engineering services (fixed) 94,000
Total factory overheads 8,95,000
Working notes:
(ii) Maintenance
Variable Cost per unit = (1,02,000 - 84,000) = Rs. 0.60 per unit
(1,50,000 - 1,20,000)
53
Variable Cost (at 1,40,000 units) = 1,40,000 × 0.6 = Rs. 84,000
Rs. (Lakhs)
Fixed Expenses:
Wages and salaries 9.5
Rent, rates and taxes 6.6
Depreciation 7.4
Sundry administration expenses 6.5
Assume that the fixed expenses remain constant for all levels of production; semi variable
expenses remain constant between 45% and 65% of capacity increasing by 10% between
65% and 80% capacity, and by 20% between 80% and 100% capacity.
(Rs. Lakhs)
50% capacity 100.00
60% capacity 120.00
75% capacity 150.00
90% capacity 180.00
100% capacity 200.00
Prepare a flexible budget for the half year and forecast the profits at 60%, 75%, 90% and
100% of capacity. [B.Com (Hons), Delhi]
54
Labour 20.4 24.5 30.6 36.7 40.8
Other expenses 7.9 9.5 11.9 14.3 15.8
Total variable expenses 50.0 60.0 75.0 90.0 100.0
Semi-variable expenses:
Maintenance and repairs 3.5 3.5 3.8 4.2 4.2
Indirect labour 7.9 7.9 8.7 9.5 9.5
Sales, deptt. Salaries etc. 3.8 3.8 4.2 4.6 4.6
Sundry administration expenses 2.8 2.8 3.1 3.3 3.3
Total semi variable expenses 18.0 18.0 19.8 21.6 21.6
Fixed expenses:
Wages and salaries 9.5 9.5 9.5 9.5 9.5
Rent, rates and taxes 6.6 6.6 6.6 6.6 6.6
Depreciation 7.4 7.4 7.4 7.4 7.4
Sundry administration expenses 6.5 6.5 6.5 6.5 6.5
Total fixed overheads 30.0 30.0 30.0 30.0 30.0
Total cost 98.0 108.0 124.8 141.6 151.6
Profit (Loss) 2.0 12.0 25.2 38.4 48.4
Illustration 5: A factory is currently working at 50% capacity and produces 10,000 units.
Estimate the profits of the company when it works to 60 percent and 80 percent capacity
and offer your critical comments.
At 60% working, raw material cost increases by 2 percent and selling price falls by 2
percent. At 80%, raw material cost increases by 5 percent and selling price falls by 5 per
cent. At 50% capacity working the product costs Rs. 180 per unit and is sold at Rs. 200
per unit.
The unit cost of Rs. 180 is made up as follows: (in Rs.)
Raw material 100
Labour 30
Factory overheads 30 (40% fixed)
Administration overheads 20 (50% fixed)
55
Fixed 1,00,000 10.00 1,00,000 8.33 1,00,000 6.25
Variable 1,00,000 10.00 1,20,000 10.00 1,60,000 10.00
Total cost 18,00,000 180 21,40,000 178.33 28,28,000 176.75
Profit 2,00,000 20.00 2,12,000 17.67 2,12,000 13.25
Sales 20,00,000 200.00 23,52,000 196.00 30,40,000 190.00
(1) _________ is stated as a budget which is made to change as per the levels of
activity attained.
(a) Fixed budget
(b) Flexible budget
(c) Both a and b
(d) None of the above
(2) _______ is prepared for single level of activity and single set of business
conditions.
(a) Fixed budget
(b) Flexible budget
(c) Both a and b
(d) None of the above
(3) Fixed budget is useless for comparison when the level of activity…
(a) Increases
(b) Fluctuates both ways
(c) Decreases
(d) Constant
56
(6) Flexible budgeting is used when the supply of material and labor required for
production is _____.
(a) Uncertain
(b) Certain
(c) Either a or b
(d) None of the above
Answers: (1) (b), (2) (a), (3) (b), (4) (b), 5. (d), (6) (a), (7) (b), (8) (b)
Answers: (a) Variable and Fixed Costs (b) flexible budget (c) Flexible budget (d) Fixed
and Variable budget
(i) In a fixed budget, figures are adjusted according to actual level of activity.
(ii) Fixed budgets are most suited for fixed expenses.
(iii) A flexible budget is necessary for a business enterprise whose demand of goods is
stable.
57
(iv) A fixed budget is concerned with budgeting of fixed assets.
(v) A flexible budget is preferable to fixed budget.
(vi) A fixed budget is one which is designed to remain unchanged irrespective of level
of activity actually attained.
(vii) Flexible budgets change with the level of activity.
Q1. Distinguish between fixed budget and flexible budget. Briefly state the circumstances
in which flexible budgets are used.
Q5. With the following data for a 60% activity level, prepare a budget at 80% and 100%
activity.
Answers: At 60% Rs. 1,60,000; at 80% Rs. 2,02,000; and at 100% Rs. 2,44,000
Q6. The monthly budgets for factory overhead of a company for two levels of activity
were as follows:
60% 100%
Budgeted Production (units) 600 1,000
Rs. Rs.
Wages 1,200 2,000
Consumable stores 900 1,500
Maintenance 1,100 1,500
Power and fuel 1,600 2,000
Depreciation 4,000 4,000
Insurance 1,000 1,000
Total 9,800 12,000
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You are required to:
(a) Indicate which of the items are fixed, variable and semi-variable
(b) Prepare a budget for 80% capacity
(c) Find the total cost, both fixed and variable, per unit of output at 80% capacity.
Q7. Gemini Steel Ltd. Manufactures a single product for which market demand exists for
additional quantity. Present sales of Rs. 60,000 per month utilizes only 60% capacity of
the plant. Marketing manager assures that with the reduction of 10% in the price, he
would be in a position to increase the sale by about 25% to 30%.
Answers: Profit at current selling prices Rs. 13,000; 19,500 and 22,000; Profit at
proposed selling price Rs. 7,000; Rs. 12,500 and Rs. 14,000
Q8. From the following data, prepare a flexible budget for production of 40,000 units,
60,000 units and 75,000 units of product X, distinctly showing variable and fixed cost as
well as total cost. Also indicate element wise cost per unit. Budgeted output and costs per
unit are:
59
Answer: Total Cost Rs. 96,40,000 at 40,000 units; Rs. 1,37,60,000 at 60,000 units; and
Rs. 1,68,50,000 at 75,000 units
Q9. A factory is currently running at 50% capacity and produces 5,000 units at a cost of
Rs. 90 per units as per details given below:
Material - Rs. 50
Labour - Rs. 15
The currently selling price is Rs. 100 per unit. At 60% working, material cost per unit
increases by 2% and selling price per unit falls by 2%.
At 80% working, material cost per unit increases by 5% and selling price per unit falls by
2.5%.
Prepare a flexible budget showing profits of the factory at 60% and 80% working and
offer your comments.
60
LESSON 4
4. STRUCTURE
61
4.1 ZERO BASE BUDGETING (ZBB)
In real terms, the ZBB is simply an extension of the Cost Benefit Analysis Method
to the area of corporate planning and budgeting.
Peter Phyrr has defined Zero base budgeting as “a planning and budgeting
process which requires each manager to justify his entire budget request in detail from
scratch (hence zero base) and shifts the burden of proof to each manager to justify why he
should spend any money at all. The approach requires that all activities be analyzed in
decision packages which are evaluated by systematic analysis and ranked in order of
importance”.
David Lieninger has defined ZBB as, “ZBB is a management tool, which
provides a systematic method for evaluating all operations and programmes, current or
new, allows for budget reductions and expansions in a rational manner and allows re‐
allocation of sources from low to high priority programmes."
62
According to Peter Sarant, former director of management analysis training for
the United States Civil Service Commission, defined as ZBB is "a technique which
complements and links to existing planning, budgeting and review processes. It identifies
alternative and efficient methods of utilizing limited resources. It is a flexible
management approach which provides a credible rationale for reallocating resources by
focusing on a systematic review and justification of the funding and performance levels
of current programs."
Zero-base budgeting is based on the premise that every rupee of expenditure requires
justification. These are the following features which makes ZBB unique in comparison to
traditional budgeting:
Each budget item whether old or new is to be identified and evaluated critically
from the scratch each time a new budget is formulated.
It is holistic in nature as this technique deals practically with all the elements of
budget proposals.
A detailed cost benefit analysis of each budget programme is undertaken and each
programme has to compete for scarce resources.
Choices are made on the basis of what each unit can offer for a specific cost.
Individual unit‟s objects are linked to corporate targets.
It defines alternatives and efficient ways of utilizing limited resources.
Participation of all levels in decision-making.
Concentration of efforts is not simply on “how much” a unit will spend but “why”
it needs to spend. Each manager has to justify why he should spend any money at
all.
63
Developing ‘decision package’: The content and format of the decision package
must provide management with the information it needs to evaluate each decision
unit. Describing and analyzing all current or proposed programmes usually called
“decision packages”. This consists of identification, analysis and formulation
assists an evaluation in terms of purposes, consequence, performance measures,
alternatives and cause and benefits.
Ranking of Decision Packages: Evaluate and rank all decision packages to
develop the appropriations request. The ranking process provides management to
allocate its limited resources by making management concentrate on these
questions. „How much should we spend‟ and „where should we spend it‟?
Funding: Prepare the detailed operating budgets and allocate the resources in
accordance with the ranking.
It provides a systematic approach for the evaluation of different activities and rank
them in order of preference for the allocation of scarce resources.
It provides an opportunity to the management to allocate resources for various
activities only after having a thorough Cost-Benefit Analysis. The chance of
arbitrary cuts and enhancement are thus avoided.
It will lead to goal congruence as departmental budgets are linked with overall
corporate objectives
It helps in identifying and eliminating the areas of wasteful expenditure and if
desired, it can also be used for suggesting alternate course of action.
This technique can be used for the implementation of the system of „Management
by Objectives‟.
It promotes operational efficiency because it requires managers to review and
justify their activities or the funds requested.
Cost behavior pattern are more closely examined.
This technique is relatively elastic because budgets are prepared every year on a
zero base. This system makes it obligatory to develop financial planning and
management information system
Since this system requires participation of all managers, preparation of budgets,
responsibility of all levels at management in successful execution of budgetary
system can be ensured.
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In ZBB there is a danger of emphasizing short term benefits at the expenses of
long term ones.
Defining the decision units and decision packages is rather difficult.
Zero base budgeting requires a lot of training for managers.
Cost of preparing the various packages may be very high in large firms involving
large number of decision packages.
It may lay more emphasis on short term benefits to the detriment of long-term
objectives of the organization.
Where objectives are very difficult to quantify as in research and development,
zero base budgeting does not offer any significant control advantage.
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4.2 PROGRAMME BUDGETING
4.2.1 Objectives
4.2.2 Limitations
The concept of performance budgeting was first time used by the Hoover
Commission in the US in the year 1949 and then it was applied in the defence budget of
the said country in the 1960s. Performance budgeting involves evaluation of performance
of every executive in an organization in the context of both specific as well as overall
objectives of the organization. The concept of performance budgeting relates to greater
management efficiency specially in government work. With a view to introducing a
system‟s approach, the concept of performance budgeting was developed and as such
there was a shift from financial classification to „cost‟ or „objective‟ classification.
Performance budgeting, is therefore, looked upon as a budget based on functions,
66
activities and projects and is linked to the budgetary system based on objective
classification of expenditure.
Performance budgeting is a method of budgeting that provides the purpose and objectives
for which funds are needed, costs of programs and related activities proposed to
accomplish those objectives and outputs to be produced or services to be rendered under
each program (Shah, 2007).
4.3.2 Purpose
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A decentralized responsibility structure and flexible management style should be
adopted.
A suitable accounting and reporting system should be developed to facilitate
monitoring, analysis and review of actual performance, by comparison with
budgets.
The budget is prepared for each managerial level. The manager concerned is made
responsible and held accountable for performance at his level over the specified
period of time as given in the budget.
Performance budget implies that the budget must clearly indicate the actual output
expected by spending a particular amount on a particular activity. Hence, it is an
output oriented budget that focuses more on achievement rather than means of
achievements.
Cost-Benefit analysis is done for making decisions regarding allocation of funds.
This system has been designed to plan for long term.
It tries to answer questions like- what is to be achieved? How is it to be achieved?
When is it to be achieved? And so on.
Formulation of objectives
Establishing a meaningful functional programme and project which will
accomplish these objectives
Evaluation and selection of programmes and projects on the basis of cost benefit
analysis
Development of performance criteria for various programmes
Preparing financial plans for each program and the final annual budget
Assessing the performance of each programme an comparing the same with
budgeted performance
Correcting deviation
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4.3.7 Limitations of Performance Budgeting
(1) A budgeting process which demands each manager to justify his entire budget in
detail from beginning is
(a) Functional budget
(b) Master budget
(c) Zero base budgeting
(d) None of the above
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(3) Who is championing zero based budgeting?
(a) Government quangos
(b) Public sector organisations
(c) Small and medium sized companies
(d) Large multinationals like Unilever and Diageo
Answers: (1) (c), (2) (d), (3) (d), (4) (d), (5) (c)
(a) Zero-based budgeting questions each activity in the current budget and determines
whether an activity should be supported as is re-engineered of eliminated.
(b) A potential problem with zero-based budgeting is a “spend it or lose it” attitude.
(c) Programme budgeting is output oriented.
(d) Zero base budgeting will be appropriate in areas where output is not related to
production.
(e) Zero base budgeting was first used by Jimmy Carter.
(f) Zero base budgeting forces mangers to identify decision packages.
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Answers: (a) Performance Budget (b) Zero Base budgeting
Q4. What is meant by Zero Base Budgeting? What are the essentials of introducing a
system of Zero Base Budgeting? Explain in brief about the drawbacks of this system.
Q5. What is the difference between Performance Budget and Programme Budget? What
are the special areas of application of Programme Budgeting?
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LESSON 1 UNIT 3
STANDARD COSTING
1. STRUCTURE
1.1 INTRODUCTION
72
advantage it is necessary to establish cost leadership. For achieving this, it is of
paramount importance that the various costs are monitored closely and there is a constant
comparison of the actual costs with some pre-determined targets. Standard Costing is an
important tool in the hands of management for improving the management control by
providing parameters for comparison of actual with these parameters. In this technique,
all costs are pre-determined, i.e. cost is determined in advance of production.
During the first stages of development of cost accounting, historical costing was
the only method available for ascertaining and presenting costs. Historical costs have,
however, the following limitations:
Historical cost is valid only for one accounting period, during which the particular
manufacturing operation took place.
Data is obtained too late for price quotations and production planning.
Historical cost relating to one batch or lot of production is not a true guide for
fixing price for other batch or lot of production.
Historical costing is comparatively expensive as it involves the maintenance of a
large volume of records and forms.
The limitations and disadvantages attached to historical costing system led to further
thinking on the subject and resulted in the emergence of standard costing which makes
use of scientifically predetermined standard costs under each element.
The following are the features of standard cost can be drawn from the above definition:
Standard cost is a pre-determined cost. This means that the standard cost is
determined even before the commencement of production.
Standard cost is not an estimated cost. There is a difference between saying what
would be the cost and what should be the cost. Standard cost is a planned cost and
it is a cost that should be the actual cost of production.
It is computed for a specific period of time.
It is calculated after taking into consideration the management‟s standard of
efficient operation.
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Standard cost can be used as a basis for price fixation as well as for exercising
control over the cost.
It is attained under a given set of efficient operating conditions.
On the basis of above definition, the steps involved in the techniques of standard costing
are as follows:
(1) Pre-determination of technical data related to production. i.e., details of materials and
labour operations required for each product, the quantum of inevitable losses, efficiencies
expected, level of activity, etc.
(2) Pre-determination of standard costs in full details under each element of cost, viz.,
labour, material and overhead.
(3) Comparison of the actual performance and costs with the standards and working out
the variances, i.e., the differences between the actuals and the standards.
(4) Analysis of the variances in order to determine the reasons for deviations of actuals
from the standards.
(5) Presentation of information to the appropriate level of management to enable suitable
action (remedial measures or revision of the standards) being taken.
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1.5 APPLICABILITY OF STANDARD COSTING
The application of standard costing requires certain conditions to be fulfilled. These are:
Industries using process costing method like fertilizers, cement, steel, sugar etc. may
use standard costing method because such industries are producing standardized products
which are repetitive in nature.
In job order industries, it is not useful to employ a full system of standard costing
because in such industries each job undertaken may be different from another and setting
standards for each job may prove difficult and expensive.
Relationship: The following are certain basic principles common to both Standard
Costing and Budgetary Control:
(1) Determination of standards or pre-determined targets
(2) For both of them measurement of actual performance is done
(3) Comparison of actual costs with standard cost to find out deviations.
(4) Analysis of variances to find out the causes of deviation between actual and standard
performance.
(5) To take corrective measures.
Differences: Although basic principles of standard costing and budgetary control are
same, but still they differ in the following respects:
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Basis Standard Costing Budgetary Control
Usefulness Standard cost represents realistic Budgets represent an upper
yardsticks and are therefore more limit on spending without
useful for controlling and reducing considering the effectiveness
costs. of the expenditure in terms of
output.
Intensity It is intensive in application as it calls Budgetary control is extensive
for detailed analysis of variance. in nature and the intensity of
analysis tends to be much less
than in standard costing.
Dependence Standard Costing cannot be used Budget can be operated with
without budgets standards.
Recording of Under standard costing variances are In budgetary control variances
Variance revealed through different accounts. are not revealed through the
accounts.
Preparation Standard cost are planned and Budgets are prepared on the
prepared on the basis of technical basis of historical facts and
estimates figures.
The advantages derived from a system of standard costing are tabulated below:
Effective cost control: the most important advantage of Standard Costing system
is that it facilitates the control of cost. It establishes yard-sticks against which the
efficiency of actual performances is measured.
Facilitates Motivation: The standards provide incentive and motivation to work
with greater effort and vigilance for achieving the standard. This increase
efficiency and productivity all round.
Operational Efficiency: At the very stage of setting the standards, simplification
and standardization of products, methods, and operations are effected and waste of
time and materials is eliminated. This assists in managerial planning for efficient
operation and benefits all the divisions of the concern.
Less records: Costing procedure is simplified. There is a reduction in paper work
in accounting and less number of forms and records are required.
Helps in fixing prices and valuation: Cost are available with promptitude for
various purposes like fixation of selling prices, pricing of interdepartmental
transfers, ascertaining the value of costing stocks of work-in-progress and finished
stock and determining idle capacity.
Helps in planning: Standard Costing is an exercise in planning. It can be very
easily fitted into and used for budgetary planning.
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Facilitates delegation of authority: Standard Costing system facilities delegation
of authority and fixation of responsibility for each department or individual. This
also tones up the general organization of the concern.
Management by Exception: Variance analysis and reporting is based on the
principles of management by exception. The top management may not be
interested in details of actual performance but only in the variances form the
standards, so that corrective measures may be taken in time.
Cost reduction: When constantly reviewed, the standards provide means for
achieving cost reduction.
Regular Checks: The analysis of variances ensures that regular checks are made
upon expenditure incurred. There is quick recognition of deviations from the pre-
determined standards.
Aids in policy making: Production and pricing policies may be formulated in
advance before production starts. This helps in prompt decision-making.
Integration of accounts: Standard costing facilitates the integration of accounts
so that reconciliation between cost accounts and financial accounts may be
eliminated.
Optimal use of resources: Standard Costing optimizes the use of plant facilities,
current assets and working capital.
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Expensive: Standard costing may not, sometimes, be suitable and costly in the
case of industries dealing with non-standardized products and for repair jobs
which keep on changing in accordance with customer„s specifications.
Lack of management’s enthusiasm: Lack of interest in standard costing on the
part of the management makes the system practically ineffective. This limitation,
of course, applies equally in the case of any other system which the management
does not accept wholeheartedly.
(1) Establishment of Cost Centres: It is the very first step required before setting of
Standards. According to CIMA, London Cost Centre is "a location, person or item of
equipment for which costs may be ascertained and used for the purpose of cost control."
For the determination of standard costs, it is necessary to establish cost centres for each
product and comparison of actual cost with the predetermined standards to ascertain the
deviations to take corrective measures.
(a) Ideal Standard: The standard which basically develops under the most
favorable/possible conditions. It is based on high degree of efficiency. No
wastages/power failures/labor idle times and etc. it is merely a theoretical standard
which is unrealistic and unattainable.
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(b) Basic Standard: The standard is fixed in relation to the base year and no
adjustments made based on the changes taken place thereafter. It has no practical
utility from the point of view of cost control.
(c) Current Standard: The standard mainly develops for short period of time and
depicts current situation at any given time.
(d) Expected Standard: The standard which develops for future periods and
depicts what need to be attained. Hence, it is more relevant for business purposes
as the variances from the expected standard indicate real deviations from the
attainable performance.
(4) Organization for Standard Costing: The accurate standard costing system depends
upon the reliable standards. Hence the organization structure should be like in which
responsibility for setting standard is vested with the Standard Committee which consists
of Purchase Manager, Production Manager, Personnel Manager, Time and Motion Study
Engineers, Marketing Manager and Cost Accountant.
(5) Setting of Standard: The Standard Committee is responsible for setting standards for
each element of costs such as
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Standards for Labour
Two standards are
developed for labour Labour Rate Standard Labour Efficiency Standard
costs:
(1) Current rates of Pay (1) Grade of labour
(2) Method of wage payment (2) Time and motion study
Considerable Factors (3) Forecast of wage trends (3) Normal loss of labour time
(4) Guaranteed minimum (4) Most efficient method of
wages and overtime wages working
Standard for Direct Expenses
Setting standards for direct expenses is quite simple as these may be based on past
records adjusted according to anticipated changes therein.
Standard for Overheads
(1) Standard Indirect Material Costs
(2) Standard Indirect Labour Costs
Considerable Factors (3) Standard Indirect Expenses
(4) Standard level of activity such as standard hours, standard
production (in units)
Usually production is expressed in terms of units, dozen. kgs, pound, liters etc. When
productions are of different types, all products cannot be expressed in one unit. Under
such circumstances, it is essential to have a common unit for all the products. Time factor
is common to all the operation. ICMA, London, defines a Standard Time as a
"hypothetical unit pre-established to represent the amount of work which should be
performed in one hour at standard performance."
Standard Cost Card is a record of Standards for direct material, direct labour and
overhead cost. This Standard cost is presented for each unit cost of a product. The total
Standard Cost of manufacturing a product can be obtained by aggregating the different
Standard Cost Cards of different processes. These Cost Cards are useful to the firm in
production planning and pricing policies.
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(c) Both (a) and (b)
(d) None of the above
(3) When standard costs are used, the amount of detailed record keeping will
normally
(a) Reduce
(b) Increase
(c) Stay the same
(d) None of the above
(5) Which of the following statements are not true about normal standards?
(a) Normal Standards are meant to smooth out fluctuations caused by cyclical and
seasonal changes
(b) Normal Standards can be applied for absorption of overheads for a long period of
time
(c) In establishing normal standards, allowance is given to normal fatigue and breaks,
and normal waste and scrap
(d) None of the above
(6) Which of the following standards cannot be used for cost control?
(a) Basic Standard
(b) Normal Standard
(c) Both (a) and (b)
(d) None of the above
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(8) __________ is based on past averages adjusted to anticipated future changes.
(a) Ideal Standard
(b) Normal Standard
(c) Basic Standard
(d) Perfection Standard
(a) A, B and C
(b) A, C and D
(c) B, C and D
(d) D, C and A
Answers: (1) (c), (2) (a), (3) (a), (4) (d), (5) (d), (6) (c), (7) (c), (8) (b), (9) (b)
Q1. Differentiate:
(a) Standard Costing and Budgetary Control
(b) Actual Cost System and Standard Cost System
(c) Standard Cost and Budgeted Cost
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Q4. True/False Statements:
(a) Standards are arrived at based on past performance.
(b) Standard cost is also known as pre-determined cost of production.
(c) Standard costing is a technique of cost control and not of cost reduction.
(d) Standards which allow for normal down time and employees rest periods are
called practical standards.
(e) Standard should be set on a reasonable basis taking into consideration all known
normal factors but without an abnormal loss provision.
Q3. What are the advantages of having a system of standard cost? Have they any
significance in effective Budgetary Control?
Q4. Standard Costing and Budgetary Control are the two important tools for controlling
costs. Discuss.
Q5. “Standard Costing and Budgetary Control are interrelated but not independent.”
Comment.
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LESSON 2
2. STRUCTURE
84
2.1 MEANING OF VARIANCE
Standard Costing act as a measuring tool for the management for determination of
"Variances" in order to evaluate the production performance. The primary object of
standard costing is to reveal the difference between actual cost and standard cost.
Variance is the difference between the standard cost and the actual cost. In other words it
is the difference between what the cost should have been and what the actual cost is.
Variances of different cost items provide the key to cost control. They indicate whether
and to what extent standards set have been achieved. This enables management to correct
adverse tendencies.
After standard costs have been established, the next step is to ascertain the actual
cost under each element and compare them with the standard cost. The difference
between these two is termed as cost variance. According to the CIMA, London “Cost
variance is the difference between a standard cost and the comparable actual cost
incurred during a given period.”
According to C.I.M.A., London “It is the process of computing the amount of and
isolating the cause of variances between actual costs and standard costs.”
Variance analysis helps to fix the responsibility so that management can ascertain:
(a) The amount of the variance
(b) The reasons for the difference between the actual performance and budgeted
performance
(c) The person responsible for its occurrence and
(d) Corrective actions to be taken
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monetized as a difference is a financial value which is easier for the relevant authorities to
assess its financial impact on business.
Where the actual cost is less than standard cost, the difference is known as
Favourable or Credit or Positive Variance denoted by (F) or Cr. In other words, any
variance which increases the actual profit is Favourable variance.
Where the actual cost is more than standard cost, the difference is known as
Unfavourable or Adverse or Debit Variance denoted by (A) or Dr. In other words, any
variance which decreases the actual profit is Unfavourable variance.
Controllable Variance:
A variance is said to be controllable if it can be identified as the primary
responsibility of a specified person or a department. For example the workers may be
held responsible for use of material in excess of standard quantity. The size of
controllable variance reflects the degree of efficiency of person (or department)
concerned. Actually it is the controllable variance with which the management is
concerned because it is here where corrective action is required.
Uncontrollable Variance:
A Variance is said to be uncontrollable if variance is due to the factors beyond the
control of the concerned person (or department). For example, change in market price of
material or increase in material prices due to increase in import duty are the examples of
adverse uncontrollable variance. No person or department can be held responsible for
uncontrollable variances. Actually revision of standards is required to remove such
variances in future.
There are certain variances which may arise under material, labour or overhead
due to change in the basic condition on which the standards are established.
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variances correctly. Revision variance is the difference between the original standard cost
and the revised standard costs.
Revision variance = Original Standard Cost of Actual Output - Revised Standard Cost of
Actual Output
Variance
Sales
Cost Variance
Variance
Direct
Direct Labour Overhead Sales Price Sales Volume
Material Cost
Cost Variance Cost Variance Variance Variance
Variance
Labour
Labour Rate
Efficiency
Variance
Variance
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2.7 MATERIAL VARIANCE
It is the difference between the standard cost of material consumed for actual production
and the actual cost of material consumed. It is calculated as:
Interpretation of Variance:
If the standard cost is more than actual cost, it will be favourable variance. It
represents positive (+) symbol.
If the standard cost is less than actual cost, it will be adverse variance. It represents
negative (-) symbol.
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2.7.2 Material Price Variance (MPV)
It is that portion of Material Cost Variance which is due to the difference between the
standard price specified and the actual price paid. It is calculated as:
Material
Price = ( Standard Price - Actual Price) × Actual Quantity
Variance
MPV = (SP - AP) × AQ
Interpretation of Variance:
If the standard price is more than actual price, it will be favourable variance. It
represents positive (+) symbol.
If the standard price is less than actual price, it will be adverse variance. It
represents negative (-) symbol.
It is that portion of Material Cost Variance which is due to the difference between the
standard quantity specified and the actual quantity consumed both valued at standard
prices. It is calculated as:
Material
(Standard Quantity for Actual Output - Actual Quantity) ×
Usage =
Standard Price
Variance
MUV = ( SQAO - AQ ) × SP
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SQAO stands for Standard Quantity for Actual Output. It is
calculated by the below given formula:
SQAO = Standard Qty of Material × Actual Output
Standard Output
Interpretation of Variance:
If the standard quantity is more than actual quantity, it will be favourable variance.
It represents positive (+) symbol.
If the standard quantity is less than actual quantity, it will be adverse variance. It
represents negative (-) symbol.
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Interpretation of Variance:
If the revised quantity is more than actual quantity, it will be favourable variance.
It represents positive (+) symbol.
If the revised quantity is less than actual quantity, it will be adverse variance. It
represents negative (-) symbol.
It is that portion of Material Usage Variance which is due to the difference between the
actual yield obtained and standard yield specified for actual quantity used. While setting
standards, the normal or standard loss is taken into account. But actual loss may differ
from normal or standard loss. This results in actual yield different from standard yield.
Material Yield Variance is calculated as:
Material
(Actual Yield - Standard Yield for Actual Quantity) × Standard
Yield =
Output Price
Variance
MYV = ( AY - SYAQ ) × SOP
1) Standard Yield for Actual Quantity (SYAQ) is calculated as below:
Interpretation of Variance:
If the Actual Yield is more than Standard Yield, it will be favourable variance. It
represents positive (+) symbol.
If the Actual Yield is more than Standard Yield, it will be adverse variance. It
represents negative (-) symbol.
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Reasons for Material Yield Variance:
It arises only when the actual loss as % of total actual input differs from the
standard loss as % of total standard input.
Solution:
Standard Actual
Material
Qty (kg) Rate (Rs.) Amt (Rs.) Qty (kg) Rate (Rs.) Amt (Rs.)
X 90 5 450 80 4.50 360
Y 60 10 600 70 8.00 560
150 1,050 150 920
Direct material cost variance = Standard Cost of actual output - Actual cost of actual
output = Rs. (115× 10) - Rs. 920
= Rs. 230 (F)
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Direct material usage variance = SR (SQ - AQ)
Material X = 5 × (98.57* - 80) = 92.85 (F)
Material Y = 10 × (65.73* - 70) = 42.70 (A)
Rs. 50.15 (F)
Direct material yield variance = Standard Cost per unit of output (Actual Output -
Standard output) = 10 × (115 - 105) = Rs. 100 (F)
Verification
DMCV= DMPV + DMUV
= Rs. 180 (F) + Rs. 50 (F) = Rs. 230 (F)
DMUV =DMMV + DMYV
= Rs. 50 (A) + Rs. 100 (F)
= Rs. 50 (F)
Solution:
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Material B: 65% = 249.74 kgs.
(ii) Standard mix of actual input
Material A 35% of 400 kgs = 140 kgs.
Material B 65% of 400 kgs = 260 kgs.
(iii) Cost per unit of output (standard)
Rs. (35 × 25) + Rs. (65 × 36) = Rs. 3,215 = Rs. 33.84
95 95
Verification
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Ten units of the finished products should be obtained from this mix. During the month of
February, ten mixes were completed and the consumption was:
X: 640 units at 20 P per unit
Y: 960 units at 15 P per unit
Z: 840 units at 30 P per unit
Actual output was 90 units.
Calculate the various Material Variances.
Solution:
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X = (610 - 640) × 15 P. 4.50 (A)
Y = (813 - 960) × 20 P. 29.40 (A)
Z = (1,017 - 840) × 25 P. 44.25 (F) 10.35 (F)
(d) Material Yield Variance:
(AY - SY) × SC
(90 - 100) × Rs. 5 50.00 (A)
Total Material Variances 74. 00 (A)
SC = 500/100 = Rs. 5 per unit
It is the difference between the Standard Cost of Labour Hours specified for the output
achieved and the Actual Cost of Labour Hours expended. It is calculated as:
Interpretation of Variance:
If the standard cost is more than actual cost, it will be favourable variance. It
represents positive (+) symbol.
If the standard cost is less than actual cost, it will be adverse variance. It represents
negative (-) symbol.
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Reasons for Labour Cost Variance:
Change in Rate of Labour or
Change in Labour Hours or
Change in Rate and Labour Hours
It is that portion of Labour Cost Variance which is due to the difference between the
standard rate specified and the actual rate paid. It is calculated as:
Labour
Rate = (Standard Rate - Actual Rate) × Actual Hours
Variance
LRV = (SR - AR) × AH
Interpretation of Variance:
If the standard rate is more than actual rate, it will be favourable variance. It
represents positive (+) symbol.
If the standard rate is less than actual rate, it will be adverse variance. It represents
negative (-) symbol.
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LEV = ( SHAO - AH ) × SR
SHAO stands for Standard Hours for Actual Output. It is
calculated by the below given formula:
SHAO = Standard Hours × Actual Output
Standard Output
Interpretation of Variance:
If the Standard Hours are more than Actual Hours, it will be favourable variance.
It represents positive (+) symbol.
If the Standard Hours are less than Actual Hours, it will be adverse variance. It
represents negative (-) symbol.
It is that portion of Labour Efficeincy Variance which is due to abnormal idle time such
as time lost due to power failure, machinery break-down, strike etc. It arises due to the
difference between Actual labour Hours worked and Actual Labour Hours paid. It is
calculated as:
Idle Time
= (Actual Hours worked - Actual Hours paid) × Standard Rate
Variance
Idle Hours × Standard rate
ITV =
[ IT × SR]
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Interpretation of Variance:
As idle time represents a loss and is always an adverse or unfavourable variance. It
represents negative (-) symbol.
It is that portion of Labour Efficiency Variance which is due to the difference between the
standard and the actual composition of labour. It is calculated as:
Interpretation of Variance:
If the revised hours are more than actual hours, it will be favourable variance. It
represents positive (+) symbol.
If the revised hours are less than actual hours, it will be adverse variance. It
represents negative (-) symbol.
It is that portion of Labour Efficiency Variance which is due to the difference between the
actual yield obtained and standard yield specified for actual hours used. LYV is an output
variance which represents a gain or loss on output in terms of finished production. Labour
Yield Variance is calculated as:
Labour Yield (Actual Yield - Standard Yield for Actual Hours) × Standard
=
Variance Output Rate
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1) Standard Yield for Actual Hours (SYAH) is calculated as:
Interpretation of Variance:
If the Actual Yield is more than Standard Yield, it will be favourable variance. It
represents positive (+) symbol.
If the Actual Yield is more than Standard Yield, it will be adverse variance. It
represents negative (-) symbol.
Labour
Revised (Standard Hours for Actual Output - Actual Productive
=
Efficiency Hours) × Standard Rate
Variance
LREV = (SHAO - APH) × SR
Illustration 4: The details regarding the composition and the weekly wage rates of labour
force engaged on a job scheduled to be completed in 30 weeks are as follows:
Standard Actual
Category of workers No. of Weekly wage No. of Weekly wage
labourers rate (in Rs.) labourers rate (in Rs.)
Skilled 75 60 70 70
Semi-skilled 45 40 30 50
Unskilled 60 30 80 20
The work is actually completed in 32 weeks. Calculate the various labour variances.
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Standard Actual
Weeks Rate Amount Weeks Rate Amount
Skilled 2,250 60 1,35,000 2,240 70 1,56,800
Semi-skilled 1,350 40 54,000 960 50 48,000
Unskilled 1,800 30 54,000 2,500 20 51,200
5,400 2,43,000 5,760 2,56,000
Solution:
Labour Cost Variance = (Standard Cost - Actual Cost)
= 2,43,000 - 2,56,000 = Rs. 13,000 (A)
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Solution:
Standard Actual
Category
Hrs Rate Amount Hrs Rate Amount
of workers
Rs. Rs.
Men 400 1.25 500 520 1.20 624
Women 200 0.80 160 160 0.85 136
Boys 200 0.70 140 120 0.65 78
800 800 800 838
Total Direct labour efficiency variance (TDLEV) = Standard Rate × (Standard Time
for actual output * - Actual Time paid for)
Men = Rs. 1.25 × (384 - 520) = 170 (A)
Women = Re. 0.80 × (192 - 160) = 25.60 (F)
Boys = Re. 0.70 × (192 - 120) = 50.40 (F)
Rs. 94 (Adverse)
* (Standard hrs./Standard Output) × Actual Output
Total Direct labour efficiency variance may be segregated into:
Direct labour efficiency variance (DLEV) = Standard Rate × (Standard Time for actual
output * - actual time worked)
Men = Rs. 1.25 × (384 - 494) = 137.50 (A)
Women = Re. 0.80 × (192 - 152) = 32.00 (F)
Boys = Re. 0.70 × (192 - 114) = 50.40 (F)
Rs. 50.90 (Adverse)
102
DLMV = Standard Rate × (Revised Standard Time - Actual Time Taken)
Revised Standard Time = (Total Actual Time/ Total Standard Time) × Standard Time
Men = (760/800) × 400 = 380
Women = (760 /800) × 200 = 190
Boys = (760/800) × 200 = 190
Direct Labour Yield Variance (DLYV) = Standard Cost per unit× (Standard Output for
actual time - actual output)
= Re. 0.80 (950 - 960)
= Rs. 8 (F)
Verification
(1) If labour time is based on the maximum efficiency, the unit cost will be
(b) Higher
(b) Lower
(c) Equal
(d) None of the above
(2) Which of the following statements are true about standard labour time?
(b) Standard labour time indicates the time in hours needed for a specified process
(b) It is standardized on the basis of past experience with no adjustments made for
time and motion study
103
(c) In fixing standard time due allowance should not be given to fatigue and tool
setting
(d) The Production manager does not provide any input in setting the labour time
standard
(6) The sub-variance of material usage variance, known as Material mix variance is
measured as
(a) Total standard cost - Total actual cost
(b) Standard cost of revised standard mix - Standard cost of actual mix
(c) (Standard unit price - Actual unit price) * Actual quantity used
(d) (Standard quantity - Actual quantity) * Unit standard price
Answers: (1) (c), (2) (a), (3) (a), (4) (c), (5) (a), (6) (b), (7) (c), (8) (a)
104
EXERCISE 2: SHORT ANSWER QUESTIONS
Q1. Standard material cost for manufacturing 1000 units of output is 400 kg. of material
at Rs. 2.50 per kg. When 2000 units are produced it is found that actual cost is 825 Kg of
material at Rs. 2.70 per kg. Calculate material cost variance, material price variance and
material usage variance.
Answers: Material Cost Variance Rs. 227.50 (A), Material Price Variance Rs. 165 (A),
Material Usage Variance Rs. 62.50 (A)
Q2. From the following particulars find out the following variances:
Q3. Philips Co. manufactures Product „P‟ by mixing three raw materials. For every 100
kg of P, 125 Kg of raw materials are used. In April there was an output of 5,600 Kg of P.
the standard and actual particulars for April are as follows:
105
Raw Material Standard Actual
Mix Price Mix Price
Rs. Per Kg. Rs. Per Kg.
I 50% 40 60% 42
II 30% 20 20% 16
III 20% 10 20% 12
Calculate all material variances assuming actual quantity of material consumed was 7,000
Kg. [B.Com (Hons), Delhi]
Answers: MCV Rs. 19,600 (A), MPV Rs. 5,600 (A), MUV Rs. 14,000 (A), MMV Rs.
14,000 (A), MYV Nil
Q4. The standard cost of a product is: 10 hours per unit at Rs. 5 per hour
Answers: (a) Rs. 6,160 (A) (b) Rs. 4,000 (A) (c) Rs. 2,160 (A) (d) Rs. 2,000 (A)
Answers: LCV Rs. 8,800 (A), LRV Rs. 10,240 (A), LEV Rs. 1,440 (F), LMV Rs. 19,200
(F), LREV Rs. 17,760 (A)
106
Q6. The standard labour composition and the actual labour composition engaged during
the month are given below:
During the month of 200 working hours, the group produced 9,600 standard hours of
work.
Calculate wage rate variance, labour efficiency (revised) variance, labour mix variance,
Total labour cost variance. (ICWA)
Answers: Wage rate variance Rs. 3,300 (A), Labour efficiency (revised) variance Rs.
2,400 (A), Labour mix variance Rs. 3,000 (F), Total labour cost variance Rs. 2,700 (A)
107
LESSON 3
3. STRUCTURE
108
overhead cost incurred. In other words, overhead cost variance indicates under or over
absorption of overheads. Favourable Overhead Variances indicate over absorption of
overheads and Adverse Overhead Variances indicate under absorption of overheads. In
case of direct material and direct labour variances, there is no question of dividing them
into fixed and variable as the direct material and direct labour costs are variable.
However, in case of overheads, it is necessary to divide them into fixed and variable for
computation of variances.
The absorbed overheads are the overheads which are charged to each unit of
production on the basis of a pre-determined overhead rate. Since actual overheads can be
known only at the time of finalization of expense accounts at the end of accounting
period, the overheads are charged to each unit of production on the basis of Pre-
determined Overhead rates.
Overhead Cost
Variance (OCV)
Basic Terms used in connection with overhead variance are explained below:
When overhead rate per hour When overhead rate per unit is
Terms
is used used
Standard Fixed = Budgeted Fixed Overhead = Budgeted Fixed Overhead
Overhead Rate Budgeted Hours Budgeted Output
Standard = Budgeted Variable Overhead = Budgeted Variable Overhead
Variable Budgeted Hours Budgeted Output
Overhead Rate
Absorbed (or = Standard Hours for Actual = Actual Output × Standard
Recovered Output × Standard Overhead Rate Overhead Rate
Overhead)
Standard = Actual Hours × Standard = Standard Output for Actual
Overhead Overhead Rate Hours × Standard Overhead Rate
109
Overhead Cost Variance:
It is the difference between total standard overhead cost absorbed in the output achieved
and the actual overhead cost. It is calculated as:
Overhead
Cost = Absorbed Overhead - Actual Overhead
Variance
Standard Hours × Standard Overhead
OCV = - Actual Overhead
for Actual Output Absorption Rate
It is the difference between Absorbed Variable Overhead and Actual Variable Overhead.
It is calculated as:
Variable
Overhead
= (Absorbed Variable Overhead - Actual Variable Overhead )
Cost
Variance
(Standard Hours for Actual Output × Standard Variable Overhead Rate) -
=
Actual Variable Overhead
Or (SHAO × SVOR) - (AH × AVOR)
110
3.2.1 Variable Overhead Expenditure Variance
It is that portion of Variable Overhead Cost Variance which arises due to the difference
between Standard Variable Overhead allowed and Actual Variable Overhead incurred. It
is calculated as:
Variable
Overhead
= (Standard Variable Overhead - Actual Variable Overhead )
Expenditure
Variance
(Actual Hours × Standard Variable Overhead Rate) - (Actual Hours ×
=
Actual Variable Overhead Rate)
or (AH × SVOR) - (AH × AVOR)
It is that portion of Variable Overhead Cost Variance which arises due to the difference
between Standard Hours for Actual Output and Actual Hours. It is calculated as:
Variable
Overhead
= (Absorbed Variable Overhead - Standard Variable Overhead)
Efficiency
Variance
(Standard Hours for Actual Output × Standard Variable Overhead Rate) -
=
(Actual Hours × Standard Variable Overhead Rate)
or (SHAO × SVOR) - (AH × SVOR)
Fixed Overhead
Cost Variance
(FOCV)
It is the difference between Total Standard Fixed Overhead Absorbed and Total Actual
Fixed Overhead incurred. It is calculated as:
111
Fixed
Overhead
= (Absorbed Fixed Overhead - Actual Fixed Overhead )
Cost
Variance
(Standard Hours for Actual Output × Standard Fixed Overhead Rate) -
=
(Actual Hours × Actual Fixed Overhead Rate)
Or (SHAO × SFOR) - (AH × AFOR)
It is that portion of Fixed Overhead Cost Variance which arises due to the difference
between Budgeted Fixed Overhead and Actual Fixed Overhead incurred. It is also known
as Spending or Budget Variance. It is calculated as:
Fixed
Overhead
= (Budgeted Fixed Overhead - Actual Fixed Overhead )
Expenditure
Variance
(Budgeted Hours × Standard Fixed Overhead Rate) - (Actual Hours ×
=
Actual Fixed Overhead Rate)
or (BH × SFOR) - (AH × AFOR)
It is that portion of Fixed Overhead Cost Variance which arises due to the difference
between Standard Hours for Actual Output and Budgeted Hours. It is calculated as:
Fixed
Overhead
= (Absorbed Fixed Overhead - Budgeted Fixed Overhead )
Volume
Variance
(Standard Hours for Actual Output × Standard Fixed Overhead Rate) -
=
(Budgeted Hours × Standard Fixed Overhead Rate)
Or (SHAO - BH) × SFOR
112
Reasons for Fixed Overhead Volume Variance:
Poor efficiency of workers
Poor efficiency of machinery
Lack of orders
Shortage of power
Ineffective supervision
More or less working days.
Fixed
Overhead
= (Absorbed Fixed Overhead - Standard Fixed Overhead )
Efficiency
Variance
(Standard Hours for Actual Output × Standard Fixed Overhead Rate) -
=
(Actual Hours × Standard Fixed Overhead Rate)
or (SHAO - AH) × SFOR
Fixed
Overhead
= (Standard Fixed Overhead - Budgeted Fixed Overhead )
Capacity
Variance
(Actual Hours × Standard Fixed Overhead Rate) - (Budgeted Hours ×
=
Standard Fixed Overhead Rate)
Or (AH - BH) × SFOR
113
3.3.2.3 Fixed Overhead Calender Variance: It is that portion of Fixed Overhead
Volume Variance which arises due to the difference between Actual Number of Working
Days and Budgeted Number of Working Days. It is calculated as:
Revised
Fixed = (Standard Fixed Overhead - Revised Budgeted Fixed Overhead )
Overhead
Capacity = (Actual Hours - Revised Budgeted Hours) × Standard Fixed Overhead Rate
Variance
Or (AH - RBH) × SFOR
Budget Actual
Production (units) 50,000 52,000
Variable overheads(Rs.) 4,00,000 4,10,000
Fixed overheads (Rs.) 6,00,000 6,20,000
Number of hours 2,00,000 2,20,000
114
= (Rs. 6,00,000 - 6,20,000)
= Rs. 20,000 (A)
(iii) Volume Variance
= Recovered Overheads - Budgeted Overheads
= Rs. (6,00,000/50,000) × 52,000 - Rs. 6,00,000
= Rs. 24,000 (F)
(iv) Capacity Variance
= Standard Overheads - Budgeted Overhead
= [(Budgeted Output/Budgeted Hours) × Actual Hours - 6,00,000]
= (12 × (50,000/2,00,000) × 2,20,000 - 6,00,000]
= Rs. 60,000 (F)
(v) Efficiency Variance
= Recovered Overheads - Standard Overheads
= Rs. 6,24,000 - 6,60,000*
= Rs. 36,000 (F)
*reverse signs are applied
115
(1) Efficiency Variance = SR × (SH - AH)
= 1.00 × (33,000 - 31,500)
= Rs. 1,500 (F)
(2) Capacity Variance = SR × (BH - AH)
= 1.00 (30,000 - 31,500)
= Rs. 1,500 (F)
(3) Revised Capacity Variance = SR × (PH - AH)
= Re. 1 (32,400 - 31,500)
= Rs. 900 (A)
(4) Calendar Variance = SR × (BH - PH)
= 1.00 × (30,000 - 32,400)
= Rs. 2,400 (F)
(5) Volume Variance = SR × (BH - SH)
= 1.00 × (30,000 - 33,000)
= Rs. 3,000 (F)
(6) Expenditure Variance = BFO - AFO
= Rs. 30,000 - 31,000
= Rs. 1,000 (A)
(7) Total Overhead Variance = SFO - AFO
= Rs. 33,000 - 31,000
= Rs. 2,000 (F)
Reconciliation I
Total overhead variance = Expenditure Variance + volume variance
Rs. 2,000 (F) = Rs. 1,000 (A) + Rs. 3,000 (F)
Reconciliation II
Volume Variance = Efficiency Variance + Capacity Variance
Rs. 3,000 (F) = Rs. 1,500 (F) + Rs. 1,500 (F)
Reconciliation III
Capacity Variance = Revised Capacity Variance + Calendar Variance
Rs. 1,500 (F) = Rs. 900 (A) + Rs. 2,400 (F)
Final reconciliation
Total Overhead Variance = Expenditure Variance + Efficiency Variance + Revised
Capacity Variance + Calendar Variance
Rs. 2,000 (F) = Rs. 1,000(A) + 1,500 (F) + 900 (A) + 2,400 (F)
116
Actual hours worked Rs. 3,800 hours
By application of formula:
(i) Variable Overheads Variance = (SVO - AVO)
= Rs. 6,400 - Rs. 6,600 = Rs. 200 (A)
(ii) Expenditure Variance = (AT × SR ) - AVO
= (3,800 Hrs. × Rs. 1.60) - Rs. 6,600
= Rs. 6,080 - Rs. 6,600 = Rs. 520 (A)
(iii) Efficiency Variance = Standard Overhead Rate (Actual Hours - Standard Hours
for Actual Production)
= Rs. 1.60 (3,800 Hrs. - 4,000 Hrs.)
= Rs. 320 (F)
Sales Variances
Turnover
Margin Method
Method
117
The analysis of variances will be complete only when the difference between the
actual profit and standard profit is fully analyzed. As profit is difference between sales
and cost. While cost variances are concerned with cost and their effect on budgeted profit
due to favourable or adverse variances, the sales variances affect the budgeted profit due
to changes in sales revenue i.e. changes caused by either a change in selling prices or
sales quantities.
3.4.1.1 Sales Value Variance: This Variance refers to the difference between
budgeted sales and actual sales. It may be calculated as follows:
118
3.4.1.2 Sales Price Variance: This Variance is that portion of Sales Value Variance
which occurs due to the difference between Actual selling Price and Budgeted Selling
Price. It may be calculated as follows:
3.4.1.3 Sales Volume Variance: This Variance is that portion of Sales Value
Variance which occurs due to the difference between Actual Sales Quantity sold and
Budgeted Sales Quantity specified. It may be calculated as follows:
119
Change in the quality of the product
Use of substitute products
3.4.1.4 Sales Mix Variance: This Variance is that portion of Sales Volume Variance
which occurs due to the difference between standard value of revised mix and standard
value of actual mix. It occurs due to changes in sales mix of different product. It may be
calculated as follows:
3.4.1.5 Sales Quantity Variance: This Variance is that portion of Sales Volume
Variance which occurs due to the difference between Budgeted Sales and Revised
Standard Sales. It may be calculated as follows:
120
3.4.2 Margin Method or Profit Method
This method studies the effect of changes in sale quantities and selling prices on the
profits of the company. The sales management is interested in knowing sales margin
variance. Under this method, the following variances are calculated:
3.4.2.1 Total Sales Margin Variance: This is the difference between the actual
value of sales margin and budgeted value of sales margin. It is calculated as follows:
Total Sales
Margin = Actual Profit - Budgeted Profit
Variance
= (Actual Quantity × Actual Profit per unit) - (Standard Quantity ×
Standard Profit per unit)
3.4.2.2 Sales Margin Price Variance: This is that portion of the total Sales Margin
Variance that arises due to the difference between the actual profit and standard profit. It
is calculated as follows:
3.4.2.3 Sales Margin Volume Variance: This is that portion of the total Sales
Margin Variance that arises due to the difference between standard profit and Budgeted
profit. It is calculated as follows:
Sales
= Standard Profit - Budgeted Profit
Margin
Volume
= (Actual Quantity - Standard Quantity) × Standard Profit per unit
Variance
121
3.4.2.4 Sales Margin Mix Variance: This is that portion of the Sales Margin
Volume Variance that arises due to the difference between Standard Profit and Revised
Standard profit. It is calculated as follows:
3.4.2.5 Sales Margin Quantity Variance: This Variance is that portion of Sales
Margin Volume Variance which occurs due to the difference between Budgeted Profit
and Revised Standard Profit. It may be calculated as follows:
Budget Actual
Product
Quantity Price Value Quantity Price Value
Rs. Rs. Rs. Rs.
X 360 60 21,600 364 59 21,476
Y 320 40 12,800 316 41 12,956
Total 34,400 34,432
122
Solution: The standard value of the actual mix of sales and the standard value of the
standard mix of sales must be calculated.
Product X
(a) Sales Volume Variance: (SS - BS) Rs.
= Rs. 21,840 - 21,600 = 240 (F)
(b) Sales Price Variance: (AS - SS)
= Rs. 21,476 - 21,840 = 364 (A)
(c) Sales Volume Variance: (AS - BS)
= Rs. 21,476 - 21,600 = 124 (A)
(d) Sales Quantity Variance: (RSS - BS)
= Rs. 21,650 - 21,600 = 50 (F)
(e) Sales Mix Variance: (SS - RSS)
= Rs. 21,840 - 21,650 = 190 (F)
Check:
(i) Value Variance = Price Variance + Volume Variance
Rs. 124 (A) = Rs. 364 (A) + Rs. 240 (F)
(ii) Volume Variance = Quantity Variance + Mix Variance
Rs. 240 (F) = Rs. 50 (F) + Rs. 190 (F)
Product Y
(a) Sales Volume Variance = (SS - BS) Rs.
= Rs. 12,640 - 12,800 =160 (A)
(b) Sales Price Variance = (BS - AS)
= Rs. 12,956 - 12,640 = 316 (F)
(c) Sales value variance = (AS - BS)
= Rs. 12,956 - 12,800 = 156 (F)
(d) Sales Quantity Variance = (RSS - BS)
= Rs. 12,830 - 12,800 = 30 (F)
(e) Sales Mix Variance = (SS - RSS)
= Rs. 12,640 - 12,830 = 190 (A)
Check:
(i) Value Variance = Price Variance + Volume Variance
Rs. 156 (F) = Rs. 316 (F) + Rs. 160 (A)
123
(ii) Value Variance = Quantity Variance + Mix Variance
Rs. 160 (A) = Rs. 30 (F) + Rs. 190 (A)
The cost records maintained and entries made under a system of standard costing
vary from company to company depending upon the information that is desired from cost
records, and the intended use of standard cost and variance analysis. Variances which
emerge in standard costing and recorded in the cost books may be disposed of in any of
the following ways:
(i) Transfer to costing profit and loss account: In this method, the stock of work-in-
progress, finished goods and cost of sales are maintained at standard cost and all
variances are charged to costing profit and loss account at the end of the accounting
period. This method is favoured because standard costs facilities prompt inventory
valuation and also variances are separated out so as to attract the attention of the
management.
(iii) Transfer to reserve account: In this method favourable variances are carried
forward as deferred credits until they are set-off by adverse variances. It is considered that
controllable variances according to method (ii).
In addition to variances, Control Ratios are also used by management for the purpose
of controlling. It is expressed in %. If the ratio is 100% or more, it indicates a favourable
position and versa, if the ratio is less than 100%. It indicates unfavorable position. Three
important control ratios are as follows:
(1) Efficiency Ratio: It is defined as “the standard hours equivalent to the work
produced expressed as a percentage of actual hours spent in production”. It is
calculated as:
Efficiency Ratio = Standard hours for actual output × 100
Actual Hours worked
124
(2) Activity Ratio: It is defined as “the standard hours equivalent to the work
produced, expressed as percentage of budgeted standard hours”. It is calculated as:
Activity Ratio = Standard hours for actual output × 100
Budgetary Hours
(3) Capacity Ratio: It shows the relationship between actual hours worked and the
budgeted hours. It is calculated as:
Capacity Ratio = Actual hours worked × 100
Budgetary Hours
(4) Calender Ratio: Calender Ratio indicates the extent of actual working days
availed during the budget period. It is calculated as:
Calender Ratio = Actual number of working days in the budget period × 100
Budgeted number of working days in the budget period
125
= 600 × 100
880
= 68.18%
Illustration 5: (B) In M/s Pandavs, 3,000 jars of mixed pickles can be filled in one hour,
5,000 jars, of pickled onion can be filled in one hour and 10,000 bottles of sauce can be
filled in one hour. The budgeted and actual production for December, 1989 was as
follows:
Budget Actual
Mixed pickles 1,92,000 jars 2,02,500 jars
Pickled onions 3,00,000 jars 3,20,000 jars
Sauce 3,60,000 bottles 4,00,000 bottles
The clock hours for the month were 160. Express the budgeted and actual production in
standard hours and calculate the efficiency.
Illustration 6: Nagaro Ltd. produces two commodities. Good and Better, in one of its
departments. Each unit takes 5 hours and 10 hours as production time, respectively. 1,000
units of Good and 600 units of Better were produced during March 1991. Actual man
hours spent in this production were 10,000. Yearly budgeted hours are 96,000. Compute
the various control ratios.
126
= (11,000/ 8,000) × 100 i.e. 137.5%
(2) The formula to estimate the sales margin variance due to sales mixture is
(a) Standard profit - Revised standard profit
(b) Revised standard profit - Budgeted profit
(c) Standard profit + Revised standard profit
(d) Revised standard profit + Budgeted profit
(3) Sales margin variance due to volume can be classified into ___ parts.
(a) 3
(b) 2
(c) 4
(d) 5
127
EXERCISE 2: SHORT ANSWER QUESTIONS
Q1. From the following calculate fixed overhead expenditure and volume variances:
Answers: Expenditure variance Rs. 20,000 (A), Volume Variance Rs. 8,000 (F)
Budgeted Actual
Fixed overhead for January Rs. 10,000 12,000
Production in January 2,000 2,100
128
Standard time per unit (hrs.) 10 -
Actual hours worked in January (hrs.) - 22,000
Compute:
(1) Fixed overhead cost variance
(2) Expenditure variance
(3) Volume variance
(4) Capacity Variance
(5) Efficiency variance
Answers: (1) Rs. 1500 (A), (2) Rs. 2,000 (A), (3) Rs. 500 (F) (4) Rs. 1,000 (F), (5) Rs.
500 (A)
Q3. Budgeted and actual sales for the month of March, 2016 of two products X and Y of
ABC Ltd. were as follows:
Budgeted Costs for the product X and Y were Rs. 4 and Rs. 1.50 per unit respectively.
Work out from the above data the following variances:
Answers: (1) Rs. 450 (F) (2) Rs. 550 (A) (3) Rs. 1,000 (F) (4) 1,782 (F), (5) Rs. 782
(A)
Q4. ABC Ltd. Manufactures two products A and B. Product A takes 6 hours to make
while Product B takes 12 hours. In a month of 25 days of 8 hours each, 1200 units of A
and 750 units of B were produced. The firm employs 75 men in the department
responsible for producing these two products. The budgeted hours are 1,86,000 per
annum. You are required to calculate activity ratio, capacity ration and efficiency ratio.
(ICWA, Inter June, 1990)
Answers: Activity ratio 104.5%, Capacity ratio 96.8%, Efficiency ratio 108%
129
Q5. Calculate:
(1) Efficiency ratio
(2) Capacity ratio from the following figures:
Q6. Argon Ltd. furnishes the following information relating to budgeted sales and actual
sales for the month of March, 2017:
Answers: (1) Sales price variance Rs. 2,640 (A), (2) Sales volume variance Rs. 22,400
(F), (3) Sales mix variance Rs. 11,000 (F), (4) Total sales value variance Rs. 19,760 (F)
Budgeted Actual
Production (Units) 50,000 52,000
Variable Overheads (Rs.) 4,00,000 4,10,000
Fixed Overhead (Rs.) 6,00,000 6,20,000
Number of hours 2,00,000 2,20,000
Answers: (1) Variable Overhead expenditure variance Rs. 6,000 (F) (2) Fixed Overhead
expenditure Rs. 20,000 (F) (3) Volume Variance Rs. 24,000 (F) (4) Capacity Variance
Rs. 60,000 (F) (5) Efficiency Variance Rs. 36,000 (F)
130
Q8. Calculate the following:
(i) Efficiency Ratio
(ii) Activity Ratio
(iii) Capacity Ratio
Details Units per hour
Budget production (units) 880
Standard hours per unit 10
Actual production 750
Actual working hours 6,000
[B.com (Hons), Delhi]
131
LESSON 1 UNIT 4
1. STRUCTURE
1.1 INTRODUCTION
Marginal Costing and Absorption Costing are not a method of costing like job, batch
or contract costing but are the two main techniques of Management Accounting for
ascertaining cost and determining income of an organization. These two techniques are
often used in management accounting, for different purposes:
132
(1) Marginal Costing helps with short-term decision-making
(2) Absorption Costing is used to calculate inventory valuations and profit
calculations in financial statements
The use of each system is dependent on the information needs of the business or
organization:
Can we afford to sell 2,000 units of our product each month to ABC Limited at a
discount of 5 per cent? (use marginal costing for decision making)
„What profit have we made this year?‟ (use absorption costing for calculating
profit)
These costing systems use the same costs, but they are treated differently according to
their behaviour.
Product Costs vs
Period Costs
Manufacturing
Costs vs Non- Variable Costs
Manufacturing vs Fixed Costs
Costs
Variable Cost is that portion of cost which tends to vary in direct proportion to the
volume of output. When volume of output increases, total variable cost also increases,
and vice versa but the variable cost per unit remains fixed.
Fixed Cost is that portion of cost which tends to remain constant in total amount
over a specific range of activity for a specified period of time, but it does not increase or
decrease with the change in the volume of production.
133
Variable Costs Fixed Costs
Variable Costs are considered as product- Fixed Costs are treated as period-related
related costs. costs.
Product Costs are those costs which are necessary for production and which will
not be incurred if there is no production. These costs are assigned to the product and are
included in inventory valuation. These are also called as Inventoriable Costs. These are
included in inventory valuation. They are treated as assets till the goods to which they are
assigned are actually sold. Examples: Direct Material, Direct Wages, Production OH, etc.
Period Costs are those costs which are not necessary for production and incurred
even if there is no production. These costs are not assigned to the products but are
charged as expenses against the revenue of the period in which they are incurred. As these
are not included in the value of inventory, it is also called as Non-Inventoriable Costs.
They are written off as expense in the period in which they are incurred. Examples:
General Administration Costs, Salesmen Salary, Selling Expenses, etc.
134
Recorded as an asset in the
Product Cost form of inventory in the
Balance Sheet
Recorded as an expenses in
Period Cost the Profit and Loss Account
of the current period
These costs are apportioned on the basis of traceability of cost into direct versus
indirect costs associated with producing a product. There are three major categories of
manufacturing costs consisting of direct labor, direct material, and manufacturing
overhead. There can be Variable Manufacturing Costs and Fixed Manufacturing Costs.
Non-manufacturing Costs are fixed costs which are not associated with production. It is
also known as "period" costs, consists of selling and administrative expenses.
135
Direct Materials
Charged to cost Charged as
Direct Labour
Variable Factory OH of goods expenses when
Fixed Factory OH produced goods are sold
136
cost of previous period)
Less: Closing stock of finished goods (valued at (XXXX)
production cost of Current period)
Cost of goods sold XXXX
Add: Under absorption of Fixed Manufacturing XXXX
Overhead
Less: Over absorption of Fixed Manufacturing
Overhead
Add: Variable Office and Administration XXXX
Overhead XXXX
Variable Selling and Distribution Overhead
Total Variable Cost XXXX
Contribution (Sales-Total Variable Cost) XXXX
Less: Fixed Production Overhead XXXX
Fixed Administration Overhead XXXX
Fixed Selling and Distribution Overhead XXXX XXXX
Net Profit XXXX
Marginal Cost: The CIMA London has defined the term Marginal Cost “as the amount
at any given volume of output by which the aggregate costs are charged if the volume of
output is changed by one unit.” Accordingly, it means that the added or additional cost of
an extra unit of output. For example, if the total number of units produced are 1,800 and
the total cost of production is Rs. 1,12,000, if one unit is additionally produced the total
cost of production may become Rs. 1,12,010 and if the production quantity is decreased
by one unit, the total cost may come down to Rs. 1,11,990. Thus the change in the total
cost is by Rs. 10 and hence the marginal cost is Rs. 10. The increase or decrease in the
total cost is by the same amount because the variable cost always remains constant on per
unit basis.
137
definition lays emphasis on the ascertainment of marginal costs and also the effect of
changes in volume or type of output on the company's profit.
Under this technique, only variable costs are charged as product costs and
included in inventory valuation. Fixed manufacturing costs are not allotted to products
but are considered as period costs and thus charged directly to Profit and Loss Account of
that year. Fixed costs also do not enter in stock valuation.
Fixed Factory OH
Charged as
and all Selling
expenses when
and
incurred
Administration
Overhead
Division of Cost into Fixed and Variable Cost: In marginal costing, costs are
segregated into fixed and variable. Only variable costs are charged to the
production, i.e. included in the cost of production. Fixed costs are not included in
the cost of production, which means that they are not absorbed in the production.
138
Valuation of Inventory: Another important feature of marginal costing is the
valuation of inventory is done at variable cost only. This means, that variable costs
only are taken into consideration while valuing the inventory. Fixed costs are
eliminated from the inventory valuation because they are largely period costs and
relate to a particular period or year.
Fixed costs as period costs: The fixed costs are written off soon after they are
incurred and do not find place in product cost or inventories.
Variable costs as product costs: Only marginal or variable costs are charged to
products produced during the period.
Contribution: Contribution is the difference between sales value and variable cost
of sales. Profitability of each department or product is determined with reference
to their contribution margin.
139
o Subcontract some of the production processes or not,
o Expand the business or not,
o Diversification,
o Shutdown or continue.
Difficult Analysis of Cost: The separation of costs into fixed and variable
present„s technical difficulties and no variable cost is completely variable nor is a
fixed cost completely fixed.
Under Valuation of Stock: Under the marginal cost system, stock of finished
goods and work-in-progress are understated. After all, fixed costs are incurred in
order to manufacture products and as such, these should form a part of the cost of
the products. It is, therefore, not correct to eliminate fixed costs from finished
stock and work-in-progress.
Affect the profit: The exclusion of fixed manufacturing overhead from the
valuation of inventories affects the Profit and Loss Account. Unless adjustments
are made in the financial accounts at the end of the period, this way it can
produces an unrealistic and conservative Balance Sheet.
Misleading: During the earlier stages of a period of recession, the low profits or
increase in losses, as revealed in a magnified way in the marginal costs statements,
may unduly create panic and compel the management to take action that may lead
to further depression of the market.
Useful for short term: Though for short-term assessment of profitability marginal
costs may be useful, long term profit is correctly determined on full costs basis
only.
Ignore cost of developments: With increased automation and technological
developments, the impact on fixed costs on products is much more than that of
variable costs. A costing system which ignores fixed costs of these developments
is therefore, less effective because a major portion of the cost, such as not taken
care of.
No evaluation of performance: Marginal Costing does not provide any standard
for the evaluation of performance. A system of budgetary control and standard
costing provides more effective control than that obtained by marginal costing.
140
Less: Variable Manufacturing Costs
Direct Material Consumed XXXX
Direct Labour XXXX
Variable Manufacturing Overhead XXXX
Cost of goods produced XXXX
Add: Opening stock of finished goods (valued at XXXX
variable cost of previous period)
Less: Closing stock of finished goods (valued at (XXXX)
variable cost of Current period)
Cost of goods sold XXXX
Add: Variable Office and Administration XXXX
Overhead XXXX
Variable Selling and Distribution Overhead
Total Variable Cost XXXX
Contribution (Sales-Total Variable Cost) XXXX
Less: Fixed Production Overhead XXXX
Fixed Administration Overhead XXXX
Fixed Selling and Distribution Overhead XXXX XXXX
Net Profit XXXX
Reconciliation of Profit under Marginal Costing with the Profit under Absorption Costing
Particulars Rs.
(a) Profit under Marginal Costing XXXX
(b) Add: Fixed Manufacturing Overhead included in Closing Stock XXXX
(c) Less: Fixed Manufacturing Overhead included in Opening Stock XXXX
(d) Profit under Absorption Costing XXXX
141
Basis Absorption Costing Marginal Costing
as period costs and are written off Overheads are treated as period costs
against the profits in the period in and are written off against profits in
which they arise. the period in which they arise.
Valuation of Stock of work-in-progress and Stock of work-in-progress and
Stock finished goods are valued at full finished goods are valued at marginal
or total cost. Fixed cost is carried cost. This facilitates cost comparison.
over from one period to another
period which distorts cost
comparison.
Profit The difference between sales and The excess of sales revenue over
Calculation total cost constitute profit. variable cost is known as contribution
when fixed cost is deducted from
contribution, it results in profit.
Over/ Under The fixed overhead absorption The fixed overheads are charged
Absorption may create some problems like directly to the Costing Profit and Loss
over/ under absorption. This Account and not absorbed in the
happens because of the overhead product units. Therefore there is no
absorption rate which is pre- question of under/ over absorption of
determined. Suitable corrective overheads.
entries are to be made to rectify
the over/under absorption of
overheads; otherwise the cost of
production will be distorted.
Basis of Managerial Decisions are based Managerial Decisions are based on
Managerial on total profit i.e. excess of total contribution i.e. excess of sales
Decisions sales revenue over total costs. revenue over variable costs.
142
difference between fixed overhead included in fixed overhead from the
profits under Absorption closing stock value is preceding period is added to
Costing and Marginal carried forward to next the current year‟s cost of
Costing. period in the form of goods sold in the form of
opening stock. opening stock.
Practical Questions:
Illustration 1: Prepare income statements under marginal costing from the following
information for the year 2003-04:
Opening stock 500 units valued at Rs. 35,000 including variable cost of Rs. 50 per
unit
Fixed cost Rs. 1,00,000
Output 5,000 units, variable cost: Rs. 60 per unit
Sales 3,000 units @ Rs. 100 per unit
Closing stock is valued on the basis of FIFO. Also explain the reason for difference in
profits in both the cases. [B.Com (Hons), Delhi]
143
Reasons for difference in profit: the reason for difference in two profits is due to
valuation of opening and closing stock i.e. (35,000 - 25,000) and (2,00,000 - 1,50,000).
Illustration 2: Onkar Ltd. has a production capacity of 12,500 units and normal capacity
utilization is 80%. Opening inventory of finished goods on 1-1-1999 was 1,000 units.
During the year ending 31-12-1999, it produced 11,000 units while it sold only 10,000
units.
Standard variable cost per unit is Rs. 6.50 and standard fixed factory cost per unit is Rs.
1.50. Total fixed selling and administration overhead amounted to Rs. 10,000. The
company sells its product at Rs. 10 per unit.
Prepare Income Statements under Absorption Costing and Marginal Costing. Explain the
reasons for difference in profit, if any. [B.Com (Hons), Delhi]
Particulars Rs.
Sales (10,000 units @ Rs. 10) 1,00,000
Variable factory cost (11,000 units @ Rs. 6.50) 71,500
Fixed factory cost (11,000 units @ Rs. 1.50) 16,500
88,000
Add: opening stock (1,000 units @ Rs. 8) 8,000
96,000
Less: closing stock (2,000 units @ Rs. 8) 16,000
80,000
Less: over absorption of fixed factory overheads (1,000 units @ Rs. 1.50) 1,500
78,500
Add: fixed selling and administration overhead 10,000
Cost of sales 88,500
Profit (Sales - cost of sales) 11,500
Particulars Rs.
Sales (10,000 units @ 10 ) 1,00,000
Variable cost (11,000 units @ Rs. 6.50) 71,500
Add: opening stock (1,000 units @ Rs. 6.50) 6,500
78,000
Less: closing stock (2,000 units @ Rs. 6.50) 13,000
Variable cost of goods manufactured 65,000
Contribution (1,00,000 - 65,000) 35,000
Less: Fixed cost
Factory 15,000
Selling and administration 10,000 25,000
Profit 10,000
144
Reasons for difference in profits:
The difference in two profit figures arises due to differences in the basis of stock
valuation. Under absorption costing, stock is valued at total production cost per unit
inclusive of the fixed manufacturing overheads per unit whereas in marginal costing stock
is valued at variable production cost per unit. The difference is explained by the following
statement:
Reconciliation statement
Rs.
Profit as per absorption costing 11,500
Add: under valuation of opening cost in marginal costing 1,500
13,000
Less: under valuation of closing stock in marginal costing 3,000
Profit as per marginal costing 10,000
(4) Sales Rs. 1,00,000, variable cost Rs. 60,000 and net profit ratio is 10% on sales,
find out fixed cost.
(a) 40,000
(b) 60,000
(c) 50,000
(d) The data inadequate
145
(5) Under absorption costing, profit is ascertained
(a) On the basis of difference between sales and total cost.
(b) By computation as per desired rate of profit on sales or cost
(c) Both (a) and (b)
(d) None of the above.
Answers: (1) (d), (2) (b), (3) (b), (4) (c), (5) (c), (6) (a), (7) (c), (8) (a), (9) (a)
146
Answers: (a) Fixed and Variable; (b) period; (c) product; (d) marginal cost; (e)
absorption cost; (f) Variable cost
(a) Profit under marginal costing and absorption costing may differ even if there are
no opening and closing stocks.
(b) Variable costing is used mainly for internal reporting
(c) Absorption costing is not as suitable for decision-making as marginal costing.
(d) Absorption costing is a total cost technique.
(e) Variable costing is more widely used than absorption costing for external
reporting.
(f) When opening stock is more than closing stock, variable costing shows higher
profit than absorption costing.
(g) All variable cost is included in marginal cost.
Q2. “Marginal costing rewards sales whereas absorption costing rewards production.”
Comment.
Q3. Which costs are to be inventorised in absorption costing for external reporting. Give
reason for your answers.
Q4. “Absorption costing income exceeds variable costing when the number of units sold
exceeds the number of units produced.” Do you agree.
Q5. Nagarro Ltd. released the figures given ahead from its record for Year 1 and Year 2:
Year 1 Year 2
Sales (units) 2,40,000 2,40,000
Production (Units) 2,40,000 4,00,000
Selling price per unit (Rs.) 20 20
147
Year 1 Year 2
Variable manufacturing cost per unit (Rs.) 12 12
Actual fixed manufacturing cost (Rs.) 12,00,000 12,00,000
Variable marketing and administration cost per unit (Rs.) 1.25 1.25
Fixed marketing and administration cost (Rs.) 4,20,000 4,20,000
(a) Prepare income statements for both years, using full-absorption costing.
(b) Prepare income statement for both years, using variable costing
(c) Comment on the different operating profit figures. [B.Com (Hons), Delhi]
(a) Absorption Costing (b) Variable Costing [B.Com (Hons), Delhi, 2013]
Operating Income: Previous year Rs. 3,60,000, Current year Rs. 4,40,000
Variable Costing:
Operating Income: Previous year Rs. 3,40,000, Current year Rs. 4,45,000
Q7. You are given the following information relating to the year 2005-06 and 2006-07:
2005-06 2006-07
Opening stock (units) - 300
Production (units) 1,200 1,400
Fixed cost Rs. 2,00,000 Rs. 2,10,000
Variable cost Rs. 1,50,000 Rs. 2,80,000
Sales (units) 900 1,100
Selling price (in Rs. per unit) 400 500
Closing stock (units) 300 600
Prepare Profit and Loss Account using FIFO under marginal costing and under absorption
costing. [B.Com (Hons), Delhi 2007]
148
Answers: (1) Profit under Marginal Costing
Q8. Your company has a production capacity of 2,00,000 units per year. Normal capacity
utilization is reckoned as 90%. Standard variable production costs are Rs. 11 per unit. The
fixed costs are Rs. 3,60,000 per year. Variable selling costs are Rs. 3 per unit and fixed
selling costs are Rs. 2,70,000 per year. The unit selling price is Rs. 20. In the year just
ended on 30th June, 2017, the production was 1,60,000 units and sales were 1,50,000
units. The closing inventory on 30.06.09 was 20,000 units. The actual variable production
costs for the year were Rs. 35,000 higher than the standard.
149
LESSON 2
COST-VOLUME-PROFIT ANALYSIS
2. STRUCTURE
Managers are concerned about the impact of their decisions on profit. The
decisions they make are about volume, pricing, or incurring a cost. Therefore, managers
require an understanding of the relations among revenues, costs, volume, and profit. The
cost accounting department supplies the data and analysis, called cost-volume-profit
(CVP) analysis, which support these managers.
150
Cost-volume-profit (CVP) analysis is a model which studies the inter relationship of
these three factors namely cost of production, volume of production/sales and profit. In
other words, it analyzes the behaviour of net income in response to changes in total
revenue, total costs, or both. Businesses operate in a complex environment, so in this
situation, it is a powerful tool in making managerial decisions including marketing,
production, investment, and financing decisions. It is a model that reduces the complexity
by using simplifying assumptions to focus on only the relevant relationships. Managers
often perform CVP analysis to make various plans to increase company profitability and
provide information about:
How many units of products must a firm sell to reach break-even point?
How many units of products must a firm sell to earn desired amount of profit?
Which products or services to emphasize?
Should a firm invest in highly automated machinery and reduce its labor force?
Whether to increase fixed costs?
CIMA London has defined CVP analysis as, “the study of the effects on future profit
of changes in fixed cost, variable cost, sales price, quantity and mix”.
2.1.1 Assumptions
Changes in the sales volume and production volume are same. The closing
balances in all inventories are zero. Everything purchased is used in production;
everything produced is sold.
Total costs can be classified into fixed (that does not vary with output level) or
variable (that changes with respect to output level). All mixed costs are broken
into their respective fixed and variable components. The fixed costs include both
direct fixed costs and indirect fixed costs. The total variable costs include both
direct variable costs and indirect variable costs.
When represented graphically, All cost behaviour is linear (that represents a
straight line) in relation to output within a relevant volume range.
The selling price per unit, variable costs per unit, and total fixed costs and sales (or
production) volume are known and constant.
This analysis either covers a single product or assumes that the proportion of
different products when multiple products are sold will remain constant, although
the volume changes.
Time value of money is not considered.
To know the cost, volume and profit relationship, a study of the following is essential:
Marginal Cost Formula and Contribution
Profit Volume Ratio (or) PV Ratio
Break-Even Analysis
Margin of Safety
151
Angle of Incidence
Key Factors and
Sales Mix
Marginal Cost equation explains that the difference between sales and variable cost is the
contribution towards fixed costs and profit. The Following are the important equations of
Marginal Cost:
Contribution is the excess of sales revenue over variable costs. A product whose selling
price exceeds its variable cost is said to have:
(a) Covering its variable cost and
(b) Making a contribution,
(i) Towards the firm‟s fixed cost and after these have been covered;
(ii) Towards the firm‟s profit.
P/V Ratio is also known as Contribution Sales Ratio or Marginal Income Ratio or
Variable Profit Ratio. It is important for decision-making purpose. As this ratio involves
two elements i.e. Contribution and Sales, it is used to measure the relationship between
contribution and sales value. The following formula for calculating the P/V ratio is given
below:
Contribution × 100
=
P/V Ratio Sales
(in %) Sales - Variable Cost × 100
=
Sales
152
Fixed Cost + Profit × 100
=
Sales
Change in Contribution × 100
=
Change in Sales
Change in Profit × 100
=
Change in Sales
100 - Variable Cost× 100
=
Sales
Significance of PV Ratio:
P/V Ratio indicates the effect on profit for a change in the sales
The higher the P/V Ratio, the better it is for the business. If the business
conditions are steady over a period of years, the P/V Ratio will also remain steady.
If P/V Ratio will be improved, it will result in higher profits.
Improvement of PV Ratio:
By reducing variable cost or
By increasing the selling price or
By reducing variable cost and increasing the selling price or
By increasing the share of products with higher P/V Ratio in the overall sales mix
Uses of PV Ratio:
To determine of variable costs for any volume of sales
To determine of Break-Even point
To determine of contribution for any volume of sales
To determine of the level of output required to earn a desired profit
Identification of minimum volume of activity that the enterprise must achieve to
avoid incurring losses.
To decide the most profitable mix
To measure the efficiency of each product, operation, process etc.
Illustration 1: A company has fixed expenses of Rs. 90,000 with sales at Rs. 3,00,000
and a profit of Rs. 60,000. Calculate the profit/ volume ratio. If in the next period, the
company suffered a loss of Rs. 30,000. Calculate the sales volume.[B.Com (Hons), Delhi]
Solution:
Given: (i) Fixed expenses = Rs. 90,000, Sales = Rs. 3,00,000, Profit = Rs. 60,000
Variables = Sales - (fixed cost and profit)
= Rs. 3,00,000 - 1,50,000 = Rs. 1,50,000
Profit / volume ratio = S - V × 100
S
P/ V ratio = 3,00,000 - 1,50,000 × 100 = 50 %
3,00,000
153
(ii) In the next year, the company suffered a loss of Rs. 30,000. In other words, it would
recover the fixed costs of Rs. 90,000 to the extent of only Rs. 60,000.
Sales volume at Rs. 30,000 loss level = Rs. 60,000 = Rs. 1,20,000
P/V ratio or 50%
The concept of „Break Even Point‟ is very important for the decision making
purpose in various areas. This concept is based on the behaviour of costs, i.e. fixed cost
and variable costs. Fixed costs are those costs that remain constant irrespective of the
changes in the volume of production. On the other hand, variable costs are the costs that
vary with the change in the level of production. While fixed cost per unit is always
variable, variable cost per units is always fixed. In addition to these two types of costs,
there are semi variable costs that are partially fixed and partially variable. Semi variable
costs thus have the features of both types of costs. They remain fixed up to a certain level
of production and after crossing that level, they become variable.
The Break Even Point is a level of production where the total costs (TC) are equal
to the total revenue (TR), i.e. sales. Thus at the break-even level, there is neither profit nor
loss situation. This is a point where contribution is equal to fixed cost. If Production level
is below the break-even-point, it will result into loss while if production level is above
break-even point, it will result in profits. This concept can be analyzed with the help of
the following table.
Suppose, the selling price of a product is Rs. 12 per unit, variable cost Rs. 7 per unit and
fixed cost Rs. 10,000, the break-even level can be found out with the help of the
following table.
Variable
Sales Value Total Cost Profit/Loss
Cost Fixed Cost
Number (Rs. 12 per (Variable + (Sales value -
(Rs. 7 per (Rs. 10,000)
of Units unit) Fixed) total cost)
unit) (Rs.)
(Rs.) (Rs.) (Rs.)
(Rs.)
800 9,600 5,600 10,000 15,600 -6,000
1,000 12,000 7,000 10,000 17,000 -5,000
1,500 18,000 10,500 10,000 20,500 -2,500
1,800 21,600 12,600 10,000 22,600 -1,000
2,000 24,000 14,000 10,000 24,000 0
2,500 30,000 17,500 10,000 27,500 2,500
3,000 36,000 21,000 10,000 31,000 5,000
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The above table shows that at the production level of 2,000 units, the total costs
are equal to the total revenue and hence it is the break-even level. Production level and
sales level below the break-even level results into loss as shown in the table while above
the break-even level will result in profits.
If the above table is analyzed, it will be seen that, when the production level was
800, the revenue from sales was not sufficient to cover the total cost i.e. sum of variable
and fixed Cost. When the production level starts rising, the sales level starts rising but the
total cost does not rise in the proportion as the fixed cost remains the same. Consequently
the amount of loss starts decreasing and the trend continues till the break-even level is
reached. After the break-even level is crossed, (at 2,500 units and 3,000 units of
production) the sales revenue exceeds the total costs and hence it results in profits. Break-
even level can also be worked out with the help of the following formulae.
155
Cost and sales revenue are represented on vertical axis, i.e., Y-axis.
Volume of production or output in units is plotted on horizontal axis, i.e., X-axis.
Fixed cost line is drawn parallel to X-axis.
The sales line is plotted from the zero level, it represents sales revenue.
The point of intersection of total cost line and sales line is called the break-even
point which means no profit no loss.
The margin of safety is the distance between the break-even point and total output
produced.
The area below the break-even point represents the loss area as the total sales are
less than the total cost.
The area above the break-even point represents the profit area as the total sales
more than the cost.
The sales line intersects the total cost line represents the angle of incidence
represented by Theta (θ). The large angle of incidence indicates a high rate of
profit and vice versa.
(1) Production and sales are the same, which means that as much as is produced is sold
out. Thus there is no inventory remaining at the end of the period.
(2) Fixed cost remains same irrespective of the level of production volume. Fixed Cost
per unit varies with the level of production.
(3) Variable cost varies with the production volume. It varies directly with the level of
production. Hence it has a linear relationship with the production. Variable cost per unit
remains the same irrespective of change in the level of production.
(4) Selling price per unit remains same.
Though break-even analysis is decision making tool for management, but there are some
limitations against the utility of break-even analysis:
156
This analysis ignores the capital employed in business, which is one of the
important guiding factors in the determination of returns for decision making
purpose.
Break-even analysis is based on the assumption that income is influenced by
changes in sales so that changes in inventory would not directly affect income. If
marginal costing is used, this assumption would hold good but in other cases,
changes in inventory will affect income because the absorption of fixed costs will
depend on production rather than sales.
Conditions of growth or expansion in an organization are not assumed under
break-even analysis. In actual life of any business organization, the operation
undergoes a continuous process of growth and expansion.
In cash break-even chart, only cash fixed costs are considered. Non-cash items like
depreciation etc. are excluded from the fixed costs. Cash Break-Even Chart depicts the
level of output or sales at which the sales revenue will be equal to total cash outflow. It is
computed as under:
Calculate Break-Even point in terms of units. Also find out new B.E.P. if selling price is
reduced by 10% per unit. (B.Com, Delhi)
Solution:
(1) Contribution Margin per unit = Selling price - Variable cost*
= Rs. 40 - Rs. 20
= Rs. 20
Variable cost per unit Rs.
Material 10
Labour 5
Fuel 3
Carriage Inwards 2
Total VC 20
157
Break Even point = fixed expenses
(in terms of unit) Contribution Margin Per unit
= Rs. 4,00,000
Rs. 20
= 20,000 units
Margin of safety is the difference between the Actual Sales and Break Even Point Sales.
Sales beyond break-even volume brings in profits and that represents margin of safety. It
is that level of sales which incurred after Break-Even Point and already covered Fixed
Cost.
Other equations that can be made from above relations to calculate Profit:
158
Significance of Margin of Safety:
Till BEP, the contribution is sufficient to recover fixed costs. After BEP, the
contribution is called Profit ( since fixed costs are fully recovered at BEP)
Profit is the contribution earned out of Margin of Safety Sales.
The soundness of a business is gauged by the size of the margin of safety.
A low margin of safety indicates that the firm has high fixed overheads and is
more vulnerable to changes in sales.
A high margin of safety indicates that a slight fall in sales may not affect the
business very much.
Illustration 3: From the following data, Compute Break Even Sales and Margin of
Safety:
Rs.
Sales 10,00,000
Fixed cost 3,00,000
Profit 2,00,000
[B.Com (Pass), Delhi]
159
Solution: Rs.
Sales 10,00,000
Fixed cost 3,00,000
Profit 2,00,000
The angle formed by the sales line and the total cost line at the break-even point is
known as Angle of Incidence. The angle of incidence shows the rate at which profits are
being earned once the break-even point has been reached. A large angle of incidence
indicates a high rate of profit and on the other hand a small angle of incidence means that
a low rate of profit. Therefore the objective of management will be to have as large as
possible.
Cost Indifference Point refers to that level of output where the total costs or the
profits of the two alternatives are equal. The decision makers are indifferent as to which
alternative needed to be opted, since both options will result in the same amount of profit.
It is also known as Cost Break-Even Point.
Profit of Option A
Indifference Point
Profit of Option B
160
The formula for calculating is as follows:
Indifference point is calculated in respect of two options. Where more than two options
are considered, Indifference Point can be calculated on a comparative basis for two
combinations.
When level of sales is below Indifference point, most profitable option will be that
having lower fixed costs.
When level of sales is at Indifference point, both options will be equally profitable
options.
When level of sales is above Indifference point, most profitable option will be that
having higher P/V ratio.
Key Factor represents a resource whose availability is less than its requirement. It
denotes the resources constraint situation. It is a factor, which at a particular time or over
a period limits the activities of a firm.
It is also called Critical Factor (since it is vital or critical to the firm‟s success) and
Budget Factor (since budgets are formulated by reference to such limitations)
Some examples of key factor are Shortage of Raw Material, Labour Shortage,
Restrictions in Plant Capacity, Demand or Sales Expectancy, Cash Availability etc.
161
(3) Compute Contribution Per Unit of the Key Factor, i.e. Contribution per Direct
Labour Hour, Contribution per kg of raw material
(4) Rank the products on the basis of Contribution per unit of the key factor
(5) Allocate the key resources based on Ranks given above and other conditions
specified in the question.
MISCELLANEOUS QUESTIONS
Illustration 4: From the following information relating to Alpha Ltd. you are required to
find out:
(a) Contribution
(b) Breakeven point
(c) Margin of society
(d) Profit
Rs.
Total Fixed Cost 4,500
Total Variable Cost 7,500
Total Sales 15,000
Units Sold 5,000 (units)
(e) Also calculate the volume of sales to earn profit of Rs. 6,000
Solution:
(a) Contribution = Sales - Variable cost
= Rs. 15,000 - Rs. 7,500
162
Illustration 5: The following figures are available for the records of Venus Enterprises as
at 31st March -
1988 1989
Rs. Lakhs Rs. Lakhs
Sales 150 200
Profit 30 50
Calculate-
(a) the P/V ratio and total fixed expenses
(b) the breakeven level of sales
(c) sales required to earn a profit of Rs. 90 Lakhs
(d) profit or loss that would arise if the sales were Rs. 280 Lakhs. (CA Inter)
Solution:
(a) P/V ratio = Change in profit × 100
Change in sales
= 40 %
163
When contribution is Rs. 120 Lakhs then sale is Rs. 150 Lakhs × 120 lakhs
Rs. 60 Lakhs
= 300 Lakhs
(d) Profit or Loss that would arise if the sales were Rs. 280 Lakhs
Profit = Contribution - Fixed Expenses
= P/V Ratio × Sales - Fixed Expenses
= 40 % × Rs. 280 Lakhs - Rs. 30 Lakhs
= Rs. 82 Lakhs
Illustration 6: X, Y and Z are three similar plants under the same management who want
them to be merged for better operation. The details are as under:
Plant X Y Z
Capacity operated 100% 70% 50%
Rs. Lakhs Rs. Lakhs Rs. lakhs
Turnover 300 280 150
Variable cost 200 210 75
Fixed cost 70 50 62
Find out:
(i) the capacity of the merged plant for break-even
(ii) the profit at 75% capacity of the merged plant
(iii) the turnover from the merged plant to give a profit of Rs. 30,00,000. (CS Inter)
X Y Z Total
Capacity
100% 100% 100% 100%
utilisation
Rs. Rs. Rs. Rs.
(%)
(in lakhs) (in lakhs) (in lakhs) (in lakhs)
Turnover 300 400 300 1,000
Variable cost 200 300 150 650
Contribution 100 100 150 350
Fixed costs 70 50 62 182
Profit 30 50 88 168
(i) BEP of the merged plant = Fixed costs = 182 × 100 = Rs. 520 lakhs.
P/V Ratio 35
164
% of capacity = 520 ×100 = 52%
1,000
(ii) if the merged plant works to 75% capacity:
Capacity 75%
Rs. (in Lakhs)
Sales 750.00
Variable costs 487.50
Contribution 262.50
Fixed costs 182.00
Profit 80.50
(iii) Turnover required from the merged plant to give a profit of Rs. 30 lakhs:
Contribution required = 182 + 30 = Rs. 212 lakhs
P/V ratio = 35%
Hence, Sales required = 212 × 100 = Rs. 605.71
35
(4) The factor which limits the volume of output of different products of an
understanding at a particular point of time is known as…
(a) Key factor
(b) BEP
(c) Contribution
(d) None
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(5) The profit of an undertaking is affected by…
(a) Selling price of the products
(b) Volume of sales
(c) Variable cost per unit and total fixed cost
(d) All of the above
(8)__________ indicates the extent of which the sales can be reduced without
resulting in loss.
(a) BEP
(b) Key factor
(c) Contribution
(d) Margin of safety
(10) The angle formed by the sales line and total cost line at the break-even point is
known as…
(a) Profit variable
(b) Margin of safety
(c) Angle of incidence
(d) None
Answers: (1) (d), (2) (a), (3) (d), (4) (a), (5) (d), (6) (a), (7) (c), (8) (d), (9) (d), (10) (c)
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(d) The difference between actual sales and Break even sales is called
______________.
(e) At break-even point, contribution will be equal to ________________.
(f) In a profit volume graph, Break-even Point takes place where ___________
intersect each other.
(g) When sales increase from Rs. 40,000 to Rs. 60,000 and profit increases by Rs.
5,000, the P/V ratio is ______________.
Answers: (a) contribution and sales, (b) variable, (c) Decreased, (d) Margin of safety, (e)
Fixed costs, (f) profit and sales line, (g) 25%
Q1. What is break-even point? What are the limitations of break-even analysis?
Q4. What is meant by angle of incidence and margin of safety and show these in a break-
even chart. Explain.
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(b) Profit when sales are Rs. 20,000
(c) New break-even point if selling price is reduced by 20%
Q7. XYZ Ltd. manufacturers pressure cookers the selling price of which is Rs. 300 per
unit. Currently the capacity utilization is 60% with a sales turnover of Rs. 18 Lakhs. The
company proposes to reduce the selling price by 20% but desires to maintain the same
profit position by increasing the output. Assuming that the increased output could be
made and sold, determine the level at which the company should operate to achieve the
desired objective.
(ii) Semi variable cost (including a variable element of Rs. 10 per unit) Rs. 1,80,000
(iii) Fixed cost Rs. 3,00,000 will remain constant up to 80% level. Beyond this an
additional amount of Rs. 60,000 will be incurred.
Answers: Profit at 60% capacity = Rs. 9,60,000; Required sales to maintain the same
profit = 8,471 units.
Q8. (a) When sales of a company decline from 9,00,000 to Rs. 7,00,000, its profit of Rs.
50,000 is converted into a loss of Rs. 50,000. Determine contribution margin ratio.
(b) Sales at breakeven point in a company is Rs. 25,000 and its fixed cost is Rs. 10,000.
What is its total contribution?
Rs.
Fixed cost (total) 4,500
Variable cost (total) 7,500
Sales (total) 15,000
Units sold 5,000
Calculate :
(a) Contribution
(b) B.E. point in units
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(c) Margin of safety
(d) Profit
(e) Volume of sales to earn a profit of Rs. 6,000
Answers: (a) Rs. 7,500 (b) 3,000 units (c) Rs. 6,000 (d) Rs. 3,000 (e) Rs. 21,000
Q10. Taurus Ltd. produces three products: A, B and C from the same manufacturing
facilities. The cost and other details of the three products are as follows:
A B C
Selling price/ unit (Rs.) 200 160 100
Variable cost/unit (Rs.) 120 120 40
Fixed expenses/ month (Rs.) 2,76,000
Maximum production per month (units) 5,000 8,000 6,000
Total hours available for the month 200
Maximum demand per month (units) 2,000 4,000 2,400
The processing hours cannot be increased beyond 200 hours per month.
Answers: (i) A - 2,000 units, B - 1,600 units, C - 2,400 units (ii) Rs. 6,72,000
Q11. After a study of cost-volume-profit relationship, the Flemingo Ltd. concluded that
its cost for any given venue of sales could be expressed as Rs. 1,00,000 of fixed costs plus
variable costs equal to 60% of sales. The company‟s range of volume was from zero to
Rs. 8,00,000 of sales.
Prepare a graph which will illustrate this cost volume relationship. Also draw a proper
sales line to the graph form a breakeven point. Determine the breakeven point.
A competitor operating a plant of the same size as that of Flemingo Ltd. also has fixed
costs of approximately Rs. 1,00,000 but this breakeven point is Rs. 3,00,000 sales. What
are probable causes of the difference between this breakeven point and that of the
Flemingo Ltd.
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Show profit and margin of safety when sales are Rs. 20,000.
(b) Draw another break even chart to show the effect of 20% decrease in fixed cost.
170
LESSON 1 UNIT 5
1. STRUCTURE
1.1 INTRODUCTION
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"Managerial Decision Making is the process by which managers‟ responds to
opportunities and threats by analyzing options and making decision about goals and
courses of action.” ‐ Warren Weber
(1) Defining and Clarifying the Problem: The first step is to define problems clearly
and precisely for decision making so that quantitative data that are relevant to its
solution can be determined. The possible alternative solutions to the problem should
be identified. At times, consideration of more alternative solutions may make the
matters more complex. After that, proper scanning device will help to remove
unattractive alternatives.
(2) Collecting and Analyzing Data: In this regard, if the decision‐taker feels necessary,
they may ask for further collection of information for better decision making process.
In fact, a number of decisions improvised by acquiring further information and it is
normally possible to obtain such information.
(3) Analyzing the Problem: As earlier said, the problem of decision-making is that of
choosing among alternatives. All alternatives have their own advantages and
disadvantages. The decision taker has to take decisions on the basis of the problem
intensity. Problem must be observed from different vantage points.
(4) Ascertaining Alternatives: The decision maker needs to identify various alternatives
by computing various cost structure and revenues under each of the options. So that
later evaluation can be done of each available alternative.
(5) Evaluating each Alternative: There are two types of aspects, viz. quantitative
aspects and qualitative aspects. A decision maker observes all benefits and limitations
of the various aspects to get a best option for enhancement of the company.
(6) Selection of an Alternative: After defining, collecting, analyzing, determining
various alternatives and evaluating them, the decision‐maker can select the best
alternative on the basis of evaluation criteria. Different alternative may be ranked in
order of priorities and may be chosen as per the requirements.
(7) Appraisal of the Result: After executing the decisions, the decision maker should
regularly seek an appraisal of the results. This will help him in correcting his mistake,
modifying his target and making a better forecast in the times to come.
Decision making involves two types of decisions i.e. long term decisions and short
term decisions. Short‐term decisions are particular in nature. This chapter focuses on
short term decisions. The information relevant for the decision making relies on the given
situation calling for a decision. Here, such information is called the 'relevant data'. The
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short term decisions are mostly affected within a year. Such short‐run decisions may
involve decisions such as make or buy; domestic market or export; sell or process; accept
or reject an order and other decisions. The long‐term decisions force the management to
look beyond the current year. Time value of money and return on investment are major
considerations in long term decisions. Uncertainty is an integral part of the decision‐
making. Hence, the task of decision‐making is quite difficult, crucial and critical.
The cost can be classified in a variety of ways according to their nature and
information needs of the management. But when it comes to the managerial decision
making, the managers are only concerned with relevant costs and relevant revenues. As
not all the costs and revenues are relevant. Relevant means pertinent to the decision at
hand. Relevant costs are those expected future costs that assist the decision makers in
choosing a particular course of action, out of several alternatives.
(1) Sunk Cost: CIMA Official Terminology defines Sunk cost as, “Cost that has been
irreversibly incurred or committed and cannot therefore be considered relevant to a
decision. Sunk costs may also be termed irrecoverable costs.” It is a cost which has
already been incurred or sunk in the past. It is not relevant for decision-making.
Thus, if a firm has obsolete stock of materials originally purchased for Rs. 40,000
which can be sold as scrap now for Rs. 8,000 or can be utilized in a special job, the
value of stock already available Rs. 40,000 is a sunk cost and is not relevant for
decision-making. Historical costs are sunk costs. They play no role in decision
making in the current period. Sunk Cost do not affect future costs and cannot be
changed by any current or future action, hence these costs are irrelevant in decision
making. Eg. Spending on advertising during product launching is sunk for taking a
decision on continuance of product.
173
(2) Shut Down Cost: Sometimes it becomes necessary for a company to temporarily
close down the factory or unit because of trade downturn with view to reopening it in
the future. In this situation decisions are based on the variable cost analysis. If selling
price is above the variable cost then it better to continue because the losses are
minimized. By closing the manufacturing activity, some extra fixed expenses (e.g.
Security) may be incurred and certain fixed expenses can be avoided (e.g.
maintenance cost of plant). Such costs are also relevant.
(3) Fixed Costs: The cost which always remains fixed irrespective of production volume
is known as fixed costs. This cost remains constant whether production activity is
increased or decrease. It is subject to change over a period of time. For short term
managerial decision making, fixed cost may be relevant or irrelevant. When a
particular decision is made that results in occurrence of fixed cost, it is relevant but if
it occurs irrespective of any decision taken in a certain situation then it is irrelevant
cost.
(4) Committed Cost: CIMA Official Terminology defines committed cost as, “Cost
arising from prior decisions, which cannot, in the short run, be changed. Committed
cost incurrence often stems from strategic decisions concerning capacity with
resulting expenditure on plant and facilities. Initial control of committed costs at the
decision point is through investment appraisal techniques.” For example entering into
irrevocable agreements for Rent, Technical Collaboration, etc. Committed Costs are
not relevant for decision-making.
(5) Discretionary Cost: CIMA Official Terminology defines discretionary cost as,
“Cost whose amount within a time period is determined by a decision taken by the
appropriate budget holder. Marketing, research and training are generally regarded as
discretionary costs. Also known as managed or policy costs.” It is also known as
“Avoidable” fixed costs.
(6) Opportunity cost: CIMA Official Terminology defines opportunity cost as, “The
value of the benefit sacrificed when one course of action is chosen in preference to an
alternative. The opportunity cost is represented by the foregone potential benefit
from the best rejected course of action.” In other words, it is the opportunity cost lost
by diversion of input factor from one use to another. It is the measure of the benefit
of opportunity foregone. Opportunity cost is a pure decision‐making cost. It is an
imputed cost, which does not require cash payout. The opportunity cost is helpful to
managers in evaluating various alternatives available when multiple inputs can be
employed for multiple uses. These inputs may nevertheless have a cost and this is
measured by the sacrifice made by the alternative action in course of choosing
another alternatives.
(7) Marginal Cost: CIMA Official Terminology defines marginal cost as, “Assigns
only variable costs to cost units while fixed costs are written off as period costs.”
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Marginal costing is based on variable cost so that the management can take decisions
on the basis of variable costs. Marginal costing is extremely useful for decision
making. In fact, it is a major tool for decisions making.
(8) Differential Cost: CIMA Official Terminology defines differential cost as,
“Difference in total cost between alternatives. This is calculated to assist decision
making.” In other words, it is the change in costs due to change in the level of
activity or pattern or method of production. When the difference in cost of two
alternatives results in increase in cost, it is called Incremental Cost, whereas the
difference in cost of two alternatives results in decrease in cost, the difference is
called Decremental costs.
(9) Replacement Cost: CIMA Official Terminology defines replacement cost as, “Cost
of replacing an asset. This is important in relevant costing because if, for example,
material that is in constant use is needed for a product or service, the relevant cost of
that material will be its replacement cost. Replacement cost has also been proposed
as an alternate to historic cost accounting and it can, therefore, be an important
concept with relevance to accounting for inflation or measuring performance where
the value of assets is important.”
(10) Imputed Cost: This is similar cost to the opportunity cost in that they are not
recorded in the accounting books. However, they are hypothetical costs that must be
taken into consideration if a correct decision is to be arrived at. In auditing it requires
special treatment. Imputed cost comes from what one could have made from an asset
if you had used it differently. These are Notional Costs appearing in the Cost
Accounts only e.g. notional rent charges, interest on capital for which no interest has
actually been paid. These are relevant costs for decision-making.
(11) Out-of-Pocket Cost: Out‐of‐Pocket costs are those expenses which are current cash
payments to the outsiders. All the explicit costs like payment of rent, wages, salaries,
interest, transport charges etc. fall in category of out‐ of‐pocket costs. This cost is
useful while taking decision like make or buy and price fixation during depression.
This cost concept is a short-run concept and is used in various managerial decisions.
(12) Future Cost: The past cost is historic and sunk cost which has already incurred and
cannot be changed. So the only relevant cost for decision making is pre-determined
or future costs.
(13) Conversion Cost: CIMA Official Terminology defines conversion cost as, “Cost of
converting material into finished product, typically including direct labour, direct
expense and production overhead.” Appropriate use of this cost can be made in
certain managerial decisions.
175
(14) Variable Costs: The cost which varies with the production volume is known as
variable cost. It suggests that this cost varies with the increase or decrease in
production. It is so because the input of raw material is used in the exact quantities
needed for production process. From the viewpoint of their behavior, variable costs
are also known as 'Engineered Cost'. Though it is believed that all variable costs are
relevant, it is actually not so because if variable costs vary depending on different
alternatives for decision making process.
The technique of marginal costing is largely use in the managerial decision making
process. Marginal costing technique is used in providing assistance to the management in
vital decision making, especially in dealing with the problems requiring short-term
decisions where fixed costs are excluded. The application of marginal costing in the day
to day decision making process is as follows:
Prices are more controlled by market conditions and other economic factors than by
decisions of management team, but while fixing of selling prices the management should
keep in mind all the factors that affect the area of selling price fixation specially the
desired level of profit. Selling price need to be fixed differently under the different
conditions:
Illustration 1: An umbrella manufactures makes an average profit of Rs. 2.50 per unit on
a selling of Rs. 14.30 by producing and selling 60,000 units at 60% of potential capacity.
His cost of sales per unit is as follows:
Direct Material Rs. 3.50
Direct Wages Rs. 1.25
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Factory Overhead Rs. 6.25 (50% fixed)
Sales Overhead Rs. 0.80 (25% variable)
During the current year, he intends to produce the same number but estimates that his
fixed cost would go up by 10% while the rates of direct wages and direct material will
increase by 8% and 6% respectively. However the selling price cannot be changed. Under
this situation, he obtains an offer for a further 20% of his potential capacity.
What minimum price would you recommend for acceptance of the offer to ensure the
manufacture and overall profit of Rs. 1,67,300?
Rs.
Marginal Cost (Rs. 8.385 × 20,000 units) 1,67,700
Additional profit required (1,67,300 - 1,09,050) 58,250
Total sales value 2,25,950
Selling price per unit (2,25,950/20,000) = Rs. 11.30 (approx.)
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To export so as to earn foreign exchange
Where large quantities of stock are accumulated and whose market prices have
fallen. This will save the carrying cost of stocks.
In order to popularize a new product.
In order to increase sales of those products having higher margin or profits.
If the selling price is below the total cost but above the marginal cost, the contribution
will leave on under recovering of fixed cost. If the selling price fixed is equal to marginal
cost, there will be a loss which is equal to fixed cost. However, where the selling price is
fixed is lesser than the marginal cost, the loss will be greater than fixed cost.
Export Sales:
Additional order from a foreign market at below total cost but above marginal cost
can be accepted (Selling Price > Variable Cost).
While determining acceptance or rejection of Export Order, the following points need
to be considered:
(1) If Export sales result in additional costs, then that is relevant cost for the final
decision. This additional cost should be deducted from the contribution to
determine profit.
(2) If Export Sales results in additional benefit, then that is relevant revenue for the
final decision. This additional benefit should be added into the contribution to
determine profit.
Non-Cost Factors:
Foreign exchange earnings
Employment opportunities
Export status
Illustration 2: Indo-British Company has a capacity to produce 5,000 articles but actually
produce only 2,000 articles for home market at the following costs.
Rs.
Material 40,000
Wages 36,000
Factory Overheads
- Fixed 12,000
- Variable 20,000
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Administration Overhead - Fixed 18,000
Selling and Distribution overheads
- Fixed 10,000
- Variable 16,000
Total Cost 1,52,000
Solution: Statement of Marginal Cost and Contribution (of 3,000 articles for export)
Rs.
Material @ Rs. 20 per article 60,000
Wages @ Rs. 18 per article 54,000
Variable Overhead
- Factory @ Rs. 10 per article 30,000
- Selling and Dist. @ Rs. 8 per article 24,000
Marginal cost of sales 1,68,000
Sales (3,000 articles @ Rs. 65) 1,95,000
Contribution 27,000
Less: Additional Packing Cost 3,000
Additional Profit 24,000
Acceptance of this export order results in additional profit of Rs. 24,000 and thus the
order should be accepted.
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COST COMPARISON
COST OF MAKE COST OF BUY
Variable Cost Direct Purchase Cost
+ Specific Fixed Cost, if any + Purchase related cost
+ Opportunity Cost (in case of full capacity +Opportunity Cost if any
operations)
Components A B C
Demand in units 900 900 1,350
Direct materials per unit Rs. 45 Rs. 56 Rs. 14
Direct labour per unit Rs. 36 Rs. 38 Rs. 24
Variable OH per unit Rs. 18 Rs. 20 Rs. 12
Fixed OH:
P at Rs. 8 per hour Rs. 16 Rs. 16 Rs. 12
Q at Rs. 10 per hour Rs. 30 Rs. 30 Rs. 10
Total Rs. 145 Rs. 160 Rs. 72
Components A and C can be purchased from market at Rs. 129 each and Rs. 70 each
respectively. Prepare a statement to show which of the components in what quantities
should be purchased to minimize the cost. (CA Final)
Components A B C D
(a) Demand (units) 900 units 900 units 1,350 units
(b) Hours per unit in Department P 2 hrs 2 hrs 1.5 hrs
(given FOH/ Rs. 8)
(c) Hours per unit in Department Q 3 hrs 3 hrs 1 hrs
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(given FOH/ Rs. 10)
(d) Total hrs required in Dept. P for 1,800 hrs 1,800 hrs 2,025 hrs 5,625 hrs
production (a*b)
(e) Total hrs required in Dept. Q for 2,700 hrs 2,700 hrs 1,350 hrs 6,750 hrs
production (a*c)
Particulars A B C Total
(a) Cost of buy (given) Rs. 129 NA Rs. 70
(b) Variable cost of make Rs. 99 Rs. 114 Rs. 50
(Material + Lab + VOH)
(c) Savings per unit, if made (a-b) Rs. 30 NA Rs. 20
(d) Hours required in Dept Q 3 hrs 3 hrs 1 hr
(WN 1c)
(e) Savings per hour, if made Rs. 10 NA Rs. 20
(c/d)
(f) Rank (preference for III I (no choice) II
production)
(g) Time required for production 2,700 hrs 2,700 hours 1,350 hours 6,750 hrs
in Dept Q
(h) Time allocated 1,950 hrs 2,700 hours 1,350 hours 6,000 hrs
(bal. fig)
(i) Production Quantity 650 units 900 units 1,350 units
(j) Purchase Quantity (900- 650 250 units Nil Nil
units)
Note: Since B cannot be bought outside, I Rank for production should be given for that
component.
Illustration 4: AB Ltd. has got a Machine No. 201. It manufactures product X with its
selling price Rs. 100 and marginal cost Rs. 60. The machine takes 20 hours to produce it.
The company uses a component „Y‟, that can be manufactured on Machine No. 201 in 3
hours at a marginal cost of Rs. 5. However, the component „Y‟ can be bought from the
market at a price of Rs. 10. Should the component „Y‟ be made on Machine No. 201?
[B.Com (Hons), Delhi]
Solution: Contribution from Product X
Selling Price Rs. 100
Less: Variable Cost 60
Contribution 40
Contribution per hour = 40/20 = Rs. 2
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Cost of Producing Component Y
Marginal Cost Rs. 5
Cost due to loss of contribution from Product X (3 hrs.× 2) 6
Total Cost 11
Supplier‟s Price Rs. 10
The above computation shows that purchasing of component Y from the suppliers will
result in a net gain of Re. 1 per component as compared to manufacturing it. Hence, it is
better for the company to buy the component from outside supplier as compared to
manufacturing it.
Illustration 5: Taurus Ltd. produces three products: A, B and C, from the same
manufacturing facilities. The cost and other details of the three products are as follows:
A B C
Selling price/ unit (Rs.) 200 160 100
Variable cost / unit (Rs.) 120 120 40
Fixed expenses / month (Rs.) 2,76,000
Maximum production per month(units) 5,000 8,000 6,000
Total hours available for the month 200 hours
Maximum demand per month (units) 2,000 4,000 2,400
The processing hours cannot be increased beyond 200 hours per month. You are required
to:
(a) Compute the most profitable product mix
(b) Compute the overall break even sales of the company for the month based on the
mix calculated in (a) above (CA Inter)
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Solution: Working Notes:
1. Products A B C
Selling price / unit Rs. (I) 200 160 100
Variable cost / unit Rs. (II) 120 120 40
Contribution / unit Rs. (I - II) 80 40 60
Maximum production per hour (units) 25 40 30
(5,000/ 200) (8,000 / 200) (6,000/200)
Contribution per hour (Rs.) 2,000 1,600 1,800
(Maximum production per hour ×
Contribution per unit)
Ranking 1 3 2
Units to be produced 2,000 1,600 2,400
Time required for the units
to be produced (hrs.) 80 40 80
2. STATEMENT OF CONTRIBUTION
(b) OVERALL BREAKEVEN SALES [based on the mix calculated in (a) part]
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Illustration 6: A limited manufacturers three different products and the following
information have been collected from the books of accounts:
PRODUCT
S T Y
Sales mix 35% 35% 30%
Selling price (Rs.) 30 40 20
Variable cost (Rs.) 15 20 12
Total fixed cost (Rs.) 1,80,000
Total sales (Rs.) 6,00,000
The company has currently under discussion, a proposal to discontinue the manufacture
of product Y and replace it with product M, when the following results are anticipated:
PRODUCT
S T Y
Sales mix 50% 25% 25%
Selling price (Rs.) 30 40 30
Variable cost (Rs.) 15 20 15
Total fixed cost (Rs.) 1,80,000
Total sales (Rs.) 6,40,000
Will you advise the company to change over to production of M? Give reasons for your
answers. (CS Inter)
Products
S T Y
Rs. Rs. Rs.
Selling price 30 40 20
Variable cost 15 20 12
Contribution per unit 15 20 8
P/V ratio (contribution/sales × 100) 50% 50% 40%
Sales mix 35% 35% 30%
Contribution per rupee of sales 17 ½ % 17 ½ % 12%
(P/V ratio × sales mix)
Total contribution 47%
Total sales Rs. 6,00,000
Total contribution
Rs. 2,82,000
(47% of Rs. 6,00,000)
Fixed costs Rs. 1,80,000
Profit at present production Rs. 1,02,000
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Proposed Production:
Products
S T M
Rs. Rs. Rs.
Selling price 30 40 30
Variable cost 15 20 15
Contribution per unit 15 20 15
P/V ratio (contribution/sales × 100) 50% 50% 50%
Sales mix 50% 25% 25%
Contribution per rupee of sales (P/V ratio × sales mix) 25% 12 ½ % 12½ %
185
The following limitations are also placed before you:
(a) The area available is 450 acres, but out of this, 300 acres are suitable for growing only
oranges and lemons the balance of 150 acres is suitable for growing any of the four fruits.
(b) As the produce may be hypothecated to banks, area allocated for any fruit should be
demarcated in complete acres and not in fraction of an acre.
(c) The marketing strategy of the company requires the compulsory production of all the
four types of fruits in a season and the minimum quantity of any one type to be 18,000
boxes.
Calculate the total profit that would accrue if your advice is accepted.
[B.Com (Hons), Delhi]
Land Position
Marketing policy
186
Fruit Boxes Acres Contribution priority revenue
Lemons 18,000 120 IV minority Qty.
Oranges 18,000 180 III minority Qty.
300
The management under certain circumstances might feel that plant shut down. That
means operating or continuing is not a better alternative in comparison to shut down. This
point generally comes in the operation of business where a firm is indifferent to
continuing operations and shutting down temporarily.
Shutdown cost is that cost which the firm incurs when it temporarily stops its
operations. These costs could be saved if the operations are allowed to continue. In
addition to Fixed Costs, shutdown costs include the cost of sheltering plant and
equipment, lay‐of‐expenses, employment and training of workers when the plant is
restarted and above all loss of market. Temporary Shut Down is a short term measure. It
occurs because of strikes, trade depression etc. Permanent Shut Down is taken only in
worst situations when business is not in situation to earn sufficient return to cover the risk
involved. While calculating shutdown costs, only that cost will be considered which
would not occur if the firm continues its operations.
As cost is not the only criterion for deciding in favour of shut down. The other non-
factors to be considered are:
(a) In case of shutting down the business, other companies may get a chance to establish
their product and business
(b) If the production is suspended, the product would be lost from public memory and
when the business restarts, it would take a heavy expenditure on marketing.
187
(c) Once the skilled workers are discharged it might be difficult to get experienced and
skilled workers when the business resumes.
(d) Risk of obsolescence of Plant and Machinery.
(e) Closing down business for limited period or specific activity may leave and adverse
impact on the company or sully its reputation.
(f) Arrangement of finance for compensation payable on retrenchment of unskilled
workers, if any.
Illustration 8: The selling price per unit of a product is Rs. 14. For the forthcoming
period, the demand will be only 5,000 units. The fixed expenses at 50% activity (5,000
units) will be Rs. 30,000. The company is thinking of shutting down operations, in which
case an additional amount of Rs. 2,000 will have to be incurred for shutting down and
only Rs. 20,000 of the above fixed costs can be avoided. What should be the variable cost
per unit to be recommended a shut down? (CA Final)
For indifference between continue and close down options, the profits of the two options
should be equal.
So, 40,000 - 5,000 X = - 12,000,
- 5,000 X = - 52,000
On solving,
X = 10.40 = Desired variable cost p.u.
Conclusion: if variable cost per unit is greater than Rs. 10.40, Shut Down Option is
preferable.
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Solution: Plant 3: Statement of Profit
Rs.
Sales 10,00,000
Less: Variable Cost 3,00,000
Contribution 7,00,000
Own Fixed Cost 4,00,000
Profit 3,00,000
Head Office Allocated Fixed Cost 3,50,000
Loss 50,000
The above statement shows that profit by itself is giving a profit of Rs. 3,00,000. The loss
is because of head office allocated expenses of Rs. 3,50,000. The head office has to
justify charging of such heavy fixed expenses to the branch. It seems they are either on
the higher side or not properly allocated. Hence, the branch should not be closed down
but should continue its operations.
(1) In make or buy decision, marginal costs as well as additional fixed costs are the
factors to be considered.
(a) True
(b) False
(2) If the marginal cost is _________ buying price, additional requirement of the
component should be met by making rather than buying.
(a) Equal to
(b) More than
(c) Less than
(d) None of the above.
(3) If the management decides to manufacture a product it in own factory, the focus
should be on
(a) Cost factors
(b) All Non-cost factors
(c) Both (a) and (b)
(d) None of the above
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(5) In marginal costing profitability of each product is measured on the basis of its
(a) Cost
(b) Profit
(c) Contribution
(d) None of the above
(6) While making key factor decision, if raw material is key factor then such product
should be preferred which offer:
(a) Highest contribution per hour
(b) Highest contribution per unit
(c) Highest contribution per unit of material
(d) None of the above
(8) While selecting optimum product mix ___________ is the real index of
profitability.
(a) Contribution per unit
(b) Contribution per unit of key factor
(c) Profit and sales
(d) None of the above
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Answers: (1) (b), (2) (c), (3) (a), (4) (a), (5) (c), (6) (c), (7) (b), (8) (b), (9) (b), (10) (c),
(11) (d)
Answers: (a) Relevant cost, (b) out-of-pocket, (c) sunk cost, (d) routine or recurring, (e)
avoidable cost, (f) decision making
Q2. What are the cost and non-cost factors in accepting export orders?
Q4. What do you mean by relevant costs and irrelevant cost in decision making? Give
example.
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Q5. “The technique of variable costing is more used to provide a reasonable and sound
basis for managerial decision decisions than to arrive at product cost.” Explain this
statement with reference to the various types of decisions in which variable costing is
useful.
Q6. A mechanical toy factory presents the following information for the year 2012:
The available capacity is a production of 20,000 units per year. The firm has an offer for
the purchase of 5,000 additional units at a price of Rs. 40 per unit. It is expected that by
accepting this offer there will be a saving of rupee on per unit in material cost on all units
manufactured. The fixed overhead will increase by 35,000 and the overall efficiency will
drop by 22% on all production. State whether offer is acceptable or not.
Q7. Y Ltd. wants to merge three similar plants P, Q and R. The details are as under:
Plant P Q R
Capacity operated 100% 70% 50%
(Rs. in Lakhs) (Rs. in Lakhs) (Rs. in Lakhs)
Turnover 300 280 150
Variable cost 200 210 75
Fixed cost 70 50 62
Find out:
(i) The marginal product cost and the contribution per unit.
(ii) The total contribution and profit resulting from of the each of the following sales
mixtures.
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Particulars Product Rs. per unit
Direct material A 10
Direct materials B 9
Direct wages A 3
Direct wages B 2
Fixed expenses Rs. 800
(Variable expenses are allotted to products as 100% of
direct wages)
Sales price A Rs. 20
Sales price B Rs. 15
Sales mixture:
(a) 100 units of product A and 200 of B
(b) 150 units of product A and 150 of B
(c) 200 units of product A and 100 of B [B.Com (Hons), Delhi]
Q9. The Vinayak Ltd. Company manufactures a range of products and has just received a
proposal from Shankar Ltd, Company that one of its products T, could be supplied to
them advantageously at a price of Rs. 28 per unit. The cost of manufacturing in the
Vinayak Ltd. Company is as under:
Q10. Samson and Co. Annually manufacturers 10,000 units of a product at a cost of Rs. 4
per unit. There is home market for consuming the entire volume of production at the sale
price of Rs. 4.25 per unit. In the next year, there is a fall in the demand for home market
which can consume 10,000 units only at a sale price of Rs. 3.72 per unit. The analysis of
the cost per 10,000 units is:
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Material Rs. 15,000
Fixed overheads 8,000
Wages 11,000
Variable overheads 6,000
The foreign market is explored and it is found that this market can consume 20,000 units
of the product if offered at a sale of Rs. 3.55 per unit. It is also discovered that for
additional 10,000 units of the product (over initial 10,000 units) the fixed overheads will
increase by 10%. Is it worthwhile to try to capture the foreign market?
(C.S. Inter)
Answers: Order should be accepted because it will add Rs. 5,400 to profit. Total variable
cost Rs. 64,000; Additional fixed cost Rs. 1,600
Q11. X Ltd. markets a single product and provides you the following data:
There is acute competition, extra efforts are necessary to sell. Suggestions have been
made for increasing sales:
(a) By reducing sales price by 5 percent.
(b) By increasing dealer‟s margin by 25 percent over the existing rate.
Which of these two suggestions you would recommend, if the company desires to
maintain the present profit? Give reasons. (C.S. Inter)
Answers: Contribution per unit (a) Rs. 6.20 (b) Rs. 7. Present profit Rs. 2, 20,000;
Suggestion (b) is recommended, sale 1,02,857 units
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LESSON 2
2. STRUCTURE
Decisions involve choosing between alternatives. Every alternative have their own
certain costs and benefits that must be compared to the costs and benefits of the other
available alternatives. A difference in cost between any two alternatives is known as
differential cost. A difference in revenue between any two alternatives is known as
differential revenues.
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accountant's differential cost concept can be compared to the economist's marginal cost
concept.
- This is regarded as future revenues which differ between the alternatives being
considered.
- When comparing different alternatives, three distinct situations may exist; these three
basic situations are:
(1) Operating at less than full capacity and the decision will have no effect on other
product sales or revenue generating activities.
- Simply compare the incremental revenues and cost of the different alternatives; no
consideration of lost contribution which is presently being generated need be considered.
(2) Operating at less than full capacity but the decision will effect on other product sales
or revenue-generating activities.
- must consider the revenues and costs of present products and activities which will be
effected by the decision made as well as the estimated results directly generated from the
decision.
(3) Operating at full capacity as well as the decision will effect on other product sales or
revenue-generating activities.
- must consider the revenues and costs of present products or activities which will be
effected by the decision made as well as the estimated results directly generated from the
decision.
Differential cost analysis is for internal purpose. That is why it is not prepared
within the accounting records rather it is made outside the accounting records.
Total differential costs are considered in differential cost analysis. Cost per unit is
not taken into consideration. It differs from action to action.
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Total differential revenues are compared with total differential costs before taking
an alternate course of action. A change is recommended only if the outcome of the
analysis shows that differential revenues exceed differential costs.
Those items which do not change with change in alternatives under consideration
are ignored, only those items of costs are considered which shows change because
differential costs analysis is concerned with changes in costs.
The changes in costs are measured from adopting a common base point which can
be a present level of production.
Differential cost analysis is not related to past or historic cost rather it is related to
the future course of action or future level of output, so it deals with future costs.
For decision making a choice is made from the various alternatives available, the
alternative which gives the maximum difference between the incremental revenue
and incremental cost is recommended to be adopted.
In this only variable cost changes due to a Here, variable as well as fixed cost change
change in the level of activity. due to a change in the level of activity.
Marginal costing may be embodied in the Differential costs are separately noted as
accounting system. analysis statements.
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2.5 APPLICATIONS OF DIFFERENTIAL COST ANALYSIS
2.5.1 Determining optimum level of production
The optimum level is that level of production where profit is the maximum. In order to
arrive at a decision of this type, the differential costs are compared with incremental
revenue at various levels of output. So long as the incremental revenue exceeds
differential costs, it is profitable to increase the output. But as soon as the differential cost
equals or exceeds increments revenue, it is no more profitable to increase the volume of
output.
- be sure to consider if the special order will have any effect on regular sales or
revenues.
- be sure you are not estimating the incremental costs from per unit cost data that
includes allocated, indirect fixed costs which actually will not be increased by the
taking of this order.
Essentially in this analysis, costs which will be eliminated if the product is no longer
produced internally (i.e., the benefits of not producing internally) must be compared with
the costs (purchase price, freight charges, insurance, sales taxes, import duties, etc.) of an
outside purchase.
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2.5.5 Further processing of joint products
In some manufacturing processes, several intermediate products are produced from a
single input. Such products are known as joint products. Management has to decide
whether to further process Joint Product or sell By-Product.
Sooner or later a decision often has made about selling a joint product as it is or after
processing it further. Such decisions are taken on the basis of comparison of differential
cost and incremental revenue.
In all decision making analysis, after the relevant monetary or financial measures
of the different alternatives has been examined, then it is also required that necessary non-
quantitative issues must be considered.
90% 100%
Rs. Rs.
Sales 15,00,000 16,00,000
Fixed expenses 3,00,500 3,00,600
Variable expenses 1,45,000 1,49,500
Semi fixed expenses 97,500 1,00,400
Units manufactured 13,500 15,000
Labour and material cost per unit is constant under present conditions. Profit margin is
10% of sales at 90% capacity.
(a) You are required to determine the differential cost of producing 1,500 units by
increasing capacity to 100%.
(b) What price would you recommend for export of these 1,500 units, taking into
account that overseas prices are lower than indigenous prices? [B.Com (H), Delhi]
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Solution: The problem does not give the material and labour cost which is needed for
computing differential cost. It is computed by working backward from sales as follows.
At 90% capacity
Rs.
Sales (13,500 units) 15,00,000
Less: profit (10% of sales) 1,50,000
Cost of goods sold 13,50,000
Less: variable expenses 1,45,000
Semi fixed expenses 97,500
Fixed expenses 3,00,500 5,43,000
Cost of labour and material(prime cost) 8,07,000
Labour and material costs are variable in nature and thus at 100% capacity these will be
calculated as under:
8,07,000 ×100/90 = Rs. 8,96,667(approx)
Differential cost per unit = Differential cost = Rs. 97,167 = Rs. 64.78
Differential units 1,500 units
At a price of Rs. 64.78, there will be no additional profit. Therefore, any price above Rs.
64.78 which gives atleast reasonable profit should be acceptable for export, assuming that
export will not affect the internal sales.
Illustration 2: X Ltd. has been offered an order from A Ltd. For 10,000 units of output @
Rs. 100 each, which has a variable cost of Rs. 60 and will involve an outlay of Rs. 60,000
for set up, jigs and dies. At the same time there is another offer of an order from B Ltd.
For 8,000 units of output at Rs. 110 each. Variable costs are estimated at Rs. 68 each and
involve an outlay of Rs. 50,000 for set up, jigs and dies. Which order should the company
accept? (Adatpted)
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Solution: STATEMENT OF INCREMENTAL REVENUE AND COST
A Ltd. B Ltd.
(a) Size of order (units) 10,000 8,000
Rs. Rs.
(b) Price per unit 100 110
(c) Variable cost per unit 60 68
(d) Incremental revenue (a×b) 10,00,000 8,80,000
(e) Incremental variable cost (a×c) 6,00,000 5,44,000
(f) Contribution (d-e) 4,00,000 3,36,000
(g) Outlay for set up, jigs etc. 60,000 50,000
(h) Total incremental cost (e+ g) 6,60,000 5,94,000
(i) Net incremental revenue(d-h) 3,40,000 2,86,000
(j) P/V ratio (f/d) × 100 40% 38%
Conclusion: it may be concluded from the above analysis that order from A Ltd. is more
profitable because it gives a higher incremental revenue of Rs. 54,000 (Rs. 3,40,000 -
2,86,000). Order from A Ltd. Should it be accepted. P/V ratio from A Ltd. is also higher.
Illustration 3: The following extracts are taken from sales budget of a company for a
current year:
Rupee in ‘000
Sales: 40,000 units @ Rs. Per unit 1,000
Selling costs:
Advertising 100
Salesman‟s salaries 80
Travelling expenses 50
Rent of sales office 10
Others 10 250
The management is considering a proposal to establish a new market in the eastern region
in the next year. It is proposed to increase the advertising expenditure by 25% and appoint
an additional sales supervisor at a salary of Rs. 30,000 per year to establish a market. This
will involve additional travelling and travelling expense shall increase by 10%. Target
annual sales volume at the existing selling price for the new market is 10,000 units. The
estimated variable cost of production is Rs. 12 per unit.
Should the company try to establish the new market? (ICWA Inter)
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Solution:
Conclusion: There is incremental cost of Rs. 1,80,000 against incremental revenue of Rs.
2,50,000 resulting in net additional income of Rs. 70,000 (i.e. Rs. 2,50,000 - 1,80,000).
Therefore the proposal should be accepted.
(1) __________ refers to changes in total costs that occur due to changes in volume
of production or sales, product system, product mix or from the adoption of an
alternative course of action.
(a) Differential costs
(b) Marginal costs
(c) Absorption costs
(d) None of the above
(2) As per J.M. Clark, when a decision has to be made involving ___________, the
difference in cost between two policies may be considered to be the cost really
incurred on account of these n-units of business.
(a) An increase of n-units of output
(b) A decrease of n-units of output
(c) An increase or decrease of n-units of output
(d) None of the above
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(3) Pertaining to the differential cost systems, which of the following statements are
true?
(A) Differential cost plus differential income shows net loss or net income
(B) Differential cost is ascertained by comparing total costs of each alternative
(C) Differential cost related to differential investments is calculated every time.
(a) Only A
(b) Only B
(c) Only C
(d) A, B, C
(5) If direct labor is not affected by the change in the type of material, it will form a
part of differential cost.
(a) True
(b) False
(6) The basic data used for differential cost analysis are
(a) Cost
(b) Revenue
(c) Investment data
(d) All of the above
(7) The alternative which shows ____ difference between the incremental revenue
and the differential cost is the one considered to be the best choice for selection.
(a) Maximum
(b) Minimum
(c) No
(d) None of the above
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(10) Differential costs are obtained on the basis of
(a) Absorption costing
(b) Marginal costing
(c) Both (a) and (b)
(d) None of the above
(11) In the case of differential costing, ________ is the main criteria for decision
making.
(a) Contribution
(b) Ratios
(c) Incremental/decremental revenue
(d) None of the above
Answers: (1) (a), (2) (c), (3) (b), (4) (d), (5) (b), (6) (d), (7) (a), (8) (b), (9) (c), (10)
(c), (11) (c)
Answers: (a) Incremental, (b) incremental cost or revenue; contribution margin, (c)
differential
Q2. What is meant by Differential Cost Analysis? Explain the essential features and
points of similarity and difference between Differential Cost Analysis and Marginal
Costing.
204
Q5. A company is at present working at 90% capacity and producing 13,500 units per
year. It operates a flexible budgetary control system. The following figures are obtained
from its budget:
90% 100%
Rs. Rs.
Sales 15,00,000 16,00,000
Fixed expenses 3,00,500 3,00,500
Variable expenses 1,45,000 1,49,000
Semi fixed expenses 97,500 1,00,500
Units manufactured 13,500 15,000
Labour and material cost per unit are constant under present conditions. Profit margin is
10 percent.
(a) You are required to determine the differential cost of producing 1,500 units by
increasing capacity to 100 percent.
(b) What would you recommend for an export price for these 1,500 units taking into
account that overseas prices are much lower than indigenous prices?
Answers:
(i) Differential cost of producing 1,500 units = Rs. 97,167
(ii) Minimum price for exports = Rs. 64.78
Q6. Lahore Ltd. is at present operating at 80% capacity level, the production being 15,000
units per annum. It operates a flexible budgetary control system. The following relevant
cost data are obtained from the company‟s budget at different capacity utilization levels:
Material and labour cost per unit are constant under the present conditioned. The
management expects a profit margin of 10% on sales.
You are required to compute the differential cost of producing the additional 3,750 units
by increasing the capacity utilization level to 100 percent.
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Q7. In a factory the rated capacity is 30,000 units. The following data is supplied:
What is the most profitable level of output? Use differential cost analysis.
Q8. A company has a capacity of producing 50,000 units of a certain product in a month.
The sales department reports that the following schedule of selling prices is possible:
The variable cost of manufacture between the above levels is Re. 1 per unit and the total
amount of fixed cost is Rs. 20,000 p.m. at 100% capacity level.
Prepare a statement showing incremental revenue and differential cost at each of the
above levels of production and sales. At which level the profit will be maximum?
Answer: 80%
Q9. Walia machines Co. Manufacturers had operated sewing machines. Prepare a
schedule showing the total differential costs and increments in revenue from the
following data. At what volume the company should set its level of production?
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LESSON 1 UNIT 6
1. STRUCTURE
1.1 INTRODUCTION
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making authority and are made responsible for their area assigned activity occurring
within a specific department/division of the company.
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not exist on a systematized basis prior to 1950.”
Charles T “Responsibility accounting is a system of accounting that recognizes
Horngren various responsibility centres throughout the organization and reflects
the plans and actions of each of these centres by assigning particular
revenues and cost to the one having the pertinent responsibility. It is also
called profitability accounting and activity accounting.”
Robert N “Responsibility accounting as that type of management accounting that
Antony collects and reports both planned and actual accounting information in
terms of responsibility centre”.
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1.4 FEATURES OF RESPONSIBILITY ACCOUNTING
210
1.5 STEPS INVOLVED IN RESPONSIBILITY ACCOUNTING
(3) Controllable of the Object: The manager of a cost center can be held accountable
only for the costs, which are controllable by him. Therefore, it is an essential part of
responsibility accounting to identify the controllable and non-controllable costs. The
same thing applies in the case of revenues, profits and investment.
(5) Electing Cost Allocation Bases: Divisional profitability heavily depends on the bases
of allocation of joint overheads and corporate overheads. Switching from one method to
another of cost allocation over the products or divisions, product wise profitability change
to a great deal. Remember that for decision-making purpose, such allocated overheads
should be carefully treated and well understood.
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1.6 ADVANTAGES OF RESPONSIBILITY ACCOUNTING
(1) The pre-requisites for a successful responsibility accounting system are follows:
(a) A sound organizational structure where organization can be divided into
small units which can be regarded as responsibility centres.
(b) Proper delegation of work and responsibility.
(c) A proper system of reporting.
If these conditions are absent it is difficult to have a responsibility accounting
system.
(2) The traditional way of classification of expenses needs to be subjected to a further
analysis which becomes difficult.
(3) In introducing the system certain managers may require additional classification
particularly if the responsibility reports are different from routine reports.
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accounting is that each manager's performance should be judge by how well he or she
manages those items under his or her control. A responsibility center is an organizational
unit headed by a manager, who is responsible for its activities and results. In
responsibility accounting, revenues and cost information are collected and reported on by
responsibility centers.
A Responsibility Centre “is a division of the organization for which a manager is
held responsible”. CIMA London defined Responsibility Centre as “a segment of the
organization, where an individual manager is held responsible for its segment‟s
performance.”
In the words of Horngren, “a responsibility centre is a part, segment or sub-unit of
an organization whose manager is accountable for a specified set of activities.”
Responsibility Centres are of four types: cost centre, revenue centre, profit centre
and investment centre. Together they form basis of Responsibility Accounting.
COST CENTER
(a) which are directly attributable/controllable by the concerned cost center and
(b) which may not be the result of significance influence by the cost center manager,
but the management wants him to be concerned with such cost.
REVENUE CENTER
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The committee employed by the Indian Railway for identification of cost/profit
centers and the related financial issues, have introduced and described the concept of
revenue center. According to the committee the majority of responsibility centers of
Indian Railway (IR) i.e. the functional units of all service departments performs activities
that eventually contribute to the production of transport services and related activities. For
example a permanent way inspector (PWI) of the civil engineering department is
responsible for the upkeep of the permanent way and so on. In the absence the concept of
transfer pricing, the services provided by the functional units of various department incurs
only cost and no revenue of their own. Hence, they have been termed as cost centers.
Similarly, the functional units that are responsible for booking and handling the traffic for
carriage such as goods sheds, passenger and parcel booking office etc. are the units that
are responsible for the booking all traffic and collecting the revenue. The costs incurred
by these units are for those functions are very small as compared to the revenue
generated. In other words, in the case of such centers, revenue predominates cost. The
revenue thus generated at those functional units adds up to the total revenue of the IR or
at least the bulk of it. Hence, they have been termed as revenue centers. The revenue
generated by each sub-activity center is accounted for through various returns prepared by
it.
PROFIT CENTER
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INVESTMENT CENTER
1.10.1 Introduction
Many companies have business activities in more than one country. In fact, the
operations of some large corporations involve so many different countries that they are
called multinational businesses. The problems of managing and accounting for a company
that has international operations can be very complex, and detailed study of these issues
should be required. Because of the complexity of companies operations, it is difficult for
top management to directly control operations. Therefore a company is divided into
divisions and is allowed divisional managers to operate with a great deal of independence.
When autonomous divisions are created there can be risk that divisional managers might
not able to achieve the objectives that are in the best interests of the company as a whole.
At the strategic business unit level operating profit, return on investment, residual
income and economic value added were examined, and these measures should be used for
measuring divisional performance.
Following are some of the important financial measures applied for performance
evaluation:
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(4) Variance Analysis
(1) Profit:
Instead of focusing on the absolute measure, division‟s profits, most companies focus on
the return on investment (ROI) of a division (that is, profit as a percentage of the
investment in a division). ROI expresses divisional profit as a percentage of firm‟s capital
employed in the division.
Advantages:
ROI is relative measure of performance as it is expressed in %
Measuring returns on invested capital focuses managers‟ attention on the impact of
levels of working capital on the ROI.
ROI is easy to understand and interpret.
ROI denominator for comparing the returns of dissimilar businesses, such as other
divisions within the group or outside competitors.
ROI has been most widely used financial measure for many years in all types of
companies.
Disadvantages:
Divisional ROI can be increased by actions that will make the company as a whole
worse off.
Evaluating divisional managers on the basis on ROI may not encourage goal
congruence.
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(3) Residual Income (RI):
To overcome some of the dysfunctional consequences of ROI, the residual income (RI)
approach can be used. RI is defined as the profit of a division less a cost of capital charge
on the investment controllable by the divisional manager.
A reason cited in favour of RI over the ROI measure is that RI is more flexible, because
different cost of capital percentage rates can be applied to investments that have different
levels of risk. Not only will the cost of capital of divisions that have different levels of
risk differ - so may the risk and cost of capital of assets within the same division.
RI suffers from the disadvantages of being difficult to determine the rate for calculating
the cost of capital.
Solution: Rs.
Sales 10,00,000
Less: Variable Cost 6,00,000
Contribution 4,00,000
Less: Fixed Cost 2,00,000
Profit 2,00,000
Less: Imputed Interest 1,00,000
Residual Income 1,00,000
Illustration 2: Wagon Ltd. has three division X, Y and Z. the operating results of the
three divisions are as follows:
Divisions
X Y Z
Rs. Rs. Rs.
Sales 10,00,000 10,00,000 20,00,000
Less: Cost 8,00,000 6,00,000 12,00,000
Profit 2,00,000 4,00,000 8,00,000
Investment 6,00,000 10,00,000 30,00,000
(1) You are required to determine ROI of the three divisions and rank these divisions on
the basis of their performance.
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(2) Determine residual income (RI) of the three divisions and rank them assuming cost of
capital is 15%
Solution:
(1) Return on Investment Method
Division
X Y Z
ROI= Profit × 100 = 2,00,000 × 100 = 4,00,000 × 100 = 8,00,000 × 100
Investment 6,00,000 10,00,000 30,00,000
= 33.33% = 40% = 26.67%
II I III
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(d) None of these
Answers: (1) (a), (2) (d), (3) (b), (4) (a), (5) (d)
Answers: (a) different division (b) responsibility accounting (c) profit centre
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(c) When output cannot be measured but costs are incurred, the segment of the
organization is usually called a cost centre.
(d) Return on investment is a function of function of income earned and the assets
used in order to earn that income.
Q2. What is responsibility centre? Discuss briefly the nature and various types of
responsibility centres.
Q4. Write short notes on responsibility centres - cost centre and profit centre.
Q7. Compute return on investment in respect of Division “A” of a company on the basis
of the following information:
Rs.
Fixed assets 15,000
Current assets 70,000
Current liabilities 20,000
Equity share capital 1,50,000
Sales 2,00,000
Cost goods sold 1,20,000
Administration expenses 20,000
Interest on Long term loan 5,000
220