Kế toán - Kiểm toán - Chapter 11: Standard costs for control: Flexible budgets and manufacturing overhead

Nội dung text: Kế toán - Kiểm toán - Chapter 11: Standard costs for control: Flexible budgets and manufacturing overhead

1. Chapter 11 Standard costs for control: flexible budgets and manufacturing overhead Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
2. Flexible budgets s Used to control overheads s A detailed budget that is prepared for a range of levels of activities ÙCompared to a static budget which relates to one specific planned level of activity s Often restricted to the practice of flexing overhead costs to various levels of activity 2
3. Advantages of flexible budgets s Allows us to select the most appropriate benchmark for cost control s Provides the correct basis for comparing actual and expected costs, for the actual level of activity 4
4. Input measures and output measures s Units of output are not usually a meaningful measure of the level of activity in a multiproduct firm s Output can be measured as the standard quantity of input allowed, given actual output 5
5. Flexible overhead budget s Flexible budget report: shows flexible overhead budgets at various levels of activity s Formula flexible budget: allows us to calculate total overhead at various levels of activity using a formula 6
6. Flexible overhead budget 7
7. Overhead application in a standard costing system s Overhead is applied to inventory using the standard overhead rate ÙBased on the standard quantity of input allowed, given actual output s The activity chosen for the standard overhead rate should be a cost driver ÙAny activity or factor that causes cost to be incurred 9
8. Calculating variable overhead variances s Flexible budgets provide a tool for controlling manufacturing overhead costs s Four overhead variances can be calculated to compare the actual overhead cost incurred with the flexible budget 10
9. Calculating variable overhead cost variances s Variable overhead spending variance ÙA measure of the difference between the actual variable overhead and the standard variable overhead rate multiplied by actual activity = Actual variable overhead - (AH x SVR) Where AH = actual direct labour hours SVR = standard variable overhead rate continued 11
10. Calculating variable overhead cost variances s Variable overhead efficiency variance ÙA measure of the difference between the actual activity and the standard activity allowed, given the actual output multiplied by the standard variable overhead rate = SVR (AH – SH) Where SH = standard direct labour hours allowed for actual output 12
11. Interpreting variable overhead variances s Spending variance ÙActual cost of variable overhead is greater/less than expected, after adjusting for the actual quantity of cost driver used ÙUsed to control variable overhead s Efficiency variance ÙThe cost effects of excessive or low use of the particular activity (cost driver) s The spending variance is the real control variance for variable overhead 14
12. Calculating fixed overhead variances s Fixed overhead budget variance ÙThe difference between actual fixed overhead and budgeted fixed overhead = actual fixed overhead - budgeted fixed overhead continued 15
13. Calculating fixed overhead variances s Fixed overhead volume variance ÙThe difference between budgeted fixed overhead and fixed overhead applied to production = budgeted fixed overhead - applied fixed overhead 16
14. Interpreting fixed overhead variances s Fixed overhead budget variance ÙUsed for control ÙAssumes fixed overhead will not change as activity varies s Fixed overhead volume variance ÙStandard cost driver allowed for actual output is more/less than the planned level of production ÙReconciles the two purposes of costing systems: product costing and cost control 18
15. Standard costs for product costing s Costs of direct material, direct labour and manufacturing overhead are all charged to inventory at standard costs, not actual costs s Variances are closed off at end of accounting period ÙTo cost of goods sold expense, or prorate between WIP, FG and COGS 20
16. Criticisms of standard costing s Variances are too aggregated and concentrate on consequences rather than the causes of problems s Variance reports are too late to be useful s Standard costing systems tend to focus too heavily on cost minimisation continued 21
17. Criticisms of standard costing s Standard costing systems take a departmental perspective rather than a process perspective s Too much emphasis is placed on the cost and efficiency of direct labour s Overhead variances give limited cost control information continued 22
18. Criticisms of standard costing s Does not explicitly encourage continuous improvement s Standard costs become outdated quickly due to shorter product life cycles s Standard costing systems do not capture the full costs of materials 23
19. Advantages of standard costing s Provides a good basis for cost comparisons s Enables managers to use management by exception s Provides a basis for performance evaluation and determining bonuses continued 24
20. Advantages of standard costing s Participation in setting standards and assigning responsibility can have motivational effects on employees s May lead to more stable product costs compared to using actual costs s Can be used for external reporting 25
21. Activity-based budgeting s A process of building up budgets from the major activities of the business s Uses principles of ABC to estimate a firm’s future demand for resources s ABB works in reverse to ABC ÙStart with analysis of the market, estimate of sales demand, estimate production activities, required level of production and resources 26
22. Activity-based budgeting s Inaccuracies in ABB 1. Spending versus consumption of resources Ù The cost of unused resources are not included in ABC product costs 2. Estimates of non-manufacturing activities may be distorted 3. Shared resources may not be accounted for accurately 4. Information requirements for ABB are high compared to traditional budgeting systems continued 29
23. Activity-based budgeting s Performance evaluation under ABB ÙNeed to compare actual activity costs to budgeted costs ÙBudgeted costs should be based on flexible budgets which show the budgeted cost of activities as various cost drivers change ÙSuch flexible budgets have the potential to be very complex 30