Profit Planning

Chapter 07

PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
McGraw-Hill/Irwin

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

The Basic Framework of Budgeting

A budget is a detailed quantitative plan for
acquiring and using financial and other resources
over a specified forthcoming time period.
1. The act of preparing a budget is called
budgeting.
2. The use of budgets to control an
organizations activities is known
as budgetary control.

7-2

Planning and Control

Planning
Planning

involves
involves developing
developing
objectives
objectives and
and
preparing
preparing various
various
budgets
budgets to
to achieve
achieve
those
those objectives.
objectives.

Control
Control

involves
involves the
the steps
steps taken
taken by
by
management
management to
to increase
increase
the
the likelihood
likelihood that
that the
the
objectives
objectives set
set down
down while
while
planning
planning are
are attained
attained and
and
that
that all
all parts
parts of
of the
the
organization
organization are
are working
working
together
together toward
toward that
that goal.
goal.

7-3

Advantages of Budgeting
Define goals
and objectives
Think about and
plan for the future

Communicate
plans
Coordinate
activities

Advantages

Means of allocating
resources

Uncover potential
bottlenecks

7-4

Responsibility Accounting
Managers should be
held responsible for
those items - and only
those items - that they
can actually control
to a significant extent.
7-5

Choosing the Budget Period

Operating Budget

2011

2012

2013

2014

Operating
Operating budgets
budgets ordinarily
ordinarily
A
continuous
budget
is
aa
A
continuous
budget
is
cover
cover aa one-year
one-year period
period
12-month
budget
that
rolls
12-month
budget
that
rolls
corresponding
to
a
companys
corresponding to a companys forward one month (or quarter)
forward one month (or quarter)
fiscal
year.
Many
companies
fiscal year. Many companies as the current month (or quarter)
as the current month (or quarter)
divide
their
annual
budget
divide their annual budget
is
is completed.
completed.
into
four
quarters.
into four quarters.
7-6

Self-Imposed Budget
Top M anagem ent

M id d le
M anagem ent

S u p e r v is o r

S u p e r v is o r

M id d le
M anagem ent

S u p e r v is o r

S u p e r v is o r

A self-imposed budget or participative budget is a budget that is

prepared with the full cooperation and participation of managers
at all levels.
7-7

Advantages of Self-Imposed Budgets

1.
1. Individuals
Individuals at
at all
all levels
levels of
of the
the organization
organization are
are viewed
viewed as
as
members
members of
of the
the team
team whose
whose judgments
judgments are
are valued
valued by
by top
top
management.
management.
2.
2. Budget
Budget estimates
estimates prepared
prepared by
by front-line
front-line managers
managers are
are
often
often more
more accurate
accurate than
than estimates
estimates prepared
prepared by
by top
top
managers.
managers.
3.
3. Motivation
Motivation is
is generally
generally higher
higher when
when individuals
individuals participate
participate
in
in setting
setting their
their own
own goals
goals than
than when
when the
the goals
goals are
are
imposed
imposed from
from above.
above.
4.
4. A
A manager
manager who
who is
is not
not able
able to
to meet
meet aa budget
budget imposed
imposed
from
from above
above can
can claim
claim that
that itit was
was unrealistic.
unrealistic. Self-imposed
Self-imposed
budgets
budgets eliminate
eliminate this
this excuse.
excuse.
7-8

Self-Imposed Budgets
Self-imposed budgets should be reviewed
by higher levels of management to
prevent budgetary slack.
Most companies issue broad guidelines in
terms of overall profits or sales. Lowerlevel managers are directed to prepare
budgets that meet those targets.

7-9

Human Factors in Budgeting

The success of a budget program depends on three
important factors:
1.Top management must be enthusiastic and
committed to the budget process.
2.Top management must not use the budget to
pressure employees or blame them when
something goes wrong.
3.Highly achievable budget targets are usually
preferred when managers are rewarded based on
meeting budget targets.

7-10

The Master Budget: An Overview

Sales
Sales budget
budget
Ending
Ending inventory
inventory
budget
budget

Direct
Direct materials
materials
budget
budget

Production
Production budget
budget

Direct
Direct labor
labor
budget
budget

Selling
Selling and
and
administrative
administrative
budget
budget
Manufacturing
Manufacturing
overhead
overhead budget
budget

Cash
Cash budget
budget
Budgeted
Budgeted
income
income
statement
statement

Budgeted
Budgeted
balance
balance sheet
sheet
7-11

Budgeting Example
Royal Company is preparing budgets for the
quarter ending June 30th.
Budgeted sales for the next five months are:

April
May
June
July
August

20,000 units
50,000 units
30,000 units
25,000 units
15,000 units

The selling price is $10 per unit.

7-12

The Sales Budget

The individual months of April, May, and June are
summed to obtain the total budgeted sales in units
and dollars for the quarter ended June 30 th

7-13

Expected Cash Collections

All sales are on account.
Royals collection pattern is:
70% collected in the month of sale,
25% collected in the month following sale,
5% uncollectible.

In April, the March 31st accounts receivable

balance of $30,000 will be collected in full.

7-14

Expected Cash Collections

7-15

Expected Cash Collections

From
From the
the Sales
Sales Budget
Budget for
for April.
April.

7-16

Expected Cash Collections

From
From the
the Sales
Sales Budget
Budget for
for May.
May.

7-17

Expected Cash Collections

7-18

The Production Budget

Sales
Budget
d
e
and
et
l
p
Expected
m
o
C
Cash
Collections

Production
Budget

The production budget must be adequate to

meet budgeted sales and to provide for
the desired ending inventory.
7-19

The Production Budget

The management at Royal Company wants
ending inventory to be equal to 20% of the
following months budgeted sales in units.

On March 31st, 4,000 units were on hand.

Lets prepare the production budget.

7-20

The Production Budget

7-21

The Production Budget

March 31
ending inventory.
7-22

The Production Budget

7-23

The Production Budget

Assumed ending inventory.

7-24

The Direct Materials Budget

At Royal Company, five pounds of material are

required per unit of product.

Management wants materials on hand at the

end of each month equal to 10% of the

following months production.

On March 31, 13,000 pounds of material are

on hand. Material cost is $0.40 per pound.

Lets prepare the direct materials budget.

7-25

The Direct Materials Budget

From
From production
production budget.
budget.
7-26

The Direct Materials Budget

7-27

The Direct Materials Budget

March 31 inventory.

10% of following months

production needs.

Calculate the materials to

be purchased in May.
7-28

The Direct Materials Budget

7-29

The Direct Materials Budget

Assumed ending inventory.

7-30

Expected Cash Disbursement for

Materials
Royal pays $0.40 per pound for its materials.
One-half of a months purchases is paid for in the

month of purchase; the other half is paid in the

following month.

The March 31 accounts payable balance is

$12,000.

Lets calculate expected cash disbursements.

7-31

Expected Cash Disbursement for

Materials

7-32

Expected Cash Disbursement for

Materials

Compute the expected cash

disbursements for materials
for the quarter.
140,000 lbs. $0.40/lb. = $56,000

7-33

Expected Cash Disbursement for

Materials

7-34

The Direct Labor Budget

At Royal, each unit of product requires 0.05 hours (3 minutes)

of direct labor.
The company has a no layoff policy so all employees will be

paid for 40 hours of work each week.

For purposes of our illustration assume that Royal has a no

layoff policy and workers are paid at the rate of $10 per hour
regardless of the hours worked.
For the next three months, the direct labor workforce will be

paid for a minimum of 1,500 hours per month.

Lets prepare the direct labor budget.

7-35

The Direct Labor Budget

From production budget.

7-36

The Direct Labor Budget

7-37

The Direct Labor Budget

Greater
Greater of
of labor-hours
labor-hours required
required
or
or labor-hours
labor-hours guaranteed.
guaranteed.
7-38

The Direct Labor Budget

7-39

Manufacturing Overhead Budget

At
At Royal,
Royal, manufacturing
manufacturing overhead
overhead is
is applied
applied to
to units
units of
of
product
product on
on the
the basis
basis of
of direct
direct labor-hours.
labor-hours.
The
The variable
variable manufacturing
manufacturing overhead
overhead rate
rate is
is $20
$20 per
per direct
direct
labor-hour.
labor-hour.
Fixed
Fixed manufacturing
manufacturing overhead
overhead is
is $50,000
$50,000 per
per month,
month, which
which
includes
includes $20,000
$20,000 of
of noncash
noncash costs
costs (primarily
(primarily depreciation
depreciation of
of
plant
plant assets).
assets).
Lets
Lets prepare
prepare the
the manufacturing
manufacturing overhead
overhead budget.
budget.

7-40

Manufacturing Overhead Budget

Direct
Direct Labor
Labor Budget.
Budget.

7-41

Manufacturing Overhead Budget

Total mfg. OH for quarter $251,000

= $49.70 per hour *
Total labor-hours required 5,050

* rounded

7-42

Manufacturing Overhead Budget

Depreciation
Depreciation is
is aa noncash
noncash charge.
charge.
7-43

Ending Finished Goods Inventory

Budget

Direct
Direct materials
materials
budget
budget and
and information.
information.
7-44

Ending Finished Goods Inventory

Budget

Direct
Direct labor
labor budget.
budget.

7-45

Ending Finished Goods Inventory

Budget

Total mfg. OH for quarter $251,000

= $49.70 per hour
Total labor-hours required 5,050

7-46

Ending Finished Goods Inventory

Budget

Production
Production Budget.
Budget.

7-47

Selling and Administrative Expense

Budget
At Royal, the selling and administrative expense budget is

divided into variable and fixed components.

The variable selling and administrative expenses are $0.50

per unit sold.

Fixed selling and administrative expenses are $70,000 per

month.

The fixed selling and administrative expenses include $10,000

in costs primarily depreciation that are not cash outflows

of the current month.
Lets prepare the companys selling and administrative
expense budget.

7-48

Selling and Administrative Expense

Budget

Calculate the selling and administrative

cash expenses for the quarter.

7-49

Selling Administrative Expense Budget

7-50

Format of the Cash Budget

The cash budget is divided into four sections:
1. Cash receipts section lists all cash inflows excluding cash
received from financing;
2. Cash disbursements section consists of all cash payments
excluding repayments of principal and interest;
3. Cash excess or deficiency section determines if the
company will need to borrow money or if it will be able to
repay funds previously borrowed; and
4. Financing section details the borrowings and repayments
projected to take place during the budget period.
7-51

The Cash Budget

Assume the following information for Royal:
Maintains

a 16% open line of credit for $75,000

Maintains

a minimum cash balance of $30,000

Borrows

on the first day of the month and repays

loans on the last day of the month

Pays

a cash dividend of $49,000 in April

Purchases

$143,700 of equipment in May and

$48,300 in June (both purchases paid in cash)

Has

an April 1 cash balance of $40,000

7-52

The Cash Budget

Schedule
Schedule of
of Expected
Expected
Cash
Cash Collections.
Collections.

7-53

The Cash Budget

Schedule
Schedule of
of Expected
Expected
Cash
Cash Disbursements.
Disbursements.
Direct
Direct Labor
Labor
Budget.
Budget.
Manufacturing
Manufacturing
Overhead
Overhead Budget.
Budget.
Selling
Selling and
and Administrative
Administrative
Expense
Expense Budget.
Budget.
7-54

The Cash Budget

Because
Because Royal
Royal maintains
maintains
aa cash
cash balance
balance of
of $30,000,
$30,000,
the
the company
company must
must borrow
borrow
$50,000
$50,000 on
on its
its line-of-credit.
line-of-credit.

7-55

The Cash Budget

Because
Because Royal
Royal maintains
maintains
aa cash
cash balance
balance of
of $30,000,
$30,000,
the
the company
company must
must borrow
borrow
$50,000
$50,000 on
on its
its line-of-credit.
line-of-credit.

Ending
Ending cash
cash balance
balance for
for April
April
is
is the
the beginning
beginning May
May balance.
balance.
7-56

The Cash Budget

7-57

The Cash Budget

$50,000
$50,000 16%
16% 3/12
3/12 == $2,000
$2,000
Borrowings
Borrowings on
on April
April 11 and
and
repayment
repayment on
on June
June 30.
30.

7-58

The Budgeted Income Statement

Cash
Budget
m
o
C

pl

ed
t
e

Budgeted
Income
Statement

With interest expense from the cash

budget, Royal can prepare the budgeted
income statement.
7-59

The Budgeted Income Statement

Sales
Sales Budget.
Budget.
Ending
Ending Finished
Finished
Goods
Goods Inventory.
Inventory.
Selling
Selling and
and
Administrative
Administrative
Expense
Expense Budget.
Budget.
Cash
Cash Budget.
Budget.

7-60

The Budgeted Balance Sheet

Royal reported the following account
balances prior to preparing its budgeted
financial statements:

Land - $50,000
Common stock - $200,000
Retained earnings - $146,150 (April 1)
Equipment - $175,000
7-61

7-62

Beginning balance
Add: net income
Deduct: dividends
Ending balance

$146,150
239,000
(49,000)
$336,150

7-63

End of Chapter 07

7-64