Theory Revision PO For India

Performance Operations (p1)
November 2011
Theory Revision Pack
Resource Person:
Sugeeth Patabendige
ACMA (UK), ACIM (UK), MEcon, BBA Sp (Hons),
PG Dip Finance, PG Dip M.
Lecturer
Wisdom Business Academy, CIMA quality partner
&
Department of Marketing Management,
University of Kelaniya,
Sri Lanka.
November 11
Sugeeth Patabendige @ Wisdom
Unit 01
Cost Accounting System
November 11
Summary 01
Traditional OH Cost Accounting Systems
Old methods / the assumption of costs are volume driven
End Product/Service
Cost
DM/DL
Absorption Costing
Direct
Cost
Indirect
Cost
Cost
Centre
Allocation
&
Apportionment
Re-allocation
OAR
*OAR calculated using direct bases

*OAR=production & fixed
*Under or over absorbed
(budgeted Vs Actual: value or volume difference)
Marginal Costing
O/Hs divided in to Fixed and Variable
Only variable
O/H related
O/H = Production
November 11
Summary 02
Profit Calculation
Marginal Costing
Absorption Costing
DM/DL
1.
Production
/Stocks
2.
Under/Over
absorption Adj.
Variable
Production
O/H
Fixed
Production
O/H
1.
Production
/Stocks
2.
To calculate
contribution
Variable non
Production
3.
End period
November 11
Fixed non
Production
3.
End period
4
Summary 03
Profit Reconciliation
Marginal Costing
Profit
Stock
x
OAR
Absorption Costing
Profit
Stock
Stock
No change in stock
(In Absorption)
More cost with closing stock
goes to next period
(In Absorption)
More cost comes to the
period via opening stock
stock value is
same
Absorption Profit
Marginal Profit
Absorption Profit
Marginal Profit
Profit = same
In Marginal FPOH is deducted from the relevant period

but
in Absorption the FPOH of unsold units are taken forward
November 11
Summary 04
Budgeted
Budgeted Gross x Budgeted - Budgeted

Profit per unit
Sales units non production
cost
Absorption costing
Profit
Sales
@Actual
Less- cost of sales

Actual
Op. Stock
@ Std (FPC)
Production
@ Actual (FPC)
Cl. Stock
@ Std (FPC)
Under/Over absorbed
N0
Non production cost

November 11
@ Actual
6
Summary 05
Budgeted
Budgeted Contribution x Budgeted - Budgeted fixed

per unit
Sales units
cost
Marginal costing
Profit
Sales
@Actual
Less- cost of sales

Actual
November 11
Op. Stock
@ Std (VPC)
Production
@ Actual (VPC)
Cl. Stock
@ Std (VPC)
Variable non production cost
@Actual
Fixed cost
@ Actual
Summary 06
O/H Cost
Accounting Systems
Most
Organizations
use
But two
new
problems
Not suited for modern

organizations
Absorption
Incorrect Valuation
Marginal
Actual Cost
Per unit
Absorption
Cost Per
unit
High Volume
Low Volume
Activities
End Products
Cost Pool
Cost Driver
O/H
Cost per Driver

November 11
So a new method is
developed
ABC
8
Summary 07
Output forecasted
ABB
Budgets
prepared
based on
The required activities forecasted

&
the no. of drivers forecasted
resources allocated
ABC
ABM
To Manage the organization

Manage the activities
Reduce cost & improve customer value
Leads to:
1. Operational ABM (better operational planning and control)
2. Strategic ABM (better strategic planning)
November 11
Summary 08
Standard Costing
With any modern
organization no. of
problems:
-How to plan in a
dynamic Environment ?
-Need continues
improvement ?
-How to motivate
employees towards
stds?
-Analysis needed in
more detail?
-Std based on labour hrs
not appropriate?
November 11
1. Developing Standards
Developing Standards depends on:
Manufacturing
Service
No. of problems when applying:

Cost unit? (can use composite cost units)
Each service different? (for similar parts can develop std)
More humans? (more machinery introduced)
But exceptional cases
McDonaldization
DRG
the success of STD

Costing in McDonalds &
similar organizations
Used in healthcare
industry to develop standards
(Patients grouped on diagnosis
and std developed for each
diagnosis)
No. Advantages:
Calculability
Control
Efficiency
Sugeeth
Patabendige @ Wisdom
Predictability
Used by: Health care funding

authorities & Insurance com.
10
Summary 09
Standard Costing
2. Compare standards
with actual (Variances)
Operating
Statement
A document that
shows the
reconciliation of
planed outcome
to actual outcome
through variances
November 11
Bud. Profit = use the formula

Profit Statement Sales volume profit variance
Both fixed o/h variances
(Absorption)
Actual profit = detail but stocks@std FPC
Bud. Profit = use the formula

Profit Statement Sales volume contribution variance
(Marginal)
Only fixed o/h exp. variances
Actual profit = detail but stocks@std VPC
Cont. Statement
(Marginal)
Bud. Cont. = use the formula

Sales volume contribution variance
No F o/h
Actual Cont. = detail but stocks@std VPC
Cost Statement
Starts with standard cost (BRxAQ)

Adv. add and Fav. deduct
Actual cost (add the given values)
11
Summary 10
When, Std price > WAP = buying less is Fav
= buying more is Adv
When, Std price < WAP = buying more is Fav
= buying less is Adv
Standard Costing
2. Std price - WAP

2. Variances
Advance
Variances
(Std Mix Actual Mix) x

If there is
more than
one type of
Material or
Labour
1. Std price
Mix Variance
Production
Yield Variance
(Std yield Actual yield) Std cost per
unit of output
Adds up to:
Material Usage / Labour Efficiency
November 11
12
Summary 11
Sales types separately taken
Sales Mix
(Std mix actual mix) std
profit/
cont.
Standard Costing
2. Variances
Advance
Variances
If there
is more
than
one
type of
sales
Production
Sales types together taken

Sales Yield/ Quantity profit
(Budgeted sales Actual sales) Std W.A.
profit/
cont
November 11
13
Summary 12
Original
Std
Standard Costing
Planning
Variance
2. Variances
Advance
Variances
If the
standard is
wrong ?
Revised
Std
Point to Remember
T. Std Qty = S/B.R x A.U
T. Std Cost/Profit = S/B.R x A.U
T. Std Units = S/B.R x AU
Operating
Variance
Actual
November 11
14
Summary 13
Based on
bottlenecks and
non bottlenecks
1. Indentify bottlenecks
and non bottlenecks
2. Plan for bottlenecks
TOC
How to maximize
operating profit
3. Plan for non bottlenecks
4. Remove the bottlenecks
Five steps of
Guidelines
November 11
Manage &
Optimize in
the short
term
5. Repeat the steps
Improve and
continuously
develop in
the long
term
15
Summary 14
1. Indentify bottlenecks
and non bottlenecks
Accounting
Techniques
1. Recourse
Utilization rate
2. Maximum
production units
Resource required
Resource available
Total resource
per product time
TOC
2. Plan for bottlenecks
Accounting
Techniques
Throughput
Accounting
Throughput per time period

used to rank and identify the best product from
the bottleneck resource
Similar to
contribution per
limiting factor
But assumes;
only true variable
cost is DM
But as a secondary measure = TA ratio

to identify whether the product covers other costs needed in conversion
Throughput (value added/return) per time period
Conversion (factory) cost per time period
November 11
16
Summary 15
Traditional/JIC
* No. of functional departments in production

* Specialized workers and high supervision
* High inventories
Goals:
Elimination of non value adding activities
Zero inventory/Breakdown/Defects
100% on time delivery
Batch size of one
Manufacturing
Modern/JIT
* Production @ one place = cell

and in U shape = cellular layout
* Multi-skilled workers and less supervision
* Less inventories
JIT: required items / quality / quantities / @ precise time

JIT Production: production = demand-pull basis
JIT Purchasing: usage of materials = delivery of materials
November 11
17
Summary 16
Traditional/JIC
Sequential Tracking Accounting

Accounts prepared by tracking the production process
Inventory valuation is emphasized
Types of
Manufacturing
&
Relevant Accounting
Modern/JIT
Backflush Accounting
Accounting undertaken after the events & working back

Inventory valuation is not important
Points to remember:
* Entries made at trigger points
* M and CC recorded @ actual when incurred
* M and CC applied @ std
* Any difference in CC taken to COG a/c
November 11
18
Summary 17
Traditional = Quality Control
Quality
Get it right first

Continues improvement
Competitive benchmarking
Employee empowerment and team work
Supplier quality
Modern = Quality Management

= TQM
November 11
Setting quality standards and compliance

Monitored through QC dept.
Everyone
Continual effort to improve
Customer satisfaction
Quality Cost Classifications:

Appraisal / Prevention = Compliance costs
Internal / External failure = Non compliance costs
19
Summary 18
CAD & CAM = designing & production through computer technology
FMS = producing range of products / Integrated computer system
EDI = customers & suppliers electronically linked
AMT = CAD/CAM/FMS/EDI +
Normally undertaken with JIT & TQM = AMT environment
Modern Other
Techniques
MRP I = System..based on production schedule..materials needed

identified.. adequate amounts available when needed
MRP II = System..based on production schedule..planning undertaken for
finance, logistics, engineering, marketing..expansion of MRP i
OPT = System..Planning .. + optimize use of bottleneck..maximize
throughput (TOC and TA)
ERP = Accounting oriented system..enterprise wide resource planning..in
delivering orders
November 11
20
Summary 19
Modern Mgt
Accounting
Benchmarking
Main Classification
Alternative Classifications
November 11
Attempt in identifying outside best

organization can compare its performance
to improve its performance.
Internal = within the same ownership

External = with different ownership
Functional = same functions

Competitive = same industry
Strategic = for strategic purpose
21
Summary 20
collection, analysis and assessment
What ? corrective management action
external reporting
Tangible (current costs)
Intangible/contingent (possible costs)
Environment
Accounting
Types of Cost ?
Internal failure
External failure
For pricing
For regulatory requirements
For reputation
Why ?
For cost savings
Absorption costing = a flat rate used.
How ?
ABC = more correct allocation through multiple rate use

based on multiple cost drivers of multiple activities.
LC costing = spreading cost based on LC (not only based on
the particular time period the cost was incurred). & allows
better anticipation of costs.
November 11
22
Unit 02
Budgeting
November 11
23
Summary 01
Why ?
Planning
Control & Performance Evaluation
Motivation
Communication and Coordination
Too many
purposes
Any conflicts ?
Budgeting
Mainly balancing the
challenging and
achievability
Top down / Imposed
How ?
Main approaches
Bottom up / Participatory
B. Committee
Oversees / Responsible for
budgeting
November 11
B. Manual
Budget holder
Set of docs giving
Party responsible
info.
Sugeeth
Patabendige @ Wisdomfor achieving
Budget Slack
Overestimation or
underestimation
24
Summary 02
Incremental / Traditional
Budgeting
Rolling
How ?
Alternative Methods
ZBB
Last period budget/actual ++
When a sub period is over (earliest

period) equal sub period added from next
year
Start all new = Zero based

Items taken are Justified & Prioritized
How to implement ?
Options identified (Decision packages)
Cost benefit analysis
Allocate resources
Method of budget preparation for non profit

makers.
PPBS
1. Identify long term objectives
2. Identify program
How to measure performance?
3. Cost benefit analysis of each and allocate
Use Value for Money
resources to the best
(Economical / Efficiency / Effectiveness)
4. @Reevaluation
November 11
Sugeeth Patabendige
Wisdom
25
Summary 03
Budgeting
How ?
The Actual Preparation
Getting the figures
Graphically =
Scatter diagram
method
Identifying the relationship How to
between two variables and identify the
extending the relationship relationship
to get the forecast
Mathematically
Least square
regression
Y = a+bx
Regression
Forecasting
Time Series
T
S
Identify reasons for
past information & Reasons?
the reasons are used
C
to forecast
November 11
Additive = Y-T
Should add up to 0
Multiplicative = Y/T
Should add up to 4
Assumed as
negligible
26
Summary 04
Functional Budgets
Budgeting
Mainly
Production
department
budgets
How ?
The Actual Preparation
Cash Budget
For other
departments
any appropriate
format
Getting the figures

Organizing the figures
Master Budgets
Starts with the key/principle
budgetary factor
November 11
Budgeted P&L
Budgeted
Balance sheet
Budgeted Cash
flow statement
27
Summary 05
Keeping things under control through
What?
continues comparison
Leading to management by exception
Budgeting
By comparing actual to plan
Control
&
Performance Evaluation
How?
If the planning & actual activity levels are different

: a flexed budget prepared
Flex = BVR x AAL + BFC
* Use high-low
When?
Feedback:
end of the period (Actual results to Budget )
Feed forward:
beginning of the period (Forecasted actual results to Budget)
November 11
28
Unit 03
Project Appraisal
November 11
29
Summary 01
Project Appraisal / Analysis & Acceptance
1. Identify relevant Information
2. Analyze
3. Accept or reject
Modern / DCF methods
Basic / Traditional / Non

DCF methods
Pay back
Cash
taken
Time taken to cover the

initial investment from
operational cash flow
November 11
ARR
Main Difference
Only non cash
item assumed
is depreciation
Profit
taken
T. Cash - T. Dep.
No. of years
Average PBIT
Initial / Average investment
Investment + Scrap value/2

30
Summary 02
NPV
(Initial Investment) + PV of Future cash flows

Individual DCF
(Table 01)
Project Appraisal
Working Capital
Cumulative/Annuity DCF
(Table 02)
- Part of the Initial Investment

- Taken as an inflow in the last year
Modern / DCF methods

1. Actual rate the project is earning
(internal rate earned)
IRR
&
2. Rate @ which NPV = 0
(Initial Investment = PV of Future cash flows)
How to calculate = Graphically / Formula
A + (B-A * a/a-b)
November 11
31
Summary 03
Gross PI =
PV of FCF
Initial Investment
Net PI =
NPV
Initial Investment
Project Appraisal
Profitability Index
Modern /
DCF methods
ratio of
PV / NPV to
Investment
Making NPV
a relative
measure
Discounted Payback
Method
November 11
Time taken to cover the

initial investment from
discounted cash flow
32
Summary 04
Project Appraisal
Advance
with
NPV
Low Inflation
Inflation
Cash flows
Forecasting based on
now situation
High Inflation
DCF
Market determined
No
inflation
High inflation
component
Mismatch of information
Two options
1. Monetary/Nominal Concept
Cash flows x Inflation
DCF = (1+MR) = (1+RR)(1+IR)
2. Real Concept
Cash flows
DCF = (1+MR) = (1+RR)(1+IR)
With multiple inflation rates

November 11
this is a better option
33
Summary 05
Project Appraisal
Advance
with
NPV
Cash flow
Gets reduces
Tax
But how to
calculate tax
Excluding
Depreciation
Taxable profit
(Accounting profit
or NCF)
Less : Capital Allowance
Net Taxable profit x Tax%
= Tax
Excluding:
IC, WC, SV
Tax deduction =
Incentive given by
the Govt. to motivate
investors
Normally paid
this year next year
DCF
November 11
Pre Tax COC

Less: Tax Savings
Post Tax COC
34
Summary 06
Project Appraisal
If no. options
are available
Which option is the best ?

But options are with unequal life periods
Advance
with
NPV
Bring options to same level through

Annual equivalent method
Asset
Replacement
Information
available is:
Cost or Cost
savings
If only one option

is available
How frequently to replace ?
Bring options to same level through

Annual equivalent method
November 11
35
Summary 07
Project Appraisal
Advance
with
NPV
Capital
Rationing
Divisible Projects
(we can break down
projects)
Use PI to identify the best
Capital is a limiting factor

Trial and Error method
Indivisible Projects
(all or nothing projects)
November 11
Identify possible
combinations
Identify the best fit to
capital available and
the best NPV giver
36
Summary 08
Project
Appraisal
Long term decision making
Origination of proposal
Initial screening
Analysis & Acceptance
What ?
Monitoring & reviewing
objective independent assessment

success of a capital project in relation to plan
feedback to managers
Content ?
A summary of the plan, the actual outcomes,
the deviations (Financial and nonfinancial)
And the lessons learned
(Types/Classifications) Why?
Improve the long term decision making process

Improve the performance of future projects
For project control (if done after the initial investment)
November 11
Post Completion Audit

PCA
Continue ?
what's the new NPV
Vs
Discontinue ?
What's the NRV
If there are overspendings:
Continue or discontinue ?
37
Unit 04
Risk & Uncertainty
November 11
38
Summary 1
Uncertainty
&
Risk
November 11
Why ?
In decision making the items taken in analysis is

uncertain so the conclusions are also uncertain and risky
What ?
Possibility that actual

outcome being different to
the expected
Uncertainty
No prior experience
No statistical evidence
In Theory
Risk
Prior experience
Statistical evidence
No. of options:
-Probabilities
-Probabilities / Decision Trees
How to tackle ?
-Data tables
-Alternative Criteria
-Sensitivity analysis
39
Summary 2
Uncertainty
&
Risk
How to tackle ?
01.
Assigning
Probabilities
How possible are

those outcomes
(probabilities)
Possible
Outcomes
(Variables)
AV
x i /n
X
=
=
Return
EV
pi x i
Which depends on the

decision makers characteristics
Risk Averse
Risk Seekers
Risk Neutral
Deviation between
actual outcomes
possible and
expected outcome is
the risk
November 11
SD = p (x ) 2
i
Sugeeth Patabendige @i Wisdom
Decision
making base on
Risk and Return
tradeoff
Risk
40
Summary 3
No. of items uncertain
&
some based on others
Uncertainty
&
Risk
02. Decision Trees
How to tackle ?
Assigning
Probabilities
Need to identify
Decision points
&
Outcome points
Decision making is on EV
Two methods possible: Forward & Backward
What are possible

outcomes: when variables
are changing
03. Data tables
November 11
Possible outcome:
with one variable changing
= One way data table
Possible outcome:
with two variable changing
= Two way data table
41
Summary 4
Uncertainty
&
Risk
How to tackle ?
Types
04.
Alternative Criteria
Maximin
Maximax
Minimax
Regret
November 11
Assumption
Decision
Worst will
Select the
happen
best out of worst
Best will
Select the best
happen
out of best
I have made the
Select the minimum
incorrect decision &

what is my regret
(after the event)
out of maximum
regret possible
42
Summary 5
Uncertainty
&
Risk
How to tackle ?
No. of Options?
EV of the decision without info.

(Highest EV giving option)
But
can we bring a
consultant to
takeout the risk and
uncertainty
November 11
Value of Information
To make better decisions

what is the price of info. ?
Vs.
EV of the decision with
consultants perfect info.
43
Summary 6
Identify the item/items

Take the PV of those cash flows
NPV to go to zero what should happen?
The change needed as a percentage of the
current PV/COC of the item.
Uncertainty
&
Risk
How to tackle ?
05.
Sensitivity
Analysis
Normally sensitivity is:

What is the change to a net
outcome as for a change in a
variable ?
November 11
How?
As for
NPV
For the decision maker to change the decision

Extent to which each individual element change
To Identifies the most critical elements
How to interpret ?
Higher the % = unlikely to happen
Lower the % = more likely to happen
Control the more likely ones more
44
Unit 05
Working Capital Management
November 11
45
Summary 01
Internal view point = Capital needed for day to day operations
Working Capital
Management
External view point = Current Assets Current Liabilities

Making adequate resources available for day to day operations.
1. Investment Function
Identify the amounts needed:

No. of factors to be looked at
There are two main functions
2. Financing Function
November 11
Getting the needed

working capital
46
Summary 02
General Information:
Large/Small,
Manufacturing/Services,
Retailers/Wholesalers,
Stable/Growth
Normal/Seasonal Demand
Manufacturing technology (JIC or JIT)
Credit policies / Operating efficiency
Working Capital
Management
1. Investment Function
How to identify ?
Shows Overcapitalized
Liquidity Ratio
or
= CR & QR
(Undercapitalized) overtrading
Working Capital Cycle (WCC)

Time taken for cash to get to
cash through operations
+ Inventory time (RM/WIP/FG)
+ Receivable time
- Payable time
Working Capital
Ratios
commitments in excess of its available resources

& lengthy working capital cycle.
Too much too quickly with too little long term capital.
November 11
Activity /Efficiency Ratios

= ITD / RTD / PTD
Also used to calculate WCC
47
Summary 03
Aggressive
Permanent capital = LTS + STS
Temporary capital = STS
Working Capital
Management
2. Financing Function
Three working capital policies

How to finance ?
Short term sources (STS)
or
Long term sources (LTS)
Moderate
Permanent capital = LTS
Temporary capital = STS
Conservative
Permanent capital = LTS
Temporary capital = LTS+STS
November 11
48
Summary 04
Working Capital
Management
:Advance
Cash
Management
What is the amount of cash needed ?

1. Direct (from cash budget)
2. Indirect (from financial statements)
If there is a cash deficit ?
If there is a cash surplus?
Spontaneous (from: receivables/payables/cheque float)

OD
Loan (Short / Medium(Term or interest only) / long)
Factoring (Advance / Full factor /
Guaranteed settlement/ Confidential invoice discounting)
Arrangement..with a factoring company..advances a % of
receivables.. commission/interest to be paid
In Export Trade
Export Factoring
Bill of Exchange
Written acknowledgement..of debt..negotiable document
Document Credit/LC
Imp. gets its bank to issue..to Exp. bank..Advance possible
Forfaiting
Imp. gives upfront cash and promissory notes.. Exp. gets
the promissory notes discounted..No recourse
T Bills / Bonds
Bank deposits
Certificate of deposits
Numbered accounts
November 11
Money Market A/C

Bank a/c..only to invest in
Money Mkt..higher minimum
balance needed
Local authority deposit/bond
Commercial Paper/Corporate
Bonds
Short/Long term borrowing..By
blue-chip companies
49
Summary 05
Cash
Management
Deficit Mgt
= Borrower
Borrower
or Lender
@What Price?
@What Rate?
or
Surplus Mgt
= Lender
Short Term Security
Long Term Security
Price/Loan = Total Value Interest

Price/Loan for a given security
Interest
&
Redemption/Maturity value
FV (1 i t)
y
PV of Future cash flow
Interest Yield
Earnings
Current Mkt. value of the security
November 11
Yield to Maturity
What the security really
earns in the long term = IRR
Before IRR a rough calculation
is done to identify suitable
DCFs to getter a more correct
50
IRR
Summary 06
Receivables Management
&
Payable Management
Cash Discount to be
given or Taken ?
Age analysis ?
Price of giving or taking

a cash discount
From now to old:

the credit
information identified
A = (FV/PV) y/t - 1
Considered as
A cost to the seller
A benefit to the buyer
&
Compared with alternative options
November 11
51
Summary 07
How to Manage ?
Two bin system
Reorder level system
Periodic review system
Mix system
JIT purchasing
Inventory
Management
Optimum Inventory ?
The EOQ formula
Quantity discount to take or not to take?
Total cost of inventory

@ normal EOQ
November 11
Vs.
Total cost of inventory

@ qty discount achievable qty
52

Theory Revision PO For India

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Performance Operations (p1)

Theory Revision Pack

Sugeeth Patabendige @ Wisdom

Sugeeth Patabendige @ Wisdom

*OAR calculated using direct bases

Sugeeth Patabendige @ Wisdom

In Marginal FPOH is deducted from the relevant period

Sugeeth Patabendige @ Wisdom

Budgeted Gross x Budgeted - Budgeted

Less- cost of sales

Non production cost

Sugeeth Patabendige @ Wisdom

Budgeted Contribution x Budgeted - Budgeted fixed

Less- cost of sales

Variable non production cost

Sugeeth Patabendige @ Wisdom

Not suited for modern

Cost per Driver

Sugeeth Patabendige @ Wisdom

The required activities forecasted

To Manage the organization

Sugeeth Patabendige @ Wisdom

Developing Standards depends on:

No. of problems when applying:

the success of STD

Used by: Health care funding

Bud. Profit = use the formula

Bud. Profit = use the formula

Bud. Cont. = use the formula

Starts with standard cost (BRxAQ)

Sugeeth Patabendige @ Wisdom

2. Std price - WAP

(Std Mix Actual Mix) x

Sugeeth Patabendige @ Wisdom

Sales types together taken

Sugeeth Patabendige @ Wisdom

Sugeeth Patabendige @ Wisdom

3. Plan for non bottlenecks

4. Remove the bottlenecks

5. Repeat the steps

Sugeeth Patabendige @ Wisdom

2. Plan for bottlenecks

Throughput per time period

But as a secondary measure = TA ratio

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* No. of functional departments in production

* Production @ one place = cell

JIT: required items / quality / quantities / @ precise time

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Sequential Tracking Accounting

Accounting undertaken after the events & working back

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Traditional = Quality Control

Get it right first

Modern = Quality Management

Setting quality standards and compliance

Quality Cost Classifications:

MRP I = System..based on production schedule..materials needed

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Attempt in identifying outside best

Internal = within the same ownership

Functional = same functions

Sugeeth Patabendige @ Wisdom