
- •Lecture Notes b.Devlin
- •Introduction
- •Management accounting
- •1 Financial accounting.
- •2 Management accounting
- •To provide information about product costing to be used in financial
- •To provide information for planning, controlling and organising.
- •To ascertain the cost of a product. This information is used to value stock which is required for external reporting .
- •To assist management in the decision-making process.
- •Marginal costing
- •Decision making
- •In the short-run all fixed costs remain unchanged and therefore treated as irrelevant.
- •Variable overhead
- •2 Shut-down decisions
- •3 Make or Buy
- •Variable overheads £2
- •Variable cost of production £7
- •Variable overhead £2
- •4 Limiting factor decisions
- •5 Profit Planning or cost profit volume analysis
- •Cost volume profit analysis
- •It is possible to ascertain these by using a break-even chart or by using formulae.
- •Budgeting
- •1. Sales Budget 19x0
- •Production budget 19x0
- •3. Materials Usage Budget 19x0 (Component usage)
- •4. The Material Purchase Budget 19x0
- •Cash summary December 19x0
- •Depreciation never appears in a cash budget as it is a non-cash expense.
- •In respect to credit transactions time lags have to be built into the cash budget
- •It is useful to have a memo column to record items which will appear in the balance sheet if required. Budgeted Profit and Loss Account for six months ending 30 June 19x1
- •Budgeted Balance Sheet as at 30 June 19x1
- •Investment appraisal methods
- •1 Payback
- •2 Accounting rate of return
- •Investment appraisal compares the cash outflows with the cash returns from the project and these cash flows take place over a lengthy period of time.
- •3 Net Present Value
- •6 Profitability Index
- •The costing
- •Overheads
- •Indirect materials used in Dept. B £35,000
- •Insurance of machinery £5,000
- •In the absorption stage an overhead recovery (absorption) rate (oar) is calculated. The formula used is:
- •30,000 Machine hrs.
- •35,000 Labour hrs.
- •In recent years there has been criticism of the traditional system of costing for overheads ( Kaplan & Cooper ). Traditional cost systems were designed when:
- •Information processing costs were high;
- •Inspection cost:
- •Standard costing
- •Variances represent the differences between standard costs and actual costs. The standard cost is what the cost is estimated to be and this is compared to what the cost is actually.
- •Variable Overhead Variance
- •Variable overhead efficiency variance
- •Responsibility accounting
- •It is a ‘ system of accounting that segregates revenues and costs into areas of personal responsibility in order to assess the performance attained by persons to whom authority has been assigned’.
- •Net Residual Income
It is possible to ascertain these by using a break-even chart or by using formulae.
Let us look at a basic accounting equation ie.
Sales - Total costs = Profit
or
Sales - ( Variable costs - Fixed costs ) = Profit
then
Sales - Variable costs = Contribution
Contribution is the excess of sales over variable costs and it represents the surplus available to meet the fixed costs. Once the fixed costs have been met any contribution left is profit.
At the break-even point the sales revenue generated covers the total costs and no more.
At the break-even point the contribution is sufficient to meet the fixed costs.
Contribution = Fixed costs
BEP = Fixed Costs
Contribution per Unit
P/V or C/S ratio = Contribution X 100
Sales
The P/V ratio indicates the % of contribution to sales.
Formulae:
1 Break-even point = Fixed costs/ Contribution per unit
2 Margin of safety = Break-even point(units) - The Expected Sales
3 Sales(units) to achieve a profit Fixed costs + Target profit
-----------------------------------
Contribution per unit
4 Profit volume ratio = Contribution x 100
----------------------------
Sales revenue
5 The Operating Gearing = Contribution / Profit
It is possible to present the profit volume relationship in a chart, a profit-volume chart. This chart dispenses with the need to draw cost and revenue lines and concentrates on the relationship between profit and output.
Revenues
and
Costs (£)
Output (units)
A break-even chart
P
rofit
Output (units)
Loss
Limitations of cost volume profit analysis.
CVP analysis is based on a number of simplistic assumptions about cost behaviour which undermine the model’s effectiveness.
1 Costs can be divided into fixed and variable costs but in reality many costs have a fixed and variable element(semi-variable) and may not be easy to divide.
2 There is a linear relationship between output and costs and revenues.
The economists view tends to dispute this and presents a curvilinear
model.
3 The business has only one product or there is a specific constant product
mix.
4 The only factor influencing costs and revenues is output. Other factors
such as production efficiency and production methods may impact on output.
Example:
A company has sales of 120,000 units which sell for £1 with the variable costs 50p per unit. The fixed costs are £40,000. The management want to know the B/P point, the margin of safety and the profit. Solve graphically and by formula.