成本与管理会计亨格瑞第13版英文版CA06.ppt

2019/11/28,1,MasterBudgetingandResponsibilityAccounting,CHAPTER6,2019/11/28,2,StructureofLecture,ThemasterbudgetandexplainitsbenefitsDescribetheadvantageofbudgetsPreparetheoperatingbudgetanditssupportingschedulesUsecomputer-basedfinancialplanningmodelsinsensitivityanalysisExplainkaizenbudgetingandhowitisusedforcostmanagementDescriberesponsibilitycentresandresponsibilityaccountingExplainhowcontrollabilityrelatestoresponsibilityaccountingRecognizethehumanaspectsofbudgeting,2019/11/28,3,MasterBudget,Abudgetisthequantitativeexpressionofamanagementsplanforthefuture.P142(181)Italsoisanaidtocoordinatingactionsthatneedtobetakentoimplementtheplan.Effectivebudgetingintegratesthecompanysstrategyintothebudgetprocess.,2019/11/28,4,MasterBudget,conts.,Strategyspecifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplacetoaccomplishitsobjectives.P142(182)Thepathtoeffectivestrategiesincludeaskingquestionssuchas:Whatareourobjectives?Howdowecreatevalueforthecustomerwhiledistinguishingourselvesfromourcompetitors?,2019/11/28,5,MasterBudget,conts.,Thepathtoeffectivestrategiesincludeaskingquestionssuchas:P143(182)Arethemarketsforourproductslocal,regional,national,orglobal?Whatareourmarkettrends?Howareweaffectedbytheeconomy,ourindustry,andourcompetitors?Whatorganizationalandfinancialstructuresserveusbest?Whataretherisksandopportunitiesofalternativestrategies,andwhatareourcontingencyplansifourpreferredplanfails?,2019/11/28,6,MasterBudget,conts.,Well-managedcompaniesusuallyfollowanannualbudgetcycleincludingthefollowingsteps:P143(182)Plantheperformanceofthecompanyasawholeandofthesubunitswithinthecompany.Seniormanagerscommunicatetosubordinatesasetofexpectationsagainstwhichperformancewillbemeasured.,2019/11/28,7,MasterBudget,conts.,Well-managedcompaniesusuallyfollowanannualbudgetcycleincludingthefollowingsteps:P143(182)Managementaccountantsinvestigatevariationsfromplans,andcorrectiveactionmaybetaken.Managerialaccountantsandmanagerstakeintoaccountmarketfeedback,changedconditions,andtheirownexperiencesinmakingplansfortheupcomingperiod.,2019/11/28,8,MasterBudget,conts.,P143(182)Strategy-plan-budget,2019/11/28,9,MasterBudget,conts.,Themasterbudgetexpressesmanagementsoperatingandfinancialplansforaspecifiedperiod(usuallyayear).P144(183)Themasterbudgetisactuallyaseriesofbudgetsincludingasetofbudgetedfinancialstatements(sometimescalledproformastatements).,2019/11/28,10,AdvantagesofBudgets,Budgetsareanintegralpartofmanagementcontrolsystems.Thereareatleastthreeadvantagesofbudgeting.P144(183)Promotecoordinationandcommunication.Coordinationisthemeshingandbalancingofallaspectsofproductioninacompanyinthebestwayforthecompanytomeetitsobjectives.Communicationismakingsurethosegoalsareunderstoodbyallemployees.,2019/11/28,11,AdvantagesofBudgets,conts.,Thereareatleastthreeadvantagesofbudgeting.P144(183)Budgetsserveasaframeworkforjudgingperformanceandfacilitatinglearning.Budgetinghelpsovercometwolimitationsofusingpastperformance.Pastresultsoftenincorporatepastmistakesandsubstandardperformance.Futureconditionscanbeexpectedtodifferfromthepast,budgetsaccountforthesechangedconditions.Budgetscanbeusedtomotivatemanagersandotheremployees.Studieshaveshownthatchallengingbudgetsimproveemployeeperformance.,2019/11/28,12,AdvantagesofBudgets,conts.,Despitethefactthatbudgetsareadvantageous,thereareanumberofchallengesinproperlyadministeringbudgets.Itisatimeconsumingprocessthatinvolvesalllevelsofmanagement.Managementatalllevelsshouldunderstandandsupportthebudget.Iftopmanagementsupportislacking,thebudgeteffortwillbelacklusterandhalfhearted.Budgetsshouldnotbeadministeredrigidly.Changingconditionsmaycallforchangesinplans.,2019/11/28,13,PreparetheOperatingBudget,Thebudgetingprocessincludesbothoperatingbudgetsandfinancialbudgets.P147(186)Operatingbudgetsincludebudgetsreflectingtheplannedoperationalaspectsofthebusiness,includingrevenues,production,manufacturingcosts,andotherexpensesfortheperiod.Itculminatesinabudgetedincomestatement.Financialbudgetsconsistofacapitalexpendituresbudget,acashbudget,abudgetedbalancesheet,andabudgetedstatementofcashflows.,2019/11/28,14,2019/11/28,15,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.P149(188)Step1:Thefirststepbudgettobepreparedistherevenuesbudget.Althoughthisbudgetlookssimple,thecompanyshouldputagreatamountoftimeintoconsiderationoftheprojectedsalesnumbers.,2019/11/28,16,PreparetheOperatingBudget,conts.,ExampleP149(188)Gatheringanddiscussionsamongsalesmanagersandsalesrepresentativesthroughcustomerresponsemanagement(CRM)Basedonexpecteddemandorthemaximumunitsthatcanbeproduced.,2019/11/28,17,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.P150(188)Step2:Basedonthenumbersincludedintherevenuesbudget,thecompanycanthenpreparetheproductionbudget.Includedinthisbudgetareprojectionsaboutinventorylevels.Thisbudgetisexpressedonlyinunits,notdollars.,2019/11/28,18,PreparetheOperatingBudget,conts.,P150(188),2019/11/28,19,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step3:Fromtheproductionbudget,thecompanycanthenmovetothedirectmaterialsusageanddirectmaterialspurchasesbudgets.Theseareoftenpreparedasonedocument.Inadditiontoincludingprojectionsaboutinventorylevelsfordirectmaterials,managementmustalsomakepredictionsaboutdirectmaterialprices.,2019/11/28,20,P151(190),2019/11/28,21,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step4:Thedirectmanufacturinglaborbudgetispreparednext.Laborstandardsthetimeallowedperunitofoutputareusedtocalculatedirectlaborcosts.Sincelaborisnotinventoried,theprocessforthisbudgetissomewhatsimplerthanpriorbudgets.,2019/11/28,22,PreparetheOperatingBudget,conts.,P151(190),2019/11/28,23,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step5:Themanufacturingoverheadcostbudgetcomesnext.Itincludesabudgetforeachitemofmanufacturingoverhead.Eventhoughthebudgetlookssimple,keepinmindthateachlineiteminthisbudgetisalsoitsownbudget.Fromthisbudget,managerscandetermineapredeterminedoverheadapplicationrate.Theusedofactivity-basedcostdriversinpreparingthemanufacturingoverheadcostbudgetgivesrisetoactivity-basedbudgeting,orafocusontheactivitiesnecessarytoproduceandsellproductsandservices.,2019/11/28,24,P153(192),2019/11/28,25,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step6:Thenextbudgettobepreparedistheendinginventoriesbudget.Thisissimplyalistingofthebudgetedendinginventoriesinmaterialsandfinishedgoods.Unitsanddollaramountsareincluded.Work-in-processinventoryisnotbudgeted.,2019/11/28,26,*,*,*,*,P154(193),PreparetheOperatingBudget,conts.,2019/11/28,27,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step7:Thecostofgoodssoldbudgetisthenprepared.Mostoftheinformationforthisbudgethasalreadybeengenerated.Itissimplyamatterofpullingthenumbersalreadyavailableintoacostofgoodssoldformatforthisbudget.,2019/11/28,28,P154(193),PreparetheOperatingBudget,conts.,2019/11/28,29,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step8:Thenonmanufacturingcostbudgetcloselyresemblesthemanufacturingoverheadcostbudgetinform.Itincludesthebudgetedamountforallnonmanufacturingcoststhecompanyexpectstoincurfortheperiod.Aswiththeoverheadbudget,eachlineitemrepresentsitsownbudgetandfollowsafixed/variableseparation.,2019/11/28,30,P154(193),PreparetheOperatingBudget,conts.,2019/11/28,31,PreparetheOperatingBudget,conts.,thefollowingbasicstepsarecommonfordevelopingtheoperatingbudgetforamanufacturingcompany.Step9:Thebudgeted,orproforma,incomestatementispreparednext.Itsimplyfollowstheformatofanincomestatement.Aswiththecostofgoodssoldbudget,manyoftheitemsforthisbudgethavealreadybeengeneratedduringthebudgetprocess.,2019/11/28,32,P155(194),PreparetheOperatingBudget,conts.,2019/11/28,33,2019/11/28,34,2019/11/28,35,BudgetingOverviewFlowchart,PreparetheOperatingBudget,conts.,2019/11/28,36,OtherBudgetingIssues,Computer-BasedFinancialPlanningModelsinSensitivityAnalysisP155(194)Financialplanningmodelsaremathematicalrepresentationsoftherelationshipsamongoperatingactivities,financingactivities,andotherfactorsthataffectthemasterbudget.Computer-basedsystems,suchasEnterpriseResourcePlanning(ERP)canbeusedtoperformcalculationsfortheseplanningmodels.,2019/11/28,37,OtherBudgetingIssues,conts.,Sensitivityanalysisisa“whatif”techniquethatexamineshowaresultwillchangeiftheoriginalpredictedresultsarenotachievedorifanassumptionchanges.Kaizenbudgeting(改善预算法)isabudgetaryprocessthatexplicitlyincorporatescontinuousimprovementduringthebudgetperiod.P156(195),2019/11/28,38,OtherBudgetingIssues,conts.,OngoingBudgetProcessp143(182)Managersandaccountantsplantheperformanceofthecompanyandsubunits,takingintoaccountpastperformanceandanticipatedfuturechangesSeniormanagersdistributeasetofgoalsagainstwhichactualresultswillbecomparedAccountantshelpmanagersinvestigatedeviationsfrombudget.CorrectiveactionoccursatthispointManagersandaccountantsassessmarketfeedback,changedconditions,andtheirownexperiencesasplansarelaidforthenextbudgetperiod,2019/11/28,39,OtherBudgetingIssues,conts.,Budgetstypicallycoverasettimeperiodincludingafullbusinesscycle.Normallyanannualbudgetwouldbeprepared,butbrokendownintosubperiodssuchasamonthorquarter.Somecompaniesutilizerollingbudgetsorcontinuousbudgeting.P146(185)Thistypeofbudgetiscreatedbycontinuallyaddingamonthorquartertotheexistingbudget,sothatthecompanyalwayshasa12-monthbudgetinplace.,2019/11/28,40,执行与调整,执行与调整,第一次滚动,第二次滚动,逐月滚动预算示意图,2019/11/28,41,预算对比分析,预算执行,第一季度实际数,预算调整与修正,预算执行,第二季度实际数,预算调整与修正,预算对比分析,第一次滚动,第二次滚动,混合滚动预算示意图,2019/11/28,42,ResponsibilityCenters,Organizationstructureisthearrangementoflinesofresponsibilitywithintheorganization.Examplesoforganizationstructureincludebybusinessfunction,byproductline,orgeographically.Aresponsibilitycenterisapart,segment,orsubunitofanorganizationwhosemanagerisresponsibleforaspecifiedsetofactivities.P158(197),2019/11/28,43,ResponsibilityCenters,conts.,Responsibilityaccountingmeasurestheplans,budgets,actions,andresultsofeachresponsibilitycenter.Fourtypesofresponsibilitycentersare:P158(197)Costcenter,inwhichthemanagerisresponsibleforcostsonly.Theaccountingdepartmentwouldbeaccountedforasacostcenter.Revenuecenter,inwhichthemanagerisaccountableforrevenuesonly.,2019/11/28,44,ResponsibilityCenters,conts.,Responsibilityaccountingmeasurestheplans,budgets,actions,andresultsofeachresponsibilitycenter.Fourtypesofresponsibilitycentersare:Profitcenter,inwhichthemanagerisaccountableforrevenuesandcosts.Forexample,theshoedepartmentinadepartmentstoremaybeaccountedforasaprofitcenter.Investmentcenter,inwhichthemanagerisaccountableforrevenuesandcosts,butalsotheinvestment(orassets)underhiscontrol.Asinglestoreoradivisionwithinthecompanymaybeaccountedforasaninvestmentcenter.,2019/11/28,45,ResponsibilityCenters,conts.,Budgetsandresponsibilityaccountingmaybecombinedtoprovidefeedbackaboutperformanceofmanagersofthedifferentresponsibilitycenters.Thesedifferencesbetweenbudgetedandactualresultsareusefulinatleastthreeways:P159(198)Earlywarning,Thesevariancesmayalertmanagerstoeventsnotimmediatelyevident,thusallowingthemtotakeearlycorrectiveaction.,2019/11/28,46,ResponsibilityCenters,conts.,Thesedifferencesbetweenbudgetedandactualresultsareusefulinatleastthreeways:P159(198)Performanceevaluation.Thevariancesareanindicationofhowwellthemanagerhasperformedinimplementingstrategies.Evaluatingstrategy.Variancemaysignalthatthestrategiesbeingpursuedbymanagementareineffectiveandneedchangin