UNIT – I

MANAGEMENT ACCOUNTING

INTRODUCTION:

A business enterprise must keep a systematic record of what happens from day-
tot-day events so that it can know its position clearly. Most of the business
enterprises are run by the corporate sector. These business houses are required
by law to prepare periodical statements in proper form showing the state of
financial affairs. The systematic record of the daily events of a business leading
to presentation of a complete financial picture is known as accounting. Thus,
Accounting is the language of business. A business enterprise speaks through
accounting. It reveals the position, especially the financial position through the
language called accounting.

MEANING OF ACCOUNTING:

Accounting is the process of recording, classifying, summarizing, analyzing and

interpreting the financial transactions of the business for the benefit of
management and those parties who are interested in business such as
shareholders, creditors, bankers, customers, employees and government . Thus, it
is concerned with financial reporting and decision making aspects of the
business.

The American Institute of Certified Public Accountants Committee on

Terminology proposed in 1941 that accounting may be defined as, “The art of
recording, classifying and summarizing in a significant manner and in terms of
money, transactions and events which are, in part at least, of a financial
character and interpreting the results thereof”.
BRANCHES OF ACCOUNTING:

Accounting can be classified into three categories:

1. Financial Accounting
2. Cost Accounting, and
3. Management Accounting
FINANCIAL ACCOUNTING:

The term „Accounting‟ unless otherwise specifically stated always refers to

„Financial Accounting‟. Financial Accounting is commonly carries on in the
general offices of a business. It is concerned with revenues, expenses, assets and
liabilities of a business house. Financial Accounting has two-fold objective, viz,

1. To ascertain the profitability of the business, and

2. To know the financial position of the concern.

NATURE AND SCOPE OF FINANCIAL ACCOUNTING:

Financial accounting is a useful tool to management and to external users such

as shareholders, potential owners, creditors, customers, employees and
government. It provides information regarding the results of its operations and
the financial status of the business. The following are the functional areas of
financial accounting:-

1. Dealing with financial transactions:

Accounting as a process deals only with those transactions which are measurable
in terms of money. Anything which cannot be expressed in monetary terms does
not form part of financial accounting however significant it is.
2. Recording of information:

Accounting is an art of recording financial transactions of a business concern.

There is a limitation for human memory. It is not possible to remember all
transactions of the business. Therefore, the information is recorded in a set of
books called Journal and other subsidiary books and it is useful for management
in its decision making process.

3. Classification of Data:

The recorded data is arranged in a manner so as to group the transactions of

similar nature at one place so that full information of these items may be
collected under different heads. This is done in the book called „Ledger‟. For
example, we may have accounts called „Salaries‟, „Rent‟, „Interest‟,
Advertisement‟, etc. To verify the arithmetical accuracy of such accounts, trial
balance is prepared.

4. Making Summaries:

The classified information of the trial balance is used to prepare profit and loss
account and balance sheet in a manner useful to the users of accounting
information. The final accounts are prepared to find out operational efficiency
and financial strength of the business.

5. Analyzing:

It is the process of establishing the relationship between the items of the profit
and loss account and the balance sheet. The purpose is to identify the financial
strength and weakness of the business. It also provides a basis for interpretation.

6. Interpreting the financial information:It is concerned with explaining the

meaning and significance of the relationship established by the analysis. It
should be useful to the users, so as to enable them to take correct decisions.
7. Communicating the results:

The profitability and financial position of the business as interpreted above are
communicated to the interested parties at regular intervals so as to assist them to
make their own conclusions.

LIMITATIONS OF FINANCIAL ACCOUNTING:

Financial accounting is concerned with the preparation of final accounts. The

business has become so complex that mere final accounts are not sufficient in
meeting financial needs. Financial accounting is like a post-mortem report. At
the most it can reveal what has happened so far, but it can not exercise any
control over the past happenings. The limitations of financial accounting are as
follows:-

1. It records only quantitative information.

2. It records only the historical cost. The impact of future uncertainties has
no place in financial accounting.

3. It does not take into account price level changes.

4. It provides information about the whole concern. Product-wise, process-

wise, department-wise or information of any other line of activity cannot
be obtained separately from the financial accounting.

5. Cost figures are not known in advance. Therefore, it is not possible to fix
the price in advance. It does not provide information to increase or
reduce the selling price.

6. As there is no technique for comparing the actual performance with that

of the budgeted targets, it is not possible to evaluate performance of the
business.
 7. It does not tell about the optimum or otherwise of the quantum of profit
made and does not provide the ways and means to increase the profits.

8. In case of loss, whether loss can be reduced or converted into profit by

means of cost control and cost reduction? Financial accounting does not
answer this question.

9. It does not reveal which departments are performing well? Which ones
are incurring losses and how much is the loss in each case?

10. It does not provide the cost of products manufactured

11. There is no means provided by financial accounting to reduce the

wastage.

12. Can the expenses be reduced which results in the reduction of product
cost and if so, to what extent and how? No answer to these questions.

13. It is not helpful to the management in taking strategic decisions like

replacement of assets, introduction of new products, discontinuation of
an existing line, expansion of capacity, etc.

14. It provides ample scope for manipulation like overvaluation or

undervaluation. This possibility of manipulation reduces the reliability.

15. It is technical in nature. A person not conversant with accounting has

little utility of the financial accounts.

COST ACCOUNTING:

An accounting system is to make available necessary and accurate information

for all those who are interested in the welfare of the organization. The
requirements of majority of them are satisfied by means of financial accounting.
However, the management requires far more detailed information than what the
conventional financial accounting can offer. The focus of the management lies
not in the past but on the future.

For a businessman who manufactures goods or renders services, cost accounting

is a useful tool. It was developed on account of limitations of financial
accounting and is the extension of financial accounting. The advent of factory
system gave an impetus to the development of cost accounting.

It is a method of accounting for cost. The process of recording and

accounting for all the elements of cost is called cost accounting.

The Institute of Cost and Works Accountants, London defines costing as, “the
process of accounting for cost from the point at which expenditure is incurred or
committed to the establishment of its ultimate relationship with cost centres and
cost units. In its wider usage it embraces the preparation of statistical data, the
application of cost control methods and the ascertainment of the profitability of
activities carried out or planned”.

The Institute of Cost and Works Accountants, India defines cost accounting as,
“the technique and process of ascertainment of costs. Cost accounting is the
process of accounting for costs, which begins with recording of expenses or the
bases on which they are calculated and ends with preparation of statistical data”.

To put it simply, when the accounting process is applied for the elements of
costs (i.e., Materials, Labour and Other expenses), it becomes Cost Accounting.

OBJECTIVES OF COST ACCOUNTING:

Cost accounting was born to fulfill the needs of manufacturing companies. It is a

mechanism of accounting through which costs of goods or services are
ascertained and controlled for different purposes. It helps to ascertain the true
cost of every operation, through a close watch, say, cost analysis and allocation.
The main objectives of cost accounting are as follows:-
 1. Cost Ascertainment

2. Cost Control

3. Cost Reduction

4. Fixation of Selling Price

5. Providing information for framing business policy.

1. Cost Ascertainment:

The main objective of cost accounting is to find out the cost of product, process,
job, contract, service or any unit of production. It is done through various
methods and techniques.

2. Cost Control:

The very basic function of cost accounting is to control costs. Comparison of

actual cost with standards reveals the discrepancies (Variances). The variances
reveal whether cost is within control or not. Remedial actions are suggested to
control the costs which are not within control.

3. Cost Reduction:

Cost reduction refers to the real and permanent reduction in the unit cost of
goods manufactured or services rendered without affecting the use intended. It
can be done with the help of techniques called budgetary control, standard
costing, material control, labour control and overheads contro l.

4. Fixation of Selling Price:

The price of any product consists of total cost and the margin required. Cost data
are useful in the determination of selling price or quotations. It provides detailed
information regarding various components of cost. It also provides information
in terms of fixed cost and variable costs, so that the extent of price reduction can
be decided.

5. Framing business policy:

Cost accounting helps management in formulating business policy and decision

making. Break even analysis, cost volume profit relationships, differential
costing, etc are helpful in taking decisions regarding key areas of the business
like-

a. Continuation or discontinuation of production

b. Utilization of capacity
c. The most profitable sales mix
d. Key factor
e. Export decision
f. Make or buy
g. Activity planning, etc.
NATURE AND SCOPE OF COST ACCOUNTING:

Cost accounting is concerned with ascertainment and control of costs. The

information provided by cost accounting to the management is helpful for cost
control and cost reduction through functions of planning, decision making and
control. Initially, cost accounting confined itself to cost ascertainment and
presentation of the same mainly to find out product cost. With the introduction
of large scale production, the scope of cost accounting was widened and
providing information for cost control and cost reduction has assumed equal
significance along with finding out cost of production. To start with cost
accounting was applied in manufacturing activities but now it is applied in
service organizations, government organizations, local authorities, agricultural
farms, extractive industries and so on.
Cost accounting guides for ascertainment of cost of production. Cost accounting
discloses profitable and unprofitable activities. It helps management to eliminate
the unprofitable activities. It provides information for estimate and tenders. It
discloses the losses occurring in the form of idle time spoilage or scrap etc. It
also provides a perpetual inventory system. It helps to make effective control
over inventory and for preparation of interim financial statements. It helps in
controlling the cost of production with the help of budgetary control and
standard costing. Cost accounting provides data for future production policies. It
discloses the relative efficiencies of different workers and for fixation of wages
to workers.

LIMITATIONS OF COST ACCOUNTING:

i) It is based on estimation: as cost accounting relies heavily on

predetermined data, it is not reliable.

ii) No uniform procedure in cost accounting: as there is no

uniform procedure, with the same information different results
may be arrived by different cost accounts.

iii) Large number of conventions and estimate: There are number

of conventions and estimates in preparing cost records such as
materials are issued on an average (or) standard price, overheads
are charged on percentage basis, Therefore, the profits arrived
from the cost records are not true.

iv) Formalities are more: Many formalities are to be observed to

obtain the benefit of cost accounting. Therefore, it is not
applicable to small and medium firms.

v) Expensive: Cost accounting is expensive and requires

reconciliation with financial records.
 vi) It is unnecessary: Cost accounting is of recent origin and an
enterprise can survive even without cost accounting.

vii) Secondary data: Cost accounting depends on financial

statements for a lot of information. Any errors or short comings
in that information creep into cost accounts also.

MANAGEMENT ACCOUNTING

Management accounting is not a specific system of accounting. It could be any

form of accounting which enables a business to be conducted more effectively
and efficiently. It is largely concerned with providing economic information to
mangers for achieving organizational goals. It is an extension of the horizon of
cost accounting towards newer areas of management. Much management
accounting information is financial in nature but has been organized in a manner
relating directly to the decision on hand.

Management Accounting is comprised of two words „Management‟ and

„Accounting‟. It means the study of managerial aspect of accounting. The
emphasis of management accounting is to redesign accounting in such a way
that it is helpful to the management in formation of policy, control of execut ion
and appreciation of effectiveness.

Management accounting is of recent origin. This was first used in 1950 by a

team of accountants visiting U. S. A under the auspices of Anglo-American
Council on Productivity

Definition:

Anglo-American Council on Productivity defines Management Accounting as,

“the presentation of accounting information in such a way as to assist
management to the creation of policy and the day to day operation of an
undertaking”
The American Accounting Association defines Management Accounting as “the
methods and concepts necessary for effective planning for choosing among
alternative business actions and for control through the evaluation and
interpretation of performances”.

The Institute of Chartered Accountants of India defines Management

Accounting as follows: “Such of its techniques and procedures by which
accounting mainly seeks to aid the management collectively has come to be
known as management accounting”

From these definitions, it is very clear that financial data is recorded, analyzed
and presented to the management in such a way that it becomes useful and
helpful in planning and running business operations more systematically.

OBJECTIVES OF MANAGEMENT ACCOUNTING:

The fundamental objective of management accounting is to enable the

management to maximize profits or minimize losses. The evolution of
management accounting has given a new approach to the function of accounting.
The main objectives of management accounting are as follows:

1. Planning and policy formulation:

Planning involves forecasting on the basis of available information, setting

goals; framing polices determining the alternative courses of action and deciding
on the programme of activities. Management accounting can help greatly in this
direction. It facilitates the preparation of statements in the light of past results
and gives estimation for the future.
2. Interpretation process:

Management accounting is to present financial information to the management.

Financial information is technical in nature. Therefore, it must be presented in
such a way that it is easily understood. It presents accounting information with
the help of statistical devices like charts, diagrams, graphs, etc.

3. Assists in Decision-making process:

With the help of various modern techniques management accounting makes

decision-making process more scientific. Data relating to cost, price, profit and
savings for each of the available alternatives are collected and analyzed and
provides a base for taking sound decisions.

4. Controlling:

Management accounting is a useful for managerial control. Management

accounting tools like standard costing and budgetary control are helpful in
controlling performance. Cost control is effected through the use of standard
costing and departmental control is made possible through the use of budgets.
Performance of each and every individual is controlled with the help of
management accounting.

5. Reporting:

Management accounting keeps the management fully informed about the latest
position of the concern through reporting. It helps management to take proper
and quick decisions. The performance of various departments is regularly
reported to the top management.

6. Facilitates Organizing:

“Return on Capital Employed” is one of the tools of management accounting.

Since management accounting stresses more on Responsibility Centres with a
view to control costs and responsibilities, it also facilitates decentralization to a
greater extent. Thus, it is helpful in setting up effective and efficiently
organization framework.

7. Facilitates Coordination of Operations:

Management accounting provides tools for overall control and coordination of

business operations. Budgets are important means of coordination.

NATURE AND SCOPE OF MANAGEMENT ACCOUNTING:

Management accounting involves furnishing of accounting data to the

management for basing its decisions. It helps in improving efficiency and
achieving the organizational goals. The following paragraphs discuss about the
nature of management accounting.

1. Provides accounting information:

Management accounting is based on accounting information. Management

accounting is a service function and it provides necessary information to
different levels of management. Management accounting involves the
presentation of information in a way it suits managerial needs. The accounting
data collected by accounting department is used for reviewing various policy
decisions.

2. Cause and effect analysis.

The role of financial accounting is limited to find out the ultimate result, i.e.,
profit and loss; management accounting goes a step further. Management
accounting discusses the cause and effect relationship. The reasons for the loss
are probed and the factors directly influencing the profitability are also studied.
Profits are compared to sales, different expenditures, current assets, interest
payables, share capital, etc.
3. Use of special techniques and concepts.

Management accounting uses special techniques and concepts according to

necessity to make accounting data more useful. The techniques usually used
include financial planning and analyses, standard costing, budgetary control,
marginal costing, project appraisal, control accounting, etc.

4. Taking important decisions.

It supplies necessary information to the management which may be useful for its
decisions. The historical data is studied to see its possible impact on future
decisions. The implications of various decisions are also taken into account.

5. Achieving of objectives.

Management accounting uses the accounting information in such a way that it

helps in formatting plans and setting up objectives. Comparing actual
performance with targeted figures will give an idea to the management about the
performance of various departments. When there are deviations, corrective
measures can be taken at once with the help of budgetary control and standard
costing.

6. No fixed norms.

No specific rules are followed in management accounting as that of financial

accounting. Though the tools are the same, their use differs from concern to
concern. The deriving of conclusions also depends upon the intelligence of the
management accountant. The presentation will be in the way which suits the
concern most.

7. Increase in efficiency.

The purpose of using accounting information is to increase efficiency of the

concern. The performance appraisal will enable the management to pin-point
efficient and inefficient spots. Effort is made to take corrective measures so that
efficiency is improved. The constant review will make the staff cost – conscious.

8. Supplies information and not decision.

Management accountant is only to guide and not to supply decisions. The data is
to be used by the management for taking various decisions. „How is the data to
be utilized‟ will depend upon the caliber and efficiency of the management.

9. Concerned with forecasting.

The management accounting is concerned with the future. It helps the

management in planning and forecasting. The historical information is used to
plan future course of action. The informat ion is supplied with the object to guide
management for taking future decisions.

LIMITATIONS OF MANAGEMENT ACCOUNTING:

Management Accounting is in the process of development. Hence, it suffers

form all the limitations of a new discipline. Some of these limitations are:

1. Limitations of Accounting Records:

Management accounting derives its information from financial accounting, cost

accounting and other records. It is concerned with the rearrangement or
modification of data. The correctness or otherwise of the management
accounting depends upon the correctness of these basic records. The limitations
of these records are also the limitations of management accounting.

2. It is only a Tool:

Management accounting is not an alternate or substitute for management. It is a

mere tool for management. Ultimate decisions are being taken by management
and not by management accounting.
3. Heavy Cost of Installation:

The installation of management accounting system needs a very elaborate

organization. This results in heavy investment which can be afforded only by
big concerns.

4. Personal Bias:

The interpretation of financial information depends upon the capacity of

interpreter as one has to make a personal judgment. Personal prejudices and
bias affect the objectivity of decisions.

5. Psychological Resistance:

The installation of management accounting involves basic change in

organization set up. New rules and regulations are also required to be framed
which affect a number of personnel and hence there is a possibility of resistance
form some or the other.

6. Evolutionary stage:

Management accounting is only in a developmental stage. Its concepts and

conventions are not as exact and established as that of other branches of
accounting. Therefore, its results depend to a very great extent upon the
intelligent interpretation of the data of managerial use.

7. Provides only Data:

Management accounting provides data and not decisions. It only informs, not
prescribes. This limitation should also be kept in mind while using the
techniques of management accounting.

8. Broad-based Scope:

The scope of management accounting is wide and this creates many difficulties
in the implementations process. Management requires information from both
accounting as well as non-accounting sources. It leads to inexactness and
subjectivity in the conclusion obtained through it.

MANAGEMENT ACCOUNTANT

Management Accountant is an officer who is entrusted with Management

Accounting function of an organization. He plays a significant role in the
decision making process of an organization. The organizational position of
Management Accountant varies form concern to concern depending upon the
pattern of management system. He may be an executive in some concern, while
a member of Board of Directors in case of some other concern. However, he
occupies a key position in the organization.

In large concerns, he is responsible for the installation, development and

efficient functioning of the management accounting system. He designs the
frame work of the financial and cost control reports that provide with the most
useful data at the most appropriate time. The Management Accountant
sometimes described as Chief Intelligence Officer because apart form top
management, no one in the organization perhaps knows more about various
functions of the organization than him. Tandon has explained the position of
Management Accountant as follows:

“The management accountant is exactly like the spokes in a wheel, connecting

the rim of the wheel and the hub receiving the information. He processes the
information and then returns the processed information back to where it came
from”.

Role of Management Accountant

Management Accountant, otherwise called Controller, is considered to be a part

of the management team since he has the responsibility for collecting vital
information, both from within and outside the company. The functions of the
controller have been laid down by the Controller‟s Institute of America. These
functions are:

1. To establish, coordinate and administer, as an integral part of

management, an adequate plan for the control of operations. Such a plan
would provide, to the extent required in the business cost standards,
expense budgets, sales forecasts, profit planning, and programme for
capital investment and financing, together with necessary procedures to
effectuate the plan.

2. To compare performance with operating plan and standards and to report

and interpret the results of operation to all levels of management, and to
the owners of the business. This function includes the formulation and
administration of accounting policy and the compilations of statistical
records and special reposts as required.

3. To consult withal segments of management responsible for policy or

action conserving any phase of the operations of business as it relates to
the attainment of objective, and the effectiveness of policies,
organization strictures, procedures.

4. To administer tax policies and procedures.

5. To supervise and coordinate preparation of reports to Government

agencies.

6. The assured fiscal protection for the assets of the business through
adequate internal; control and proper insurance coverage.

7. To continuously appraise economic and social forces and government

influences, and interpret their effect upon business.
Duties and Responsibilities of Management Accountant

The primary duty of Management Accountant is to help management in taking

correct policy-decisions and improving the efficiency of operations. He
performs a staff function and also has line authority over the accountants. If
management accountant feels that a decision likely to be taken by the
management based on the information tendered by him shall be detrimental to
the interest of the concern, he should point out this fact to the concerned
management, of course, with tact, patience, firmness and politeness. On the
other hand, if the decision taken happens to be wrong one on account t of
inaccuracy, biased and fabricated data furnished by the management accountant,
he shall be held responsible for wrong decision taken by the management.

Controllers Institute of America has defined the following duties of

Management Accountant or controller:

1. The installation and interpretation of all accounting records of the

corporative.

2. The preparation and interpretation of the financial statements and reports

of the corporation.

3. Continuous audit of all accounts and records of the corporation wherever

located.

4. The compilation of costs of distribution.

5. The compilation of production costs.

6. The taking and costing of all physical inventories.

7. The preparation and filing of tax returns and to the supervision of all
matters relating to taxes.
8. The preparation and interpretation of all statistical records and reports of
the corporation.

9. The preparation as budget director, in conjunction with other officers and

department heads, of an annual budget covering all activities of the
corporation of submission to the Board of Directors prior to the
beginning of the fiscal year. The authority of the Controller, with respect
to the veto of commitments of expenditures not authorized by the budget
shall, from time to time, be fixed by the board of Directors.

10. The ascertainment currently that the properties of the corporation are
properly and adequately insured.

11. The initiation, preparation and issuance of standard practices relating to

all accounting, matters and procedures and the co-ordination of system
throughout the corporation including clerical and office methods,
records, reports and procedures.

12. The maintenance of adequate records of authorized appropriations and

the determination that all sums expended pursuant there into are properly
accounted for.

13. The ascertainment currently that financial transactions covered by

minutes of the Board of Directors and/ or the Executive committee are
properly executed and recorded.

14. The maintenance of adequate records of all contracts and leases.

15. The approval for payment(and / or countersigning ) of all cheques,

promissory notes and other negotiable instruments of the corporation
which have been signed by the treasurer or such other officers as shall
have been authorized by the by=laws of the corporation or form time to
time designated by the Board of Directors.
 16. The examination of all warrants for the withdrawal of securities from the
vaults of the corporation and the determination that such withdrawals are
made in conformity with the by-laws and /or regulations established
from time by the Board of Directors.

17. The preparation or approval of the regulations or standard practices,

required to assure compliance with orders of regulations issued by duly
constituted governmental agencies.

RESPONSIBILITY ACCOUNTING

“Responsibility Accounting collects and reports planned and actual accounting

information about the inputs and outputs of responsibility centers”.

It is based on information pertaining to inputs and outputs. The resources

utilized in an organization are physical in nature like quantities of materials
consumed, hours of labour, etc., are called inputs. They are converted into a
common denominator and expressed in monetary terms called “costs”, for the
purpose of managerial control. In a similar way, outputs are based on cost and
revenue data. Responsibility Accounting must be designed to suit the existing
structure of the organization. Responsibility should be coupled with authority.
An organization structure with clear assignment of authorities and
responsibilities should exist for the successful functioning of the responsibility
accounting system. The performance of each manager is evaluated in terms of
such factors.

RESPONSIBILITY CENTRES

The main focus of responsibility accounting lies on the responsibility centres. A

responsibility centre is a sub unit of an organization under the control of a
manager who is held responsible for the activities of that centre. The
responsibility centres are classified as follows:-
1) Cost Centres,

2) Profit Centres and

3) Investment centres.

Cost Centres

When the manager is held accountable only for costs incurred in a responsibility
centre, it is called a cost centre. It is the inputs and not outputs that are
measured in terms of money. In a cost centre records only costs incurred by the
centre/unit/division, but the revenues earned (output) are excluded form its
purview. It means that a cost centre is a segment whose financial performance
is measured in terms of cost without taking into consideration its attainments in
terms of “output”. The costs are the planning and control data in cost canters.
The performance of the managers is evaluated by comparing the costs incurred
with the budgeted costs. The management focuses on the cost variances for
ensuring proper control.

A cost centre does not serve the purpose of measuring the performance of the
responsibility centre, since it ignores the output (revenues) measured in terms of
money. For example, common feature of production department is that there are
usually multiple product units. There must be some common basis to aggregate
the dissimilar products to arrive at the overall output of the responsibility centre.
If this is not done, the efficiency and effectiveness of the responsibility centre
cannot be measure.

Profit Centres

When the manager is held responsible for both Costs (inputs) and Revenues
(output) it is called a profit centre. In a profit centre, both inputs and outputs are
measured in terms of money. The difference between revenues and costs
represents profit. The term “revenue” is used in a different sense altogether.
According to generally accepted principles of accounting, revenues are
recognized only when sales are made to external customers. For evaluating the
performance of a profit centre, the revenue represents a monetary measure of
output arising from a profit centre during a given period, irrespective of whether
the revenue is realized or not.

The relevant profit to facilitate the evaluation of performance of a profit centre

is the pre–tax profit. The profit of all the departments so calculated will not
necessarily be equivalent to the profit of the entire organization. The variance
will arise because costs which are not attributable to any single department are
excluded from the computation of the department‟s profits and the same are
adjusted while determining the profits of the whole organization.

Profit provides more effective appraisal of the manager‟s performance. The

manager of the profit centre is highly motivated in his decision-making relating
to inputs and outputs so that profits can be maximized. The profit centre
approach cannot be uniformly applied to all responsibility centres. The
following are the criteria to be considered for making a responsibility centre into
a profit centre.

A profit centre must maintain additional record keeping to measure inputs and
outputs in monetary terms. When a responsibility centre renders only services to
other departments, e.g., internal audit, it cannot be made a profit centre. A profit
centre will gain more meaning and significance only when the divisional
managers of responsibility centres have empowered adequately in their decision
making relating to quality and quantity of outputs and also their relation to costs.
If the output of a division is fairly homogeneous (e.g., cement), a profit centre
will not prove to be more beneficial than a cost centre.

Due to intense competition prevailing amo ng different profit centres, there will
be continuous friction among the centres arresting the growth and expansion of
the whole organization. A profit centre will generate too much of interest in the
short-run profit to the detriment of long-term results.

Investment Centres

When the manager is held responsible for costs and revenues as well as for the
investment in assets, it is called an Investment Centre. In an investment centre,
the performance is measured not by profits alone, but is related to investments
effected. The manager of an investment centre is always interested to earn a
satisfactory return. The return on investment is usually referred to as ROI, serves
as a criterion for the performance evaluation of the manager of an investment
centre. Investment centres may be considered as separate entities where the
manager are entrusted with the overall responsibility of inputs, outputs and
investment.

TRANSFER PRICING

When profit centres are to be used, transfer prices become necessary in order to
determine the separate performances of both the „buying profit centres.

Generally, the measurement of profit in a profit centre is further complicated by

the problem of transfer prices. The transfer price represents the value of
goods/services furnished by a profit centre to other responsibility centres within
an organization. When internal exchanges of goods and services take place
among the different divisions of an organization, they have to be expressed in
monetary terms which are otherwise called the transfer price.

Thus, transfer pricing is the process of determining the price at which goods are
transferred from one profit centre to another profit centre within the same
company.

If transfer prices are set too high, the selling centre will be favored whereas if set
too low the buying centre exercise which does not effect the overall profitability
of the firm. However, in certain circumstances, transfer pricing may have an
indirect effect on overall company profitability by influencing the decisions
made at divisional level.

The fixation of appropriate transfer price is another problem faced by the profit
centres. The transfer price forms revenue for the selling division and an element
of cost of the buying division. Since the transfer price has a bearing on the
revenues, costs and profits or responsibility canters, the need for determination
of transfer prices becomes all the more important. But the transfer price
determination involves choosing one among the various alternatives available
for the purpose.

These are three objectives that should be considered for setting-out a transfer
price.

(a) Autonomy of the Division. The prices should seek to maintain the
maximum divisional autonomy so that the benefits, of decentralization
(motivation, better decision making, initiative etc.) are maintained. The
profits of one division should not be dependent on the actions of other
divisions,

(b) Goal congruence: The prices should be set so that the divisional
management‟s desire to maximize divisional earrings is consistent with
the objectives of the company as a whole. The transfer prices should not
encourage suboptimal decision-making.

(c) Performance appraisal: The prices should enable reliable assessments

to be made of divisional performance.

There are two board approaches to the determination of the transfer price and
they are: (1) cost-based and (2) market based. Based on the broad classification,
there are five different types of transfer prices they are” (1) cost (2) cost plus a
normal mark-up; (3) incremental cost; (4) market price and (5) negotiated price..

Transfer Pricing Methods

(i) Market based transfer pricing: Where a market exists outside the
firm for the intermediate product and where the market is
competitive
(i.e., the firm is a price taker) then the use of market price as the
transfer price between divisions will generally lead to optimal
decision-making.

(ii) Cost based pricing: Cost based transfer pricing systems are
commonly used because the conditions for setting ideal market prices
frequently do not exist; for example, there may be no intermediate
market which does exist may be imperfect. Providing that the
required information is available, a rule which would lead to optimal
decision for the firm as a whole would be to transfer at marginal cost
up to the point of transfer, plus any opportunity cost to the firm as
whole. The two main cost derived methods are those based on full
cost and variable cost.

(iii) Full cost transfer pricing: this method, and the variant which is full
costs plus a profit mark-up, has the disadvantage that suboptimal
decision-making may occur particularly when there is idle capacity
within the firm. The full cost (or cost plus) is likely to be treated by
the buying division as an input variable cost so that external selling
price decisions, may not be set at levels which are optimal as far as
the firm as a whole is concerned.

(iv) Variable cost transfer pricing: Under this system transfers would
be made at the variable costs up to the point of transfer. Assuming
 that the variable cost is a good approximation of economic marginal
cost then this system would enable decisions to be made which
would be in the interests of the firm as a whole. However, variable
cost based prices will result in a loss for the setting division so
performance appraisal becomes meaningless and motivation will be
reduced.

(v) Negotiated transfer pricing: Transfer prices could be set by

negotiation between the buying and selling divisions. This would be
appropriate if it could be assumed that such negotiations would result
in decisions which were in the interests of the firm as a whole and
which were acceptable to the parties concerned.
 UNIT - II

Marginal Costing – Basic Concepts

Structure of the Lesson:

The lesson is structured as follows:

Introduction

Definition

Features of Marginal Costing

Assumptions in Marginal Costing

Characteristics of Marginal Costing

Advantages of Marginal Costing

Limitations of Marginal Costing

Marginal Costing and Absorption Costing

Distinction between Absorption Costing and Marginal Costing

Differential Costing

Marginal Cost

Features of Marginal Cost

Marginal Cost Statement

Marginal Cost Equation

Contribution:

Profit / Volume Ratio

Angle of incidence:

Profit goal:

Operating leverage

Objectives of the Lesson:

On completion of this lesson, you should be able to define and explain the
following concepts:

 Marginal Costing

 Absorption Costing or Full Cost Costing

 Differential Costing

 Marginal Cost
 Fixed Cost

 Variable Cost

 Contribution

 P / V ratio

 Margin of Safety

 Angle of Incidence

Introduction

By analyzing the behaviour of costs in relation to changes in volume of output it

becomes evident that there are some items of costs which tend to vary directly
with the volume of output, whereas there are others which tend to vary with
volume of output, are called variable cost and those remain unaffected by
change in volume of output are fixed cost or period costs.

Marginal costing is a study where the effect on profit of changes in the volume
and type of output is analysed. It is not a method of cost ascertainment like job
costing or contract costing. It is a technique of costing oriented towards
managerial decision making and control.

Marginal costing, being a technique can be used in combination with other

technique such as budgeting and standard costing. It is helpful in determining
the profitability of products, departments, processes, and cost centres. While
analyzing the profitability, marginal costing interprets the cost on the basis of
nature of cost. The emphasis is on behaviour of costs and their impact on
profitability.
Definition

Marginal costing is defined by the ICWA, India as “the ascertainment of

marginal costs and of the effect on profit of changes in volume or type of output
by differentiating between fixed costs, and variable costs”

Batty defined Marginal Costing as, “a technique of cost accounting which pays
special attention to the behaviour of costs with changes in the volume of output”

Kohler‟s Dictionary for Accounting defines Marginal Costing “as the

ascertainment of marginal or variable costs to an activity department or
products as compared with absorption costing or direct costing”

The method of charging all the costs to production is called absorption costing.
Kohler‟s dictionary for Accountants defines it as “the process of allocating all
or a portion of fixed and variable production costs to work – in – process, cost
of sales and inventory”. The net profits ascertained under this system will be
different from that under marginal costing because of

 Difference in stock valuation

 Over and under – absorbed overheads

Direct costing is defined as the process of assigning costs as they are incurred
to products and services

Features of Marginal Costing

The following are the special features of Marginal Costing:

 Marginal costing is a technique of working of costing which is used in

conjunction with other methods of costing (Process or job)

 Fixed and variable costs are kept separate at every stage. Semi –
Variable costs are also separated into fixed and variable.
 As fixed costs are period costs, they are excluded from product cost or
cost of production or cost of sales. Only variable costs are considered as
the cost of the product.

 As fixed cost is period cost, they are charged to profit and loss account
during the period in which they incurred. They are not carried forward to
the next year‟s income.

 Marginal income or marginal contribution is known as the income or

profit.

 The difference between the contribution and fixed costs is the net profit or
loss.

 Fixed costs remains constant irrespective of the level of activity.

 Sales price and variable cost per unit remains the same.

 Cost volume profit relationship is fully employed to reveal the state of

profitability at various levels of activity.

Assumptions in Marginal Costing

The technique of marginal costing is based on the following assumptions:

1. All elements of costs can be divided into fixed and variable.

2. The selling price per unit remains unchanged at all levels of activity.

3. Variable cost per unit remains constant irrespective of level of output and
fluctuates directly in proportion to changes in the volume of output.

4. Fixed costs remain unchanged or constant for the entire volume of

production.

5. Volume of product is the only factor which influences the costs.

 Characteristics of Marginal Costing

The essential characteristics and mechanism of marginal costing technique may

be summed up as follows:

1. Segregation of cost into fixed and variable elements: In marginal costing,

all costs are segregated into fixed and variable elements.

2. Marginal cost as product cost: Only marginal (variable) costs are charged
to products.

3. Fixed costs are period costs: Fixed cost are treated as period costs and are
charged to costing profit and loss account of the period in which they are
incurred.

4. Valuation of inventory: The work – in – progress and finished stocks are

valued at marginal cost only.

5. Contribution is the difference between sales and marginal cost: The

relative profitability of the products or departments is based on a study of
“contribution” made by each of the products or departments.

Advantages of Marginal Costing

Marginal costing is an important technique of managerial decision making.

It is a tool for cost control and profit planning. The following are the advantages
of marginal costing technique:

1. Simplicity

The statement propounded under marginal costing can be easily followed as it

breaks up the cost as variable and fixed.
2. Stock Valuation

Stock valuation cab be easily done and understood as it includes only the
variable cost.

3. Meaningful Reporting

Marginal costing serves as a good basis for reporting to management. The

profits are analyzed from the point of view of sales rather than production.

4. Effect on Fixed Cost

The fixed costs are treated as period costs and are charged to Profit and Loss
Account directly. Thus, they have practically no effect on decision making.

5. Profit Planning

The Cost – Volume Profit relationship is perfectly analysed to reveal efficiency

of products, processes, and departments. Break – even Point and Margin of
Safety are the two important concepts helpful in profit planning.

6. Cost Control and Cost Reduction

Marginal costing technique is helpful in preparation of flexible budgets as the

costs are classified into fixed and variable. The emphasis is laid on variable cost
for control. The constant focus is on cost and volume and their effect on profit
pave the way for cost reduction.

7. Pricing Policy

Marginal costing is immensely helpful in determination of selling prices under

different situations like recession, depression, introduction of new product, etc.
Correct pricing can be developed under the marginal costs technique with the
help of the cost information revealed therein.
8. Helpful to Management

Marginal costing is helpful to the management in exercising decisions regarding

make or buy, exporting, key factor and numerous other aspects of business
operations.

Limitations of Marginal Costing

Following are the limitations of marginal costing:

 Classification of Cost

Break up of cost into fixed and variable portion is a difficult problem. More
over clear cost division of semi – variable or semi – fixed cost is complicated
and cannot be accurate.

 Not Suitable for External Reporting

Since fixed cost is not included in total cost, full cost is not available to
outsiders to judge the efficiency.

 Lack of Long – term Perspective

Marginal costing is most suitable for decision making in a short term. It

assumes that costs are classified into fixed and variable. In the long term all the
cost are variable. Therefore it ignores time element and is not suitable for long
term decisions.

 Under Valuation of Stock

Under marginal costing only variable costs are considered and the output as
well as stock are undervalued and profit is distorted. When there is loss of stock
the insurance cover will not meet the total cost.
 Automation

In these days of automation and technical advancement, huge investments are

made in heavy machinery which results in heavy amount of fixed costs.
Ignoring fixed cost in this context for decision making is irrational.

 Production Aspect is Ignored

Marginal costing lays too much emphasis on selling function and as such
production aspect has been considered to be less significant. But from the
business point of view, both the functions are equally important.

 Not Applicable in all Types of Business

In contract type and job order type of businesses, full cost of the job or the
contract is to be charged. Therefore it is difficult to apply marginal costing in all
these types of businesses.

 Misleading Picture

Each product is shown at variable cost alone, thus giving a misleading picture
about its cost.

 Less Scope for Long – term Policy Decision

Since cost, volume, and profits are interlinked in price determination, which can
be changed constantly, development of long term pricing policy is not possible.

Marginal Costing and Absorption Costing

Absorption costing charges all the costs i.e., both the fixed and variable fixed to
the products, jobs, processes, and operations. Marginal costing technique
charges variable cost. Absorption is not any specific method of costing. It is
common name for all the methods where the total cost is charged to the output.
Absorption Costing is defined by I.C.M.A, England as “the practice of charging
all costs, both fixed and variable to operations, processes, or products”

From this definition it is inferred that absorption costing is full costing. The full
cost includes prime cost, factory overheads, administration overheads, selling
and distribution overheads.

Distinction between Absorption Costing and Marginal Costing

Absorption Costing Marginal Costing

1. Total cost technique is the practice 1. Marginal costing charges only
variable cost to products, process, or
of charging all cost, both variable and operations and excludes fixed cost
fixed to operations, process or products. entirely.
2. It values stock at the cost which 2. It values stock at total variable cost
includes fixed cost also. only. This results in higher value of
stock under absorption costing than in
3. It is guided by profit which is the marginal costing.
excess of sales over the total costs in 3. It focuses its attention on
solving managerial problems Contribution which is excess of sales
4. In total cost technique, there is a over variable cost.
problem of apportionment of fixed 4. It excludes fixed cost. Therefore,
there is no question of arbitrary
costs which may result in under or over apportionment.
recovery of expenses.

The difference between marginal costing and absorption costing is shown with
the help of the following examples.
Illustration No: 1 Cost of Production
(10000 units)
Per Unit Total
(Rs. P) (Rs)
Variable cost 1.50 15000
Fixed Cost 0.25 2500
---------
Total cost 17500
---------
Sales 5000 units at Rs. 2.50 per unit Rs. 125000
Closing stock 5000 units at Rs. 1.75 Rs. 8750
Solution:

Under absorption costing, the profit will be calculated as follows:

Rs.
Sales 12500
Closing stock 8750
-----------
21250
Less: Total cost 17500
-----------
Profit 3750
----------
Under marginal costing method, the profit will be calculated as follows:
Rs.
Sales 12500
Less: Marginal
Cost of 5000 units (5000 X 1.50) 7500
-----------
5000
Less: Fixed cost 2500
-----------
Profit 2500
----------
Closing stock will be valued at Rs.7500 only at marginal cost.
Illustration No: 2
The monthly cost figures for production in a manufacturing company are as
under:
Rs.
Variable cost 120000
Fixed cost 35000
-------------
Total cost 155000
-------------
Normal monthly sales is Rs. 200000/-. Actual sales figures for the three separate
months are:

Ist Month IInd Month IIIrd Month

Rs. 200000 Rs. 165000 Rs. 235000

If marginal cost is not used, stocks would be valued as follows:

Ist Month IInd Month IIIrd Month

Opening Stock Rs. 108500 Rs. 108500 Rs. 135625

Closing Stock Rs. 108500 Rs. 135625 Rs. 108500

Prepare two tabulations side by side to summarize these results for each of the
three months basing one tabulation on marginal costing theory and the other
tabulation along side on absorption cost theory.

Solution:

Marginal Costing Absorption Costing

Ist IInd IIIrd Ist IInd IIIrd
Month Month Month Month Month
Month
Opening
Stock ( Rs) 84000 84000 105000 108500 108500 135625
Variable
Cost ( Rs) 120000 120000 120000 120000 120000 120000
Fixed
Cost ( Rs) - - - 35000 35000 35000
Total ( Rs) 204000 204000 225000 263500 263500 290625
Less:
Closing 84000 105000 84000 108500 135625 108500
Stock
(Rs.)
Cost of
Sales (A) 120000 99000 141000 155000 127875 182125

Sales (B) 200000 165000 235000 200000 165000 235000

 Contribution
(B – A) 80000 66000 94000 45000 37125 52875
Less:
Fixed
Cost (Rs) 35000 35000 35000 - - -
Profit ( Rs) 45000 31000 59000 45000 37125
52875

Note: Stocks at marginal cost is based on variable portion of the monthly total
cost given as follows:

120000
Marginal cost in Rs.108500 = 108500 X ------------- = Rs. 84000
155000

120000
Marginal costs in Rs. 135625 = 135625 X ----------- = Rs. 105000
155000

Differential Costing

The concept of differential cost is a relevant cost concept in those decision

situations which involve alternative choices. It is the difference in the total costs
of two alternatives. This helps in decision making. It can be determined by
subtracting the cost of one alternative from the cost of another alternative.
Differential costing is the change in the total cost which results from the
adoption of an alternative course of action. The alternative may arise on account
of sales, volume, price change in sales mix, etc decisions. Differential cost
analysis leads to more correct decisions than more marginal costing analysis. In
this technique the total costs are considered and not the cost per unit.
Differential costs do not form part of the accounting system while marginal
costing can be adapted to the routine accounting itself. However, when
decisions involve huge amount of money differential cost analysis proves to be
useful.

In the illustration given below, differential cost at levels of activity has been
shown:

Alternative I Alternative II Differential cost

Activity level 80% 100%
Sales (Rs) 80000 100000 20000
-----------------------------------------------------
Direct materials 40000 50000 10000
Direct labour 16000 20000 4000
Variable overheads 4000 5000 1000
Fixed overheads 3000 3000 -
------------------------------------------------------
Cost of sales 63000 78000 15000
------------------------------------------------------
Differential cost is generally confused with marginal cost. Of course, these two
techniques are similar in some aspects but these also differ in certain other
respects.
Similarities

(i) Both the differential cost analysis and marginal cost analysis are based on
the classification of cost into fixed and variable. When fixed costs do not
change, both differential and marginal costs are same.

(ii) Both are the techniques of cost analysis and presentation and are used by the
management in formulating policies and decision making.

Dissimilarities

(i) Marginal cost may be incorporated in the accounting system where as

differential cost are worked out for reporting to the management for taking
certain decisions.

(ii) Entire fixed cost are excluded from costing where as some of the relevant
fixed costs may be included in the differential cost analysis.

(iii)In marginal costing, contribution and p/v ratio are the main yardstick for
evaluating performance and decision making. In differential cost analysis
emphasis is made between differential cost and incremental or decremental
revenue for making policy decisions.

(iv) Differential cost analysis may be used in absorption costing and marginal
costing.

Marginal Cost

Marginal cost is the cost of producing one additional unit of output. It is the
amount by which total cost increases when one extra unit is produced or the
amount of cost which can be avoided by producing one unit less.

The ICMA, England defines marginal cost as, “the amount of any given volume
of output by which the aggregate cost are charged if the volume of output is
increased or decreased by one unit”.
In practice, this is measured by the total cost attributable to one unit. In this
context, a unit may be single article, a batch of articles, an order, a stage of
production, a process etc., often managerial costs, variable costs are used to
mean the same.

Features of Marginal Cost

 It is usually expressed in terms of one unit.

 It is charged to operation, processes, or products.

 It is the total of prime cost plus variable overheads of one unit.

Marginal Cost Statement

In marginal costing, a statement of marginal cost and contribution is prepared to

ascertain contribution and profit. In this statement, contribution is separately
calculated for each of the product or department. These contributions are totaled
up to arrive at the total contribution. Fixed cost is deducted from the total
contribution to arrive at the profit figure. No attempt is made to apportion fixed
cost to various products or departments.

Marginal Cost Equation

For convenience the element of cost statement can be written in the form of an
equation as given below:

Sales – Variable Cost = Fixed Cost plus or minus Profit or Loss.

Or

Sales – Variable Cost = Fixed Cost plus or minus Profit or Loss

In order to make profit, contribution must be more than fixed cost and to avoid
loss, contribution should be equal to fixed cost.

The above equation can be illustrated in the form of a statement.

 Marginal Cost Statement
Rs.
Sales xxxxx
Less: Variable Cost (xxxx)
------------
Contribution xxxxx
Less: Fixed Cost (xxxx)
-------------
Profit / Loss xxxx
------------
Illustration No.3:

A company is manufacturing three products X, Y and Z. It supplies you the

following information:

Products
--------------------------------------------
X Y Z
(Rs) (Rs) (Rs)
Direct Materials 2500 10000 1000
Direct Labour 3000 3000 500
Variable Overheads 2000 5000 2500
Sales 10000 20000 5000

Total fixed overheads Rs. 3000/-

Prepare a marginal cost statement and determine profit and loss.

Solution:
Marginal Cost Statement
Products
----------------------------------------------------------
X Y Z Total
(Rs) (Rs) (Rs) (Rs)
Sales (A) 10000 20000 5000 35000
------------------------------------------------------------
Direct materials 2500 10000 1000 13500
Direct Labour 3000 3000 500 6500
Variable Overheads 2000 5000 2500 9500
------------------------------------------------------------
Marginal Cost (B) 7500 18000 4000 29500
------------------------------------------------------------
Marginal Contribution
(A – B) 2500 2000 1000 5500
Less:FixedCost 3000
--------
NetProfit 2500
--------
Contribution:

Contribution is the difference between selling price and variable cost of one
unit. The greater contribution from the selling unit indicates that the variable
cost is less compared to selling price. Total contribution is the number of units
multiplied by contribution per unit. Contribution will be equal to the total fixed
costs at break even point where profit is zero.

Illustration No.4:

Calculate contribution and profit from the following details:

Sales Rs. 12000

Variable Cost Rs. 7000

Fixed Cost Rs. 4000

Solution:

Contribution = Sales – Variable cost

Contribution = Rs. 12000 – Rs. 7000 = Rs. 5000

Profit = Contribution – Fixed Cost

Profit = Rs. 5000 – Rs. 4000 = Rs. 1000

Profit / Volume Ratio

This is the ratio of contribution to sales. It is an important ratio analysing the

relationship between sales and contribution. A high p/v ratio indicates high
profitability and low p/v ratio indicates low profitability. This ratio helps in
comparison of profitability of various products. Since high p/v ratio indicat es
high profits, the objective of every organisation should be to improve or
increase the p/v ratio.
 P / V Ratio = Contribution / Sales x 100 or C / S x 100
(Or)
Fixed Cost + Profit
-----------------------
Sales
(Or)
Sales – Variable Cost
-------------------------
Sales

When profits and sales for two consecutive periods are given, the following
formula can be applied: Change in Profit
--------------------
Change in Sales

P / V ratio is also used in making the following type of calculations:

a) Calculation of Break even point.

b) Calculation of profit at a given level of sales.

c) Calculation of the volume of sales required to earn a given profit.

d) Calculation of profit when margin of safety (discussed below) is given.

e) Calculation of the volume of sales required to maintain the present level of

profit if selling price is reduced.

Margin of safety:

The excess of actual or budgeted sales over the break-even sales is known as the
margin of safety.

Margin of safety = actual sales - break-even sales

So this shows the sales volume which gives profit. Larger the margin of safety
greater is the profit.

Budget sales - break-even sales

Margin of safety ratio = ----------------------------
Budget sales

(Or)

Profit
----------
P/V Ratio

When margin of safety is not satisfactory, the following steps may be taken into
account:

a) Increase the volume of sales.

b) Increase the selling price.
c) Reduce fixed cost.
d) Reduce variable cost.
e) Improve sales mix by increasing the sale of products with
P/V ratio.
The effect of a price reduction will always reduce the P / V ratio, raise the break
– even point shorten the margin of safety.

Angle of incidence:

This is obtained from the graphical representation of sales and cost. When sales
and output in units are plotted against cost and revenue the angle formed
between the total sales line and the total cost line at the break-even point is
called the angle of incidence.
Large angle indicates a high rate of profit while a narrow angle would show a
relatively low rate of profit.

Profit goal:

To earn a desired amount of profit i.e., a profit goal can be reached by the
formula given below

Fixed cost + Desired profitability

Sales volume to reach profit goal = --------------------------------
Contribution ratio

If the profit goal is stated in terms of profit after taxes

Fixed cost + {(desired after-tax

profit)/1-tax rate}
Sales volume to reach profit goal = --------------------------------
Contribution ratio

Operating leverage: An important concept in context of the CVP analysis is

the operating leverage. This refers to the use of the fixed costs in the operation
of a firm, and it accentuates fluctuations in the firm's operating profit due to
change in sales. Thus the degree of operating leverage may be defined as the
percentage change in operating profit (earning before interest and tax) on
account of a change in sales.
 % Change in operating profit
Degree of Leverage DOL= --------------------------------------
% Change in sales
(Or)

Change in EBIT
-------------
EBIT
Degree of Leverage DOL= --------------------------------------
Change in sales
------------
Sales
Test Yourself:

1. What is marginal costing? What are its main features?

2. Define marginal cost?

3. What is absorption costing?

4. State the differences between absorption costing and marginal costing.

5. State the limitations of marginal costing.

6. What is contribution? What are the uses of contribution to management?

7. What is margin of safety? How is it calculated?

8. What is angle of incidence? What does it indicate?

9. What are the advantages and disadvantages of marginal costing?

Problems

1. The selling price of a particular product is Rs.100 and the marginal cost is
Rs.65. During the month of April, 800 units produced of which 500 were sold.
There was no opening at the commencement of the month. Fixed costs
amounted to Rs. 18000. Provide a statement using a) Marginal costing and b)
Absorption costing, showing the closing stock valuation and the profit earned
under each principle.

2. From the following information, calculate the amount of contribution and

profit.

Rs.
Sales 1000000
Variable cost 600000
Fixed cost 150000

3. Determine the amount of fixed cost from the following.

Rs.
Sales 300000
Variable cost 200000
Profit 50000
4. Determine the amount of variable cost from the following.

Rs.
Sales 500000
Fixed cost 100000
Profit 100000
 References

1. Dr .S. Ganeson and Tmt. S. R. Kalavathi, Management Accounting,

Thirumalai Publications, Nagercoil.

2. T.S. Reddy and Y. Hari Prasad Reddy Management Accounting, Margam

Publications, Chennai.

3. Anthony, Robert: Management Accounting, Tarapore-wala, Mumbai.

Lesson II

Marginal Costing and CVP Analysis

Structure of the Lesson:

The lesson is structured as follows:

 Introduction

 Break Even Chart

 Profit Volume Graph

 Cost-volume-profit relationship with the help of an example

 Basic Assumptions of Cost – Volume Profit Analysis

 Uses and limitations of Break even analysis

Objectives of the Lesson:

On completion of this lesson, you should be able;

 Explain CVP Analysis

 Know the construction of BEP chart

 Define BEP
 Explain CVP Analysis with example

 List out the uses and limitations of BEP

Introduction

Break-even analysis is the form of CVP analysis. It indicates the level of sales at
which revenues equal costs. This equilibrium point is called the break even
point. It is the level of activity where total revenue equals total cost. It is
alternatively called as CVP analysis also. But it is said that the study up to the
state of equilibrium is called as break even analysis and beyond that point we
term it as CVP analysis.

Cost – Volume Profit analysis helps the management in profit planning. Profits
are affected by several internal and external factors which influence sales
revenues and costs.

The objectives of cost-volume profit analysis are:

i) To forecast profits accurately.

ii) To help to set up flexible budgets.

iii) To help in performance evaluation for purposes of control.

iv) To formulate proper pricing policy.

v) To know the overheads to be charged to production at various levels.

Volume or activity can be expressed in any one of the following ways:

1. Sales capacity expressed as a percentage of maximum sales.

2. Sales value in terms of money.

3. Units sold.

4. Production capacity expressed in percentages.

5. Value of cost of production.

6. Direct labour hours.

7. Direct labour value.

8. Machine hours.

The factors which are usually involved in this analysis are:

a) Selling price

b) Sales volume

c) Sales mix

d) Variable cost per unit

e) Total fixed cost

Break Even Chart

These depict the interplay of three elements viz., cost, volume, and profits. The
charts are graphs which at a glance provide information of fixed costs, variable
costs, production / sales achieved profits etc., and also the trends in each one of
them. The conventional graph is as follows:

This is a simple break even chart. The procedure for drawing the chart is as
follows:
1) Depict the X - axis as the volume of sales or capacity or production.

2) Depict the Y – axis as the costs or revenue.

3) Having known the „0‟ level of activity the same fixed cost is incurred, the
fixed cost line is depicted as being parallel to the X – axis.

4) At „0‟ level of activity, the total cost is equal to fixed cost. Therefore the
total cost line starts from the point where the fixed cost line meets the Y –
axis.

5) Next plot the sales line starting from „0 ‟.

6) The meeting point of the sales and the total cost line is the Break Even
Point.

It is also called Break Even Point because at that point there is no profit and loss
either.

The costs are just recovery by sales. If a perpendicular line is drawn to the X-
axis from the BEP, the meeting point of the perpendicular and X- axis will show
the break even volume in units. If a perpendicular line is drawn to meet the Y-
axis from the BEP, the meeting point shows the break even volume in money
terms.

Other details shown in the break even charts are:

Angle of Incidence

This is the angle of intersection between the sales line and the total cost line.
The larger the angle the greater is the profit or loss, as the case may be.
Margin of Safety

This is the difference between the actual sales level and the break even sales. It
represents the “cushion” for the company. The larger the distance between the
break even sales volume and the actual sales volume, the company can afford to
allow the fall in sales without the danger of incurring losses. If the margin of
safety is low i.e., if the distance between the actual sales line and the break even
sales line is too short, even a small fall in the sales volume will drive the
company into the loss area.

The position of break even point should be ideally closer to the y – axis. This
will mean that even a small increase in sales will immediately make the
company break even. I t should be noted that beyond the break even point all
contribution (Sales – Marginal Cost) will directly increase the profits.

Profit Volume Graph

Profit volume graph is a pictorial representation of the profit volume

relationship. It shows profit and loss account at different volumes of sales. It is
simplified form of break even chart as it clearly represents the relationship of
profit to volume of sales. It is possible to construct a profit volume graph fo r
any data relating to a business firm where a break even chart can be drawn. A
profit volume graph may be preferred to a break even chart as profit or losses
can be directly read at different levels of activity.

The construction of profit volume graph involves the following steps:

1. Scale of sale is selected on horizontal axis and that for profit or loss are
selected on vertical axis. The area below the horizontal axis is the loss area and
that above it is the profit area.

2. Points of profits of corresponding sales are plotted and joined. The resultant
line is profit / loss line
Illustration No. 1
Draw up a profit – volume of the following:
Sales Rs. 4 Lakhs
Variable cost Rs. 2 Lakhs
Fixed cost Rs. 1 Lakhs
Profit Rs. 1 Lakhs

Solution

The calculation of BEP is based on some assumptions. They are as follows:

1.The costs are classified as fixed and variable costs.

2.The variable costs vary with volume and the fixed costs remain constant.

3.The selling price remains constant in spite of the change in volume.

4.The productivity per employee also remains unchanged.

Break-even point can be calculated in terms of units or in terms of rupees.

 Fixed Costs
Break-Even Point (in Rupees) = -------------
P/V Ratio
(OR)
Fixed Costs
Break-Even Point (in Rupees) = ------------- ----------
Marginal cost per unit/1- Selling price per unit
Fixed Costs
Break-Even Point (in units) = ------------------------
Contribution per unit
Where contribution is sales - variable cost and P/V Ratio is Contribution
divided by sales.

Cost-volume-profit relationship with the help of an example

The relationship between cost volume and profit are well defined in CVP
analysis. With the given example we can elaborately see the relationship

AB Company is a single product manufacturer whose selling price is Rs. 20 per

unit and the variable cost is Rs. 12 per unit. The annual fixed cost is Rs. 160000.
The number of units produced and sold is 20000. Now if we analyse the CVP
relationship

The contribution per unit is = Selling price -variable cost

= 20 - 12 = Rs.8/-

The total contribution for 20000 units is = 8 x 20000 = 160000

Since the profit = total contribution - fixed cost, we get nil profit. 160000-
160000=0
This is the break even point where the total cost is equal to the total revenue and
the company has no profit and no loss.

Let us see a few alternatives

If the fixed cost is Rs. 120000, then the company may earn a profit of Rs.
(160000-120000) = 40000. If the fixed cost is Rs.200000, then it may end in a
loss of Rs (200000-160000) = 40000

If the variable cost per unit is increased, say to Rs. 15 in the existing condition,
then the contribution will come to Rs (20000 x (20-15) = 100000 and that will
result in a loss of Rs. 160000-100000 =40000. If the variable cost per unit is
decreased say to Rs.10 then the contribution will come to Rs.20000x (20-10) =
200000. Then the profit will be 200000-160000=40000

The above proves that the variation in the costs varies the profitability of the
firm.

If the cost decreases, profit increases and vice versa.

Now we can see how the change in volume alters the profitability. If the sales
volume is 10000 instead of 20000 as above and the all the other conditions
being the same, the result will be (10000x8) - 160000 = 80000 loss. Likewise
if the volume is increased to 30000 it will result in a profit of Rs 30000x8 -
160000 = 80000. This shows that the profit increases with the increase in
volume when other conditions are unchanged.

Basic Assumptions of Cost – Volume Profit Analysis

Cost volume profit (C-V-P) analysis, popularly referred to as breakeven

analysis, helps in answering questions like: How do costs behave in relation to
volume? At what sales volume would the firm breakeven? How sensitive is
profit to variations in output? What would be the effect of a projected sales
volume on profit? How much should the firm produce and sell in order to reach
a target profit level?

A simple tool for profit planning and analysis, cost-volume-profit analysis is

based on several assumptions. Effective use of this analysis calls for an
understanding of the significance of these assumptions which are discussed
below:

The behaviour of costs is predictable. The conventional cost-volume-profit

model is based on the assumption that the cost of the firm is divisible into two
components; fixed costs vary variable costs. Fixed costs remain unchanged for
all ranges of output; variable costs vary proportionately to volume. Hence the
behaviour of costs is predictable. For practical purposes, however, it is not
necessary for these assumptions to be valid over the entire range of volume. If
they are valid over the range of output within which the firm is most likely to
operate – referred to as the relevant range – cost volume profit analysis is a
useful tool.

The unit selling price is constant. This implies that the total revenue of the firm
is a linear function of output. For firms which have a strong market for their
products, this assumption is quite valid. For other firms, however, it may not be
so. Price reduction might be necessary to achieve a higher level of sales. On the
whole, however, this is a reasonable assumption and not unrealistic enough to
impair the validity of the cost-volume- profit model, particularly in the relevant
range of output.

The firm manufactures a stable product – mix. In the case of a multi-product

firm, the cost volume profit model assumes that the product – mix of the firm
remains stable. Without this premise it is not possible to define the average
variable profit ratio when different products have different variable profit ratios.
While it is necessary to make this assumption, it must be borne in mind that the
actual mix of products may differ from the planned one. Where this discrepancy
is likely to be significant, cost-volume-profit model has limited applicability.

Inventory changes are nil. A final assumption underlying the conventional cost-
volume-profit model is that the volume of sales is equal to the volume of
production during an accounting period. Put differently, inventory changes are
assumed to be nil. This is required because in cost-volume-profit analysis we
match total costs and total revenues for a particular period.

Uses and limitations of Break even analysis

Uses of BE analysis are as follows:

1.It is a simple device and easy to understand.

2.It is of utmost use in profit planning.

3.It provides the basic information for further profit improvement studies.

4.It is useful in decision making and it helps in considering the risk implications
of alternative actions.

5.It helps in finding out the effect of changes in the price, volume, or cost.

6.It helps in make or buy decisions also and helpful in the critical circumstances
to find out the minimum profitability the firm can maintain.

The limitations of BE analysis is:

1.The basis assumptions are at times base less. For example, we can say that the
fixed costs cannot remain unchanged all the time. And the constant selling price
and unit variable cost concept are also not acceptable.

2.It is difficult to segregate the cost components as fixed and variable costs.

3.It is difficult to apply for multinational companies.

4.It is a short-run concept and has a limited use in long range planning.

5.It is a static tool since it gives the relationship between cost, volume and profit
at a given point of time and

6.It fails to predict future revenues and costs.

Despite the limitation it is remains an important tool in profit planning due to

the simplicity in calculation.

Illustration No. 2

From the following data calculate:

(a) P/V Ratio (b) Variable Cost and (c) Profit

Rs.
Sales 80000
Fixed expenses 15000
Break even point 50000
Solution:
Calculation of P/V Ratio

Break even point =Fixed Cost / P/V Ratio

50000 = 15000 / P/V Ratio = 15,000 / 50,000 = 3/10 or 30%

Calculation of variable cost

Contribution = Sales x P/V

= 80,000 x 30 / 100 = Rs.24000

Variable cost = Sales – Contribution

Rs.80000 – Rs.24000 = Rs.56000

Calculation of Profit
Profit = Contribution – Fixed cost

= Rs.24000 – Rs.15000 = Rs.9000

Illustration No. 3

From the following data, calculate the break-even point of sales in rupees:

Selling price Rs.20

Variable cost per unit:

Manufacturing Rs.10

Selling Rs.5

Overhead (fixed):

Factory overheads Rs.500000

Selling overheads Rs.200000

Solution:

Selling price per unit: Rs. 20

Variable Cost per unit:

Manufacturing: Rs. 10
Selling: Rs.5
Rs.15
--------
Contribution per unit Rs. 5
Contribution ratio = Rs.5 / Rs.20 =25%

Fixed overheads Factory- Rs.500000

Selling- Rs.200000
 --------------

Rs.700000

Break even sales in rupees = Fixed overheads /Contribution ratio

= Rs.700000/25%

= Rs.2800000

Break even sales in units = FC/Contribution per unit

= Rs. 700000/Rs.5

= 140000 units

Illustration No. 4

The following data have been obtained from the records of a company
I Year II Year
Rs. Rs.
Sales 80000 90000
Profit 10000 14000
Calculate the break-even point.
Solution:

Changes in profit

P/V Ratio = ------------------------------- x 100

Changes in sales

= 14000 – 10000

--------------------- X 100 = 40%

90000- 80000
Contribution = Sales x P/V Ratio = 90000 x 40% = Rs.36000

To find the break-even point, we should first find out the fixed cost because

B.E.P = Fixed cost / P/V Ratio

Fixed cost = Contribution – Profit

= 36000- 14000 = 22000

{This can be cross checked by using the first year‟s figures (80000 x 40%) –
10000}

Therefore B.E.P. = Fixed cost / P/V Ratio

= 22000/40% = Rs. 55000

Illustration No. 5

A.G. Ltd., furnished you the following related to the year 1996.

First half of the year (Rs.) Second half of the year (Rs.)

Sales 45,000 50,000

Total Cost 40,000 43,000

Assuming that there is no change in prices and variable cost and that the fixed
expenses are incurred equally in the 2 half year periods, calculate for the year
1996:

(a) The profit volume ratio (b) Fixed expenses (c) Break even sales and (d) %
of margin of safety.
Solution:

First half Second half (Rs.) Change in sales and profit

(Rs.) (Rs.)
Sales 45,000 50,000 5,000
Less Cost 40,000 43,000 3,000
Profit 5000 7000 2000

a) P/V ratio=Change in profit / Change in sales x 100

=2000 / 5000 x 100 = 40%.

Contribution during the first half=Sales x P/V Ratio

=Rs.45000 x 40% = Rs.18000

b)Fixed cost = Contribution – ProfitFor1 sthalfyear=18,000 – 5,000 = Rs.13,000

Fixed cost for the full year =13,000 x 2 = Rs.26000

c) Break even sales=Fixed cost / P/V Ratio for the year1996=26000 / 40% =
Rs.65000

d)Margin of safety=Sales – Break even sales for the year1996(MOS)=95000 –

65000 = Rs.30000

Percent of margin of safety=Margin of safety / Sales for the year x 100

=30000 / 95000 x 100

Note: (1) Since fixed expenses are incurred equally in the 2 half years,
Rs.13000 is multiplied with 2 to get fixed cost of the full year.

(2)Sales of both 1 stand 2 nd half years are added and are taken as actual sales i.e.,
Rs.95000 to calculated margin of safety.
Illustration No.6

From the following information relating to Palani Bros. Ltd., you are required to
find out:

P/V Ratio (b) Break even point (c) Profit (d) Margin of safety (e) Volume of
sales to earn profit of Rs.6000.

Rs. Total Fixed Cost 4500

Total variable cost 7500

Total

Sales
15000

Solution:

Marginal Cost and Contribution Statement

Amount
(Rs.)
Sales 15000
Less:Variablecost 7500
--------
Contribution 7500
Less: Fixed cost 4500
--------
Profit 3000
(a)P/V ratio =Contribution / Sales x 100
= 7500 / 15000 x 100 = 50%
(b)Break even sales = Fixed expenses / P/V Ratio

= 4500+ 6000 / 50% = Rs.21000

Illustration No. 7

The sales turnover and profit during two years were as follows:

Year Sales (Rs.) Profit (Rs.)

1991 140000 15000

1992 160000 20000

Calculate:

(a) P/V Ratio (b) Break-even point (c) Sales required to earn a profit of
Rs.40000

(d) Fixed expenses and (e) Profit when sales are Rs.120000

Solution:

When sales and profit or sales and cost of two periods are given, the P/V ratio is
obtained by using the „Change formula‟

Fixed cost can be found by ascertaining the contribution of one of the periods
given by multiplying sales with P/V Ratio. Then, contribution – Profit can
reveal the fixed cost.

Ascertaining P/V ratio using the change formula and finding cost are the
essential requirements in these types of problems.

a) P/V ratio

= Change in profit / Change in sales x 100

Change in profit=20000 – 15000 = Rs. 5000

Change in sales

= 160000 – 140000 = Rs.20000

P/V Ratio = 5000 / 20000 x 100 = 25%

b) Break-even point = Fixed expenses / P/V ratio Fixed expenses =

contribution – profit

Contribution = Sales x P/V Ratio

Using1991sales, contribution=140000 x 25 / 100 = Rs.35000

Fixed Expenses=35,000 – 15,000 = Rs.20000

Note: The same fixed cost can be obtained using 1992 sales also.

Break-even point=20,000 / 25%= Rs.80000

c) Sales required to earn a profit of Rs.40000.

Required sales = Required profit + Fixed cost / P/V Ratio

=40,000 + 20,000 / 25% = Rs.240000

d) Fixed expenses=Rs.20000 (as already calculated)

e) Profit when sales are Rs.120000

Contribution=Sales x P/V Ratio

=120000 x 25/100=Rs.30000

Profit=Contribution – Fixed Cost

=30,000 – 20,000= Rs.10000.

Illustration No. 8

From the following information, calculate

a. Break-even point

b. Number of units that must be sold to earn a profit of Rs.60000 per year.

c. Number of units that must be sold to earn a net income of 10% on sales

Sales Price-Rs.20 per unit

Variable cost-Rs.14 per unit

Fixed cost-Rs.79200

Solution:

Contribution per unit = Sales price per unit – Variable cost per unit

=20 – 14 = 6.

P/V Ratio = Contribution / Sales x 100 = 6 / 20 x 100 = 30%

(a)Break even point in units = Fixed expenses/contribution per unit

= 79200 / 6 = 13,200 units.

Break even point (in rupees) =Fixed expenses / P/V Ratio

= 79200 / 30%

= Rs.264000

(b) Number of units to be sold to make a profit of Rs.60,000 per year :

Required sales = Fixed expenses + Required Profit / P/V Ratio

= 79200 + 60000 / 30%

= Rs.464000

Units = 464000 / Selling Price

= 464000 / 20 = 23200 units.

(c) Number of units to be sold to make a net income of 10% on sales

If `x‟ is number of units:

20x = Fixed Cost + Variable Cost + Profit

20x = 79200 + 14x + 2x

20x – 16x = 79200

x=79200 / 4 = 19800 units

Proof: Sales = 19800 x 20 = 396000

less: Variable cost 19800 x 14 = 277200

----------

Contribution = 118000

Less: Fixed Cost = 79200

----------

Profit = 39600

----------

Profit as a % of sales = 39600 / 396000 x 100 = 10%

Illustration No. 9

You are given the following data for the year 1986 for a factory.

Output: 40000 units

Fixed expenses: Rs.200000

Variable cost per unit: Rs.10

Selling price per unit: Rs.20

How many units must be produced and sold in the year 1987, if it is anticipated
that selling price would be reduced by 10%, variable cost would be Rs.12 per
unit, and fixed cost will increase by 10%? The factory would like to make a
profit in 1987 equal to that of the profit in 1986.

Solution:
Margin Cost and contribution statement for the year 1986

Particulars Rs.
8,00,000
Less : 4,00,000
4,00,000
Less : 2,00,000
2,00,000

Calculation of units to be produced and sold in 1987 to make the same

profit as in 1986:

New Selling Price=20 – (20 x 10%) = 20 – 2 = Rs.18

New variable cost = Rs.12 (given New fixed cost=200000 + (200000 x 10%)

=200000 + 20000 = 220000

New P/V Ratio=Sales – Variable Cost / Sales x 100

=18 – 12 / 18 x 100 = 33 1/3 %

Required sales=Required profit + Fixed expenses / P/V Ratio

=200000 + 220000 / 33 1/3 %

=Rs.1260000

Units to be sold=Required Sales / New Selling Price

=1260000 / 18 = 70,000 units.

Illustration No. 10

The P/V Ratio of a firm dealing in precision instruments is 50% and margin of
safety is 40%. You are required to work-out break even point and the net profit
if the sales volume is Rs.5000000. If 25% of variable cost is labour cost, what
will be the effect on BEP and profit when labour efficiency decreases by 5%.

Solution:

Calculation of Break-even point

Margin of safety is 40% of sales = 5000000 x 40 / 100 = Rs.2000000

Break-even sales = Sales – Margin of safety

= 5000,000 – 2000000

= Rs.3000000

Calculation of fixed cost

Break-even Sales = Break-even sales x p/v ratio

= 3000000 x 50 / 100 = Rs.1500000

(2)Calculation of profit

Contribution = Sales x P/V Ratio = 5000000 x 50 / 100 = Rs.2500000

Net Profit =Contribution – Fixed Cost = 2500000 – 1500000 = Rs.1000000

(3) Effects of decrease in labour efficiency by 5%

Variable cost = Sales – Contribution = 5000000 – 2500000 = Rs.2500000

Labour cost =2500000 x 25 / 100 = Rs.625000

New labour cost when labour efficiency decreases by 5%

= 625000 x 100 / 95 = Rs.657895

= 657895 – 625000 = Rs.32895

Net Variable Cost =2500000 + 32,895=Rs.2532895

Contribution = 5000000 – 2532895 = Rs.2467105

Profit = Contribution – Fixed cost

= 2467105 – 1500000=Rs.967105

New P/V=2467105 / 5000000 x 100=49.3421 %

New BEP= Fixed Cost / P/V

= 1500000 / 49.3421 = Rs.3040000

Note: If for 100 units labour cost is Rs.100, 5% decrease in efficiency makes
the labour to produce only 95 units in the same time.

Cost of 95 units = Rs.100

Cost of 100 units=100 x 100 / 95= 1052635

Original labour cost has to be multiplied with 100 / 95 to get new labour cost.

Illustration No. 11

From the following find out the break even point

P Q R
Selling price Rs 100 80 50
Variable cost Rs. 50 40 20
Weightage 20% 30% 50%
Fixed cost Rs 1480000
Solution:

P Q R

1. Selling price Rs 100 80 50

2. Variable cost Rs. 50 40 20

3. Weightage 20% 30% 50%

4. Contribution (1-2) 50 40 30

5. P/V Ratio (4/1) 50% 50% 60%

6. Fixed cost (14.8lacx3) 2.96 4.44 7.4

7. BEP (6/5) 5.92 lac 8.88 lac 12.33 lac

Combined p/v ratio = 50% x20% + 50% x30% + 60%

x50%

10% + 15% +
30% = 55%

Combined BEP will be = Fixed cost / 55%

= 1480000 /55% = Rs. 2690909

Illustration No. 12

Raviraj Ltd. Manufactures and sells four types of products under the brand
names of A, B, C and D. The sales mix in value comprises 33 1/3%, 41 2/3%,
16 2/3% and 8 1/3% of products A, B, C and D respectively. The total budgeted
sales (100%) are Rs. 60,000 per month.

Operating costs are

 Variable cost:

Product A 60% of selling price

B 68% of selling price

C 80% of selling price

D 40% of selling price

Fixed cost: Rs. 14,700 per month

Calculate the break even point for the products on an overall basis and also the
B.E. Sales of individual products. Show the proof for your answer.

Solution:

P/V Ratio for individual products = 100-% of variable cost to sales

A = 40 %( 100-60)

B = 32 %( 100-68)

C = 20 %( 100-80)

D = 60 %( 100-40)
 Calculation of Composite P/V Ratio

(1) (2) (3) (4) (Col 3 x Col 4)

Products Sales % to total sales P/v Ratio Composite

P/V Ratio

A 20000 33 1/3% 40% 13.33%

B 25000 41 2/3% 32% 13.33%

C 10000 16 2/3% 20% 3.33%

D 5000 8 1/3% 60% 5.00%

60000 (After adjusting 35%

fractions)

Total Fixed cost

Composite BEP in Rs. = -----------------

Composite P / V Ratio

Rs. 14,700

= --------- = Rs. 42,000

35%

Proof of validity of composite B.E.P

Break even sales of:

A Rs. 42000 x 33 1/3% = Rs. 14000 14000 x 40% = 5600

B Rs 42000 x 41 2/3% = Rs. 17500 17500 x 32% = 5600

C Rs. 42000 x 16 2/3 % = Rs. 7000 7000 x 20% = 1400

D Rs. 42000 x 8 1/3% = Rs. 3500 3500 x 60% = 2100

Total contribution 14700

Total fixed cost 14700

Profit/Loss Nil

Test yourself

1.What is break even point? How do you calculate it?

2. What do you understand by cost volume profit analysis? What is its

significance?

3.What is composite break even point?

4. What is a break even chart? How isit useful?

5.Mention the assumptions underlying a break even chart?

Problems

1. Calculate BEP in units and value for the following:

Total cost Rs. 50000

Total variable cost Rs. 30000

Sales (5000 units) Rs. 50000

2. A Ltd. has two factories X and Y producing same article whose selling price
is Rs. 150 per unit. Other details are:

X Y

Capacity in units 10000 15000

Variable cost per unit (Rs) 100 120

Fixed expenses (Rs) 300000 210000

Determine the BEP for the two factories assuming constant sales mix also
composite BEP.

3.From the following data calculate

a. Break even point (Units)

b. If sales are 10% and 15% above the break even sales volume
determine the net profit.

Selling price per unit - Rs.10

Direct material per unit - Rs. 3

Fixed overheads - Rs. 10000

Variable overheads per unit – Rs.2

Direct labour cost per unit - Rs. 2

Marginal Costing and Decision-making
Introduction

During normal circumstances, Price is based on full cost, a certain desired

margin, or profit. But in certain special circumstances, products are to be sold at
a price below total cost based on absorption costing. In such circumstances, the
price should be fixed on the basis of marginal cost so as to cover the marginal
cost and contribute something towards fixed cost. Sometimes it becomes
necessary to reduce the selling price to the level of marginal cost.

The most useful contribution of marginal costing is that it helps management in

vital decision making. Decision making essentially involves a choice between
various alternatives and marginal costing assists in choosing the best alternative
by furnishing all possible facts. The information supplied by marginal costing
technique is of special importance where information obtained from total
absorption costing method is incomplete.

The following are some of the managerial decisions which are taken with the
help of marginal costing decisions:

 Fixation of selling price.

 Make or buy decision

 Selection of a suitable product mix or sales mix.

 Key factor:

 Alternative methods of production.

 Profit planning

 Suspending activities i.e., closing down

Fixation of selling price

One of the main purposes of cost accounting is the ascertainment of cost for
fixation of selling price. Price fixation is one of the fundamental problems
which the management has to face. Although prices are determined by market
conditions and other factors, marginal costing technique assists the management
in the fixation of selling prices under various circumstances which is as follows.

a) Pricing under normal conditions.

b) Pricing during stiff competition.

c) Pricing during trade depression.

d) Accepting special bulk orders.

e) Accepting additional orders to utilize idle capacity.

f) Accepting orders and exporting new materials.

Decision to Make or Buy

It is a common type of business decision for a company to determine whether to

make to buy materials or component parts. Manufacturing or making often
requires a capital investment so that a decision to make must always be made
whenever the expected cost savings provide a higher return on the required
capital investment that can be obtained by employing these funds in an
alternative investment bearing the same risk. In practice, difficulties are
encountered in identifying and estimating relevant costs and in calculating non-
cost considerations.

In case a firm decides to get a product manufactured from outside, besides

savings in cost, it must also take into account the following factors:

(a) Whether the outside supplier would be in a position to maintain the quality
of the product?
(b) Whether the supplier would be regular in his supplies?

(c) Whether the supplier is reliable? In other words is the financially and
technically sound?

Selection of a Suitable Product Mix or Sales Mix

When a concern manufactures a number of products a problem often raises as to

which product mix or sales mix will give the maximum profit. In other words,
what should be the best combination of varying quantities of the different
products/? Which would be selected from amongst the various alternative
combinations available? Such a problem can be solved with the help of
marginal contribution cost analysis: the product mix which gives the best
optimum mix. Eg, let us consider the following analysis made in respect of three
products manufactured in a company:

Product I (Rs) Product II (Rs) Product III (Rs)

Per unit sales price 25 30 18
Materials 6 8 2
Labour 5 4 6
Variable Overheads 4 3 5
Marginal cost 15 15 13
Marginal 10 15 5
contribution

Out of the three products, product II gives the highest contribution per unit.
Therefore, if no other factors no others factors intervene, the production
capacity will be utilized to the maximum possible extent for the manufacture of
that product. Product I ranks second and so, after meeting the requirement of
Product II, the capacity will be utilized for product I. What ever capacity is
available thereafter may be utilized for Product III.
Key Factor

Firms would try to produce commodities which fetch a higher contribution or

the highest contribution. This assumption is based on the possibility of selling
out the product at the maximum. Sometimes it may happen that the firm may
not be able to push out all products manufactured. And, sometimes the fir m may
not be able to sell all the products it manufactured but production may be
limited due to shortage of materials, labour, plant, capacity, capital, demand,
etc.

A key factor is also called as a limiting factor or principal budget factor or

scarce factor. It is factor of production which is scarce and because of want of
which the production may stop. Generally sales volume, plant capacity,
material, labour etc may be limiting factors. When there is a key factor profit is
calculated by using the formula

When there is no limiting factor, the production can be on the basis of the
highest P / V ratio. When two or more limiting factors are in operation, they will
be seriously considered to determine the profitability.

Contribution
Profitability = -------------------------
Key factor (Materials, Labour, or Capital)

Alternative Methods of Production

Sometimes management has to choose from among alternative methods of

production, i.e., mechanical or manual. In such circumstances, the technique of
marginal costing can be applied and the method which gives the highest
contribution can be adopted.
Profit Planning

Profit planning is the planning of the future operations to attain maximum profit
or to maintain level of profit. Whenever there is a change in sale price, variable
costs and product mix, the required volume of sales for maintaining or attaining
a desired amount of profit may be ascertained with the help of P / V ratio.

Fixed Cost + Profit

Expected Sales = -------------------------
P / V Ratio
Suspending Activities i.e., closing down

When a firm is operating for loss sometime, the management has to decide upon
its shut down.

a) Complete shut down: The firm may be permanently closed any intention to
revive it. Such a decision is warranted.

i) When the selling price does not even cover the variable cost: or

ii) The demand for the output is very low and the future prospects are bleak.

Complete shut down saves the management from the fixed of running the
factory or division or firm.

b) Partial or temporary shut down: Here the intention is to close down for
sometime and reopen the firm when circumstances favour it. Some fixed cost
will continue in the form of irreducible minimum, like Skelton staff to maintain
the factory, some managerial remuneration, salaries, irreplaceable technical
experts, etc. The saving from the partial shut down should be compared with the
position if the firm continues. If there is substantial savings, shut down may be
preferable. Minor savings in expenditure does not warrant shut down because
reviving a firm is a cumbersome process.
 Decision to Make or Buy

Illustration No. 1

An automobile manufacturing company finds that the cost of making Part No.
208 in its own workshop is Rs.6. The same part is available in the market at
Rs.5.60 with an assurance of continuous supply. The cost data to make the part
are:

Material Rs.2.00
Direct labour Rs.2.50
Other variable cost Rs.0.50
Fixed cost allocated Rs.1.00
----------
Rs.6.00
----------
Should be part be made or brought?

Will your answer be different if the market price is Rs.4.60? Show your
calculations clearly.

Solution:

To take a decision on whether to „make or buy‟ the part, fixed cost being
irrelevant is to be ignored. The additional costs being variable costs are to be
considered.

Materials Rs.2.00
Direct labour Rs.2.50
Other variable cost Rs.0.50
---------
Total variable cost Rs.5.00
----------
The company should continue „to Make‟ the part if its market price is Rs.5.60
„Making‟ results in saving of Rs.0.60 (5.60 – 5.00) per unit.

(b)The company should „Buy‟ the part from the market and stop its production
facilities which become „Idle‟ if the production of the part is discontinued
cannot be used to derive some income.

Note: The above conclusion is on the assumption that the production facilities
which become „Idle‟ if the production of the part is discontinued cannot be used
to derive some income.

However, if the „Idle facilities‟ can be leased out or can be used to produce
some other product or part which can result in some amount of „contribution‟,
that should also be considered while taking the „Make or buy decision‟.

Key Factor

Illustration No. 2

Two businesses S.V.P. Ltd., and T.R.R. Ltd., sell the same type of product in
the same type of market. Their budgeted Profit and Loss Accounts for the
coming year are as follows:
S.V.P. Ltd. T.R.R. Ltd.
Rs. Rs.
Sales 150000 150000
Less: Variable cost 120000 100000
Fixed cost 15000 35000
------------ ------------
Budgeted Net Profit 15000 15000

------------ ------------
You are required to:

Calculate break-even point of each business

Calculate the sales volume at which each business will earn Rs.5000/- profit.

State which business is likely to earn greater profit in conditions of:

Heavy demand for the product

Low demand for the product

Briefly give your reasons.

Solution:

Marginal Cost and Contribution Statement

Particulars SVP Ltd. Rs. TRR Ltd. Rs.

Sales 150000 150000
Less : 120000 100000
Contribution 30000 50000
Less : 15000 35000
Profit 15000 15000
(a) Calculation of break-even point
P/V Ratio = Contribution / Sales x 100 30000 / 150000 x 50000 / 150000 x
100 100
= 20% = 33 1/3 %

Break even point = Fixed cost / PV 15000 / 20 x 100 35000 / 33 1/3 x

Ratio 100
= Rs.75,000 = Rs.1,05,000

(b) Sales required to earn profit of

Rs.5,000
Required Sales = Required Profit + Fixed cost / P/V Ratio
5000 + 15000 / 20 5000 + 35000 / 33
1/3 x 100
x 100
= Rs.1,00,000 = Rs.1,20,000

(c) (1)In condition of heavy demand, a concern with higher P/V Ratio can earn
greater profits because of higher contribution. Thus TRR Ltd., is likely to earn
greater profit.

(2) In conditions of low demand, a concern with lower break even point is likely
to earn more profits because it will start making profits at lower level of sales.
Therefore in case of low demand SVP Ltd., will make profits when its sales
reach Rs.75000, whereas TRR Ltd., will start making profits only when its sales
reach the level of Rs.105000.

Illustration No. 3

The following particulars are extracted from the records of a company.

Product A Product B
Sales (per unit) Rs.100 Rs.120
Consumption of material 2 Kg. 3 Kg.
Material cost Rs.10 Rs.15
Direct wages cost 15 10
Direct expenses 5 6
Machine hours used 3 2
Overhead expenses :
Fixed 5 10
Variable 15 20
Direct wages per hour is Rs.5. Comment on the profitability of each product
(both use the same raw materials) when:

(i) Total sales potential in units is limited.

(ii) Production capacity (in terms of machine hours) is the limiting factor.

(iii)Material is in short supply.

Sales potential in value is limited.

Solution:
Statement showing key-
factor contribution

Particulars Product A Per unit – Rs. Product B per unit –

Rs.
Selling Price 100 120
Less : Variable cost
10 15
15 10
5 6
15 20
Contribution per unit
Contribution per machine hour 55 / 3 69 / 2
Combination per kg. of 55 / 2 69 / 3
material 23
P/V Ratio 55/100 x 100 = 55% 69/120 x 100 =
57.5%
Comments on the profitability of products ‘A’ and ‘B’ on the basis of
different key-factors

When total sales potential in units is limited, product „B‟ will be more profitable
compared to „A‟ as its „Contribution per unit is more by Rs.14 (69 – 55).

When production capacity in terms of machine hours is the limiting factor,

product „B‟ is more profitable as its „contribution per hour‟ is more by Rs.16.17
(34.5 – 18.33)

When raw material is in short supply product „A‟ is more profitable as its
„contribution per kg‟ is higher by Rs.4.5 (27.5 – 23)

When sales potential in value is the limiting factor product „B‟ is better as its
P/V Ratio is higher than that of product „A‟.

Note: Contribution per unit can be divided with any given „Key Factor‟ or
„Limiting factor‟ to obtain „Key-factor contribution‟ (K.F.C.). The Product
which gives higher contribution in terms of key-factor is decided to be better
and more profitable

Illustration No. 4

S & Co. Ltd., has three divisions, each of which makes a different product.
The budgeted data for the next year is as follows:

Divisions A (Rs.) B (Rs.) C (Rs.)

Sales 1,12,000 56,000 84,000

Costs :
Direct Material 14,000 7,000 14,000
Direct Labour 5,600 7,000 22,400
Variable overhead 14,000 7,000 28,000

Fixed Costs 28,000 14,000 28,000

Total Costs 61,600 35,000 92,400

The management is considering closing down Division C. There is no

possibility of reducing variables costs. Advise whether or not division C
should be closed down.

Solution:

Divisions A (Rs.) B (Rs.) C (Rs.)

Sales 112000 56000 84000

Less : Variable Costs :

Direct Material 14000 7000 14000
Direct Labour 5600 7000 22400
Variable overhead 14000 7000 28000
33600 21000 64000
78400 35000 20000
Less : Fixed Costs 28000 14000 28000

Loss 50400 21000 8000

Since Division C is giving a positive contribution of Rs.20000/- it should not be

discharged.
Test Yourself:
Discuss the role of marginal costing in taking managerial decisions.
What is key factor? What is it importance?
Explain the different factors to be considered while taking a make or buy
decision.
When is selling below cost is permissible or necessary?
How do you decide upon the optimal sales mix?

Problems
Present the following information to management:
The managerial product cost and the contribution per unit and ii. The total
contribution and profits resulting from each of the sales mixes:
Product per unit
Rs.
Direct materials A 10
Direct materials B 9
Direct wages A 3
Direct wages B 2
Fixed expenses - Rs. 800
(Variable expenses are allotted to products 100% of direct wages)
Sales Price - A Rs. 20
Sales Price - B Rs. 15
Sales mix:
100 units of product A and 200 of B
150 units of product B and 150 of B
200 unit of product A and 100 of B
Recommend which of the sales mixes should be adopted.
Pondicherry Trading Corporation is running its plant at 50% capacity. The
management has supplied you the following details:
Cost of Production
Per Unit (Rs)
Direct materials 4
Direct labour 2
Variable overheads 6
Fixed overheads (Fully absorbed) 4
------
16
Production per month 40000 units
Total cost of production
40000 X Rs. 16 640000
Sales price 40000 X Rs. 14 560000
---------------
Rs. 80000
----------------
An exporter offers to purchase 10000 units per month at Rs. 13 per unit and the
company is hesitating in accepting the offer due to the fear that it will increase
its already large operating losses.
Advise whether the company should accept or decline this offer.
References

1. Dr .S. Ganeson and Tmt. S. R. Kalavathi, Management Accounting,

Thirumalai Publications, Nagercoil.

2. T.S. Reddy and Y. Hari Prasad Reddy Management Accounting, Margam

Publications, Chennai.
3. Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost Accouting;
Traditions and Innovations, South - Western College Publishing, Cincinnati,
Ohio.
 Unit III
BUDGETS AND BUDGETORY CONTROL

Introduction:

To achieve the organizational objectives, an enterprise should be managed

effectively and efficiently. It is facilitated by chalking out the course of action in
advance. Planning, the primary function of management helps to chalk out the
course of actions in advance. But planning is to be followed by continuous
comparison of the actual performance with the planned performance, i. e.,
controlling. One systematic approach in effective follow up process is
budgeting. Different budgets are prepared by the enterprise for different
purposes. Thus, budgeting is an integral part of management.

Definition of Budget:

„A budget is a comprehensive and coordinated plan, expressed in financial

terms, for the operations and resources of an enterprise for some specific period
in the future‟. (Fremgen, James M – Accounting for Managerial Analysis)

„A budget is a predetermined detailed plan of action developed and distributed

as a guide to current operations and as a partial basis for the subsequent
evaluation of performance‟. (Gordon and Shillinglaw)

„A budget is a financial and/or quantitative statement, prepared prior to a

defined period of time, of the policy to be pursued during the period for the
purpose of attaining a given objective‟. (The Chartered Institute of
Management Accountants, London)

Elements of Budget:

The basic elements of a budget are as follows:-

1. It is a comprehensive and coordinated plan of action.

 2. It is a plan for the firm‟s operations and resources.

3. It is based on objectives to be attained.

4. It is related to specific future period.

5. It is expressed in financial and/or physical units.

Budgeting:

Budgeting is the process of preparing and using budgets to achieve management

objectives. It is the systematic approach for accomplishing the planning,
coordination, and control responsibilities of management by optimally utilizing
the given resources.

„The entire process of preparing the budgets is known as Budgeting‟ (J. Batty)

„Budgeting may be said to be the act of building budgets‟ (Rowland & Harr)

Elements of Budgeting:

1. A good budgeting should state clearly the firm‟s expectations and

facilitate their attainability.
2. A good budgeting system should utilize various persons at different
levels while preparing the budgets.

3. The authority and responsibility should be properly fixed.

4. Realistic targets are to be fixed.

5. A good system of accounting is also essential.

6. Wholehearted support of the top management is necessary.

7. Budgeting education is to be imparted among the employees.

8. Proper reporting system should be introduced.

9. Availability of working capital is to be ensured.

Definition of Budgetary Control:

CIMA, London defines budgetary control as, “the establishment of the budgets
relating to the responsibility of executives to the requirements of a policy and
the continuous comparison of actual with budgeted result either to secure by
individual action the objectives of that policy or to provide a firm basis for its
revision”

„Budgetary Control is a planning in advance of the various functions of a

business so that the business as a whole is controlled‟. (Wheldon)

„Budgetary Control is a system of controlling costs which includes the

preparation of budgets, coordinating the department and establishing
responsibilities, comprising actual performance with the budgeted and acting
upon results to achieve maximum profitability‟. (Brown and Howard)

Elements of budgetary control:

1. Establishment of budgets for each function and division of the

organization.

2. Regular comparison of the actual performance with the budget to know

the variations from budget and placing the responsibility of executives to
achieve the desire result as estimated in the budget.

3. Taking necessary remedial action to achieve the desired objectives, if

there is a variation of the actual performance from the budgeted
performance.

4. Revision of budgets when the circumstances change.

5. Elimination of wastes and increasing the profitability.

Budget, Budgeting and Budgetary Control:

A budget is a blue print of a plan expressed in quantitative terms. Budgeting is a

technique for formulating budgets. Budgetary Control refers to the principles,
procedures and practices of achieving given objectives through budgets.

According to Rowland and William, „Budgets are the individual objectives of a

department, whereas Budgeting may be the act of building budgets. Budgetary
control embraces all and in addition includes the science of planning the budgets
to effect an overall management tool for the business planning and control‟.

Objectives of Budgetary Control

Budgetary Control assists the management in the allocation of responsibilities

and is a useful device to estimate and plan the future course of action. The
general objectives of budgetary control are as follows:

1. Planning:

(a) A budget is an action plan as it is prepared after a careful study and research.

(b) A budget operates as a mechanism through which objectives and policies are
carried out.

(c) It is a communication channel among various levels of management.

(d) It is helpful in selecting a most profitable alternative.

(e) It is a complete formulation of the policy of the concern to be pursued for

attaining given objectives.

2. Co-ordination:

It coordinates various activities of the business to achieve its common

objectives. It induces the executives to think and operate as a group.
3. Control:

Control is necessary to judge that the performance of the organization confirms

to the plans of business. It compares the actual performance with that of the
budgeted performance, ascertains the deviations, if any, and takes corrective
action at once.

Installation of Budgetary Control:

There are certain steps necessary to install a good budgetary control system in
an organization. They are as follows:

1. Determination of the Objectives

2. Organization for Budgeting

3. Budget Centre

4. Budget Officer

5. Budget Manual

6. Budget Committee

7. Budget Period

8. Determination of Key Factor

1. Determination of Objectives:

It is very clear that the installation of a budgetary control system presupposes

the determination of objectives sought to be achieved by the organization in
clear terms.

2. Organization for Budgeting:

Having determined the objectives clearly, proper organization is essential for the
successful preparation, maintenance and administration of budgets. The
responsibility of each executive must be clearly defined. There should be no
uncertainty regarding the jurisdiction of executives.

3. Budget Centre:

It is that part of the organization for which the budget is prepared. It may be a
department or any other part of the department. It is essential for the appraisal of
performance of different departments so as to make them responsible for their
budgets.

4. Budget Officer:

A Budget Officer is a convener of the budget committee. He coordinates the

budgets of various departments. The managers of different departments are
made responsible for their department‟s performance.

5. Budget Manual:

It is a document which defines the objectives of budgetary control system. It

spells out the duties and responsibilities of budget officers regarding the
preparation and execution of budgets. It also specifies the relations among
various functionaries.

6. Budget Committee:

The heads of all important departments are made members of this committee. It
is responsible for preparation and execution of budgets. The members of this
committee may sometimes take collective decisions, if necessary. In small
concerns, the accountant is made responsible for the same work.

7. Budget Period:

It is the period for which a budget is prepared. It depends upon a number of

factors. It may be different for different concerns/functions. The following are
the factors that may be taken into consideration while determining budget
period:

a. The type of budget,

b. The nature of demand for the products,

c. The availability of finance,

d. The economic situation of the cycle and

e. The length of trade cycle

8. Determination of Key Factor:

Generally, the budgets are prepared for all functional areas of the business. They
are inter related and inter dependent. Therefore, a proper coordination is
necessary. There may be many factors that influence the preparation of a budget.
For example, plant capacity, demand position, availability of raw materials, etc.
Some factors may have an impact on other budgets also. A factor which
influences all other budgets is known as Key factor. The key factor may not
remain the same. Therefore, the organization must pay due attention on the key
factor in the preparation and execution of budgets.

Types of Budgeting:

Budget can be classified into three categories from different points of view.
They are:

1. According to Function

2. According to Flexibility

3. According to Time
I. According to Function:

(a) Sales Budget:

The budget which estimates total sales in terms of items, quantity, value,
periods, areas, etc is called Sales Budget.

(b) Production Budget:

It estimates quantity of production in terms of items, periods, areas, etc. It is

prepared on the basis of Sales Budget.

(c) Cost of Production Budget:

This budget forecasts the cost of production. Separate budgets may also be
prepared for each element of costs such as direct materials budgets, direct labour
budget, factory materials budgets, office overheads budget, selling and
distribution overheads budget, etc.

(d) Purchase Budget:

This budget forecasts the quantity and value of purchase required for production.
It gives quantity wise, money wise and period wise particulars about the
materials to be purchased.

(e) Personnel Budget:

The budget that anticipates the quantity of personnel required during a period for
production activity is known as Personnel Budget.

(f) Research Budget:

The budget relates to the research work to be done for improvement in quality of
the products or research for new products.
(g) Capital Expenditure Budget:

The budget provides a guidance regarding the amount of capital that may be
required for procurement of capital assets during the budget period.

(h) Cash Budget:

This budget is a forecast of the cash position by time period for a specific
duration of time. It states the estimated amount of cash receipts and estimation
of cash payments and the likely balance of cash in hand at the end of different
periods.

(i) Master Budget:

It is a summary budget incorporating all functional budgets in a capsule form. It

interprets different functional budgets and covers within its range the
preparation of projected income statement and projected balance sheet.

II. According to Flexibility:

On the basis of flexibility, budgets can be divided into two categories. They are:

1. Fixed Budget

2. Flexible Budget

1. Fixed Budget:

Fixed Budget is one which is prepared on the basis of a standard or a fixed level
of activity. It does not change with the change in the level of activity.

2. Flexible Budget:

A budget prepared to give the budgeted cost of any level of activity is termed as
a flexible budget. According to CIMA, London, a Flexible Budget is, „a budget
designed to change in accordance with level of activity attained‟. It is prepared
by taking into account the fixed and variable elements of cost.
III. According to Time:

On the basis of time, the budget can be classified as follows:

1. Long term budget

2. Short term budget
3. Current budget
4. Rolling budget
1. Long-term Budget:

A budget prepared for considerably long period of time, viz., 5 to 10 years is

called Long-term Budget. It is concerned with the planning of operations of the
firm. It is generally prepared in terms of physical quantities.

2. Short-term Budget:

A budget prepared generally for a period not exceeding 5 years is called Short -
term Budget. It is generally prepared in terms of physical quantities and in
monetary units.

3. Current Budget:

It is a budget for a very short period, say, a month or a quarter. It is adjusted to

current conditions. Therefore, it is called current budget.

4. Rolling Budget:

It is also known as Progressive Budget. Under this method, a budget for a year
in advance is prepared. A new budget is prepared after the end of each
month/quarter for a full year ahead. The figures for the month/quarter which has
rolled down are dropped and the figures for the next month/quarter are added.
This practice continues whenever a month/quarter ends and a new month/quarter
begins

.
PREPARATION OF BUDGETS:

I. SALES BUDGET:

Sales budget is the basis for the preparation of other budgets. It is the forecast of
sales to be achieved in a budget period. The sales manager is directly
responsible for the preparation of this budget. The following factors taken into
consideration:

a. Past sales figures and trend

b. Salesmen‟s estimates
c. Plant capacity
d. General trade position
e. Orders in hand
f. Proposed expansion
g. Seasonal fluctuations
h. Market demand
i. Availability of raw materials and other supplies
j. Financial position
k. Nature of competition
l. Cost of distribution
m. Government controls and regulations
n. Political situation.

Example

1. The Royal Industries has prepared its annual sales forecast, expecting to
achieve sales of Rs.30,00,000 next year. The Controller is uncertain about the
pattern of sales to be expected by month and asks you to prepare a monthly
budget of sales. The following sales data pertained to the year, which is
considered to be representative of a normal year:

Month Sales (Rs.) Month Sales (Rs.)

January 1,10,000 July 2,60,000
February 1,15,000 August 3,30,000
March 1,00,000 September 3,40,000
April 1,40,000 October 3,50,000
May 1,80,000 November 2,00,000
June 2,25,000 December 1,50,000
Prepare a monthly sales budget for the coming year on the basis of the above data.

Answer:

Sales Budget

Month Sales (given) Sales estimation based on cash sales ratio given
January 1,10,000 (1,10,000/25,00,000) x 30,00,000 = 1,32,000
February 1,15,000 (1,15,000/25,00,000) x 30,00,000 = 1,38,000
March 1,00,000 (1,00,000/25,00,000) x 30,00,000 = 1,20,000
April 1,40,000 (1,40,000/25,00,000) x 30,00,000 = 1,68,000
May 1,80,000 (1,80,000/25,00,000) x 30,00,000 = 2,16,000
June 2,25,000 (2,25,000/25,00,000) x 30,00,000 = 2,70,000
July 2,60,000 (2,60,000/25,00,000) x 30,00,000 = 3,12,000
August 3,30,000 (3,30,000/25,00,000) x 30,00,000 = 3,96,000
September 3,40,000 (3,40,000/25,00,000) x 30,00,000 = 4,08,000
October 3,50,000 (3,50,000/25,00,000) x 30,00,000 = 4,20,000
November 2,00,000 (2,00,000/25,00,000) x 30,00,000 = 2,40,000
December 1,50,000 (1,50,000/25,00,000) x 30,00,000 = 1,80,000
Total 25,00,000 30,00,000
Note: Sales budget is prepared based on last year‟s month-wise sales ratio.

Example:

2. M/s. Alpha Manufacturing Company produces two types of products, viz.,

Raja and Rani and sells them in Chennai and Mumbai markets. The following
information is made available for the current year:

Market Product Budgeted Sales Actual Sales

Chennai Raja 400 units @ Rs.9 each 500 units @ Rs.9 each
,, Rani 300 units @ Rs.21 each 200 units @ Rs.21 each
Mumbai Raja 600 units @ Rs.9 each 700 units @ Rs.9 each
Rani 500 units @ Rs.21 each 400 units @ Rs.21 each

Market studies reveal that Raja is popular as it is under priced. It is observed that
if its price is increased by Re.1 it will find a readymade market. On the other
hand, Rani is over priced and market could absorb more sales if its price is
reduced to Rs.20. The management has agreed to give effect to the above price
changes.

On the above basis, the following estimates have been prepared by Sales
Manager:

% increase in sales over current budget

Product Chennai Mumbai
Raja +10% + 5%
Rani + 20% + 10%
With the help of an intensive advertisement campaign, the following additional
sales above the estimated sales of sales manager are possible:
 Product Chennai Mumbai

Raja 60 units 70 units

Rani 40 units 50 units

You are required to prepare a budget for sales incorporating the above estimates.

Answer:

Sales Budget

Budget for Actual sales Budget for

Area Product current year future period
Units Price Value Units Price Value Units Price Value
Rs. Rs. Rs. Rs. Rs. Rs.
Raja 400 9 3600 500 9 4500 500 10 5000
Chennai Rani 300 21 6300 200 21 4200 400 20 8000
Total 700 9900 700 8700 900 13000
Raja 600 9 5400 700 9 6300 700 10 7000
Mumbai Rani 500 21 10500 400 21 8400 600 20 12000
Total 1100 15900 1100 14700 1300 19000
Raja 1000 9 9000 1200 9 10800 1200 10 12000
Total Rani 800 21 16800 600 21 12600 1000 20 20000
Total 1800 25800 1800 23400 2200 32000
Sales
Workings:

1. Budgeted sales for Chennai:

Raja Rani
Units Units
Budgeted Sales 400 300
Add: Increase (10%) 40 (20%) 60
440 360
Increase due to advertisement 60 40
Total 500 400
2. Budgeted sales for Mumbai:

Raja Rani
Units Units
Budgeted Sales 600 500
Add: Increase (5%) 30 (10%) 50
630 550
Increase due to advertisement 70 50
Total 700 600
II. PRODUCTION BUDGET:

Production = Sales + Closing Stock – Opening Stock

Example:
3. The sales of a concern for the next year is estimated at 50,000 units. Each unit
of the product requires 2 units of Material „A‟ and 3 units of Material „B‟. The
estimated opening balances at the commencement of the next year are:

Finished Product : 10,000 units

Raw Material „A‟ : 12,000 units
Raw Material „B‟ : 15,000 units
The desirable closing balances at the end of the next year are:

Finished Product : 14,000 units

Raw Material „A‟ : 13,000 units
Raw Material „B‟ : 16,000 units
Prepare the materials purchase budget for the next year.
Answer:

Production Budget

Estimated Sales 50,000 units

Add: Estimated Closing Finished Goods 14,000 ,,
64,000 ,,
Less: Estimated Opening Finished Goods 10,000 ,,
Production 54,000 ,,
Materials Purchase Budget

Material „A‟ Material „B‟

Material Consumption 1,08,000 units 1,62,000 units
Add: Closing stock of materials 13,000 ,, 16,000 ,,
1,21,000 ,, 1,78,000 ,,
Less: Opening stock of materials 12,000 ,, 15,000 ,,
Materials to be purchased 1,09,000 ,, 1,63,000 ,,
Workings:

Materials consumption: Material „A‟ Material „B‟

Material required per unit of production 2 units 3 units
For production of 54,000 units 1,08,000 1,62,000
III. CASH BUDGET:

It is an estimate of cash receipts and disbursements during a future period of

time. “The Cash Budget is an analysis of flow of cash in a business over a
future, short or long period of time. It is a forecast of expected cash intake and
outlay” (Soleman, Ezra – Handbook of Business administration).

Procedure for preparation of Cash Budget:

1. First take into account the opening cash balance, if any, for the
beginning of the period for which the cash budget is to be prepared.

2. Then Cash receipts from various sources are estimated. It may be

from cash sales, cash collections from debtors/bills receivables,
dividends, interest on investments, sale of assets, etc.

3. The Cash payments for various disbursements are also estimated. It

may be for cash purchases, payment to creditors/bills payables,
payment to revenue and capital expenditure, creditors for expenses,
etc.

4. The estimated cash receipts are added to the opening cash balance, if
any.

5. The estimated cash payments are deducted from the above proceeds.

6. The balance, if any, is the closing cash balance of the month

concerned.

7. The closing cash balance is taken as the opening cash balance of the
following month.

8. Then the process is repeatedly performed.

 9. If the closing balance of any month is negative i.e the estimated cash
payments exceed estimated cash receipts, then overdraft facility may
also be arranged suitably.

Example:

4. From the following budgeted figures prepare a Cash Budget in respect of

three months to June 30, 2006.

Month Sales Materials Wages Overheads

Rs. Rs. Rs. Rs.
January 60,000 40,000 11,000 6,200
February 56,000 48,000 11,600 6,600
March 64,000 50,000 12,000 6,800
April 80,000 56,000 12,400 7,200
May 84,000 62,000 13,000 8,600
June 76,000 50,000 14,000 8,000
Additional information:

1. Expected Cash balance on 1 stApril, 2006 – Rs. 20,000

2. Materials and overheads are to be paid during the month following the
month of supply.

3. Wages are to be paid during the month in which they are incurred.

4. All sales are on credit basis.

5. The terms of credits are payment by the end of the month following the
month of sales: Half of credit sales are paid when due the other half to be
paid within the month following actual sales.

6. 5% sales commission is to be paid within in the month following sales

7. Preference Dividends for Rs. 30,000 is to be paid on 1 stMay.

 8. Share call money of Rs. 25,000 is due on 1 stApril and 1 stJune.

9. Plant and machinery worth Rs. 10,000 is to be installed in the month of

January and the payment is to be made in the month of June.

Answer:

Cash Budget for three months from April to June, 2006

Particulars April May June

Rs. Rs. Rs.
Opening Cash Balance 20,000 32,000 (-) 5,600
Add: Estimated Cash Receipts:
Sales Collection from debtors 60,000 72,000 82,000
Share call money 25,000 25,000
1,05,000 1,04,600 1,01,400
Less: Estimated Cash Payments:
Materials 50,000 56,000 62,000
Wages 12,400 13,000 14,000
Overheads 6,800 7,200 8,600
Sales Commission 3,200 4,000 4,200
Preference Dividend --- 30,000 ---
Plant and Machinery --- --- 10,000
72,400 1,10,200 98,800

Closing Cash Balance 32,600 (-) 5,600 2,600

Workings:

1. Sales Collection:

Payment is due at the month following the sales. Half is paid on due and other
half is paid during the next month. Therefore, February sales Rs. 50,000 is due
at the end of March. Half is given at the end of March and other half is given in
the next month i.e., in the month of April. Hence, the sales collection for the
month of April will be as follows:

For April – Half of February Sales (56,000 x ½) = 28,000

- Half of March Sales (64,000 x ½) = 32,000

Total Collection for April = 60,000

Similarly, the sales collection for the months of May and June may be
calculated.

2. Materials and overheads:

These are paid in the following month. That is March is paid in April, April is
paid in May and May is paid in June.

3. Sales Commission:

It is paid in the following month. Therefore,

For April – 5% of March Sales (64,000 x 5 /100) = 3,200

For May – 5% of March Sales (80,000 x 5 /100) = 4,000

For April – 5% of March Sales (84,000 x 5 /100) = 4,200

IV. FLEXIBLE BUDGET:

A flexible budget consists of a series of budgets for different level of activity.

Therefore, it varies with the level of activity attained. According to CIMA,
London, A Flexible Budget is, „a budget designed to change in accordance with
level of activity attained‟. It is prepared by taking into account the fixed and
variable elements of cost. This budget is more suitable when the forecasting of
demand is uncertain.

Points to be remembered while preparing a flexible budget:

1. Cost can be classified into fixed and variable cost.

2. Total fixed cost remains constant at any level of activity.
3. Total Variable cost varies in the same proportion at which the level of
activity varies.
4. Fixed and variable portion of Semi-variable cost is to be segregated.
Example:

5. The following information at 50% capacity is given. Prepare a flexible

budget and forecast the profit or loss at 60%, 70% and 90% capacity.

Fixed expenses: Expenses at 50% capacity (Rs.)

Salaries 5,000
Rent and taxes 4,000
Depreciation 6,000
Administrative expenses 7,000
Variable expenses:
Materials 20,000
Labour 25,000
Others 4,000

Semi-variable expenses:
Repairs 10,000
Indirect Labour 15,000
Others 9,000
It is estimated that fixed expenses will remain constant at all capacities. Semi-
variable expenses will not change between 45% and 60% capacity, will rise by
10% between 60% and 75% capacity, a further increase of 5% when capacity
crosses 75%.

Estimated sales at various levels of capacity are:

Capacity Sales (Rs.)

60% 1,10,000
70% 1,30,000
90% 1,50,000
Answer:

FLEXIBLE BUDGET

(Showing Profit & Loss at various capacities)

Capacities
Particulars 50% 60% 70% 90%
Rs. Rs. Rs. Rs.
Fixed Expenses:
Salaries 5,000 5,000 5,000 5,000
Rent and taxes 4,000 4,000 4,000 4,000
Depreciation 6,000 6,000 6,000 6,000
Administrative expenses 7,000 7,000 7,000 7,000
Variable expenses:
Materials 20,000 24,000 28,000 36,000
Labour 25,000 30,000 35,000 45,000
Others 4,000 4,800 5,600 7,200
Semi-variable expenses:
Repairs 10,000 10,000 11,000 11,500
Indirect Labour 15,000 15,000 16,500 17,250
Others 9,000 9,000 9,900 10,350
Total Cost 1,05,000 1,14,800 1,28,000 1,49,300
Profit (+) or Loss (-) (-) 4,800 (+) 2,000 (+) 700
Estimated Sales 1,10,000 1,30,000 1,50,000

Example:

6. The following information relates to a flexible budget at 60%

capacity. Find out the overhead costs at 50% and 70% capacity and also
determine the overhead rates:

Particulars Expenses at 60% capacity

Variable overheads: Rs.
Indirect Labour 10,500
Indirect Materials 8,400
Semi-variable overheads:
Repair and Maintenance 7,000
(70% fixed; 30% variable)
Electricity 25,200
(50% fixed; 50% variable)
Fixed overheads:
Office expenses including 70,000
salaries
Insurance 4,000
Depreciation 20,000
Estimated direct labour hours 1,20,000 hours
Answer:

FLEXIBLE BUDGET

50 % Capacity 60% Capacity 70% Capacity

Rs. Rs. Rs.
Variable overheads:
Indirect Labour 8,750 10,500 12,250
Indirect Materials 7,000 8,400
Semi-variable overheads:
Repair and Maintenance (1) 6,650 7,000
Electricity (2) 23,100 25,200
Fixed overheads:
Office expenses including salaries 70,000 70,000 70,000
Insurance 4,000 4,000 4,000
Depreciation 20,000 20,000 20,000
Total overheads 1,39,500 1,45,100 1,50,700
Estimated direct labour hours 1,00,000 1,20,000 1,50,000
Overhead rate per hour (Rs.) 1.395 1.21 1.077
Workings:

1. The amount of Repairs and maintenance at 60% Capacity is Rs. 7,000.

Out of this, 70% (i.e Rs. 4,900) is fixed and remaining 30% (i.e Rs.
2,100) is variable. The fixed portion remains constant at all levels of
capacities. Only the variable portion will change according to change in
the level of activity. Therefore, the total amount of repairs and
maintenance for 50% and 70% capacities are calculated as follows:
 Repairs and maintenance 50% 60% 70%
Fixed (70%) 4,900 4,900 4,900
Variable (30%) 1,750 2,100 2,450
6,650 7,000 7,350
Total

2. Similarly, electricity expenses at different levels of capacity are calculated as

follows:

Electricity 50% 60% 70%

Fixed (50%) 12,600 12,600 12,600
Variable (50%) 10,500 12,600 14,700
23,100 25,200 27,300
Total

ZERO BASE BUDGETING (ZBB)

It is a management technique aimed at cost reduction. It was introduced by the

U. S. Department of Agriculture in 1961. Peter A. Phyrr popularized it. In 1979,
president Jimmy Carte issued a mandate asking for the use of ZBB by the
Government.

ZBB - Definition:

“It is a planning and budgeting process which requires each manager to justify
his entire budget request in detail from scratch (Zero Base) and shifts the burden
of proof to each manager to justify why he should spend money at all. The
approach requires that all activities be analyzed in decision packages, which are
evaluated by systematic analysis and ranked in the order of importance”. – Peter
A. Phyrr.
It implies that-

 Every budget starts with a zero base

 No previous figure is to be taken as a base for adjustments

 Every activity is to be carefully examined afresh

 Each budget allocation is to be justified on the basis of anticipated

circumstances

 Alternatives are to be given due consideration

Advantages of ZBB:

1. Effective cost control can be achieved

2. Facilitates careful planning

3. Management by Objectives becomes a reality

4. Identifies uneconomical activities

5. Controls inefficiencies

6. Scarce resources are used beneficially

7. Examines each activity thoroughly

8. Controls wasteful expenditure

9. Integrates the management functions of planning and control

10. Reviews activities before allowing funds for them.

PERFORMANCE BUDGETING:

It involves evaluation of the performance of the organization in the context of

both specific as well as overall objectives of the organization. It provides a
definite direction to each employee and a control mechanism to top
management.

Definition:

Performance Budgeting technique is the process of analyzing, identifying,

simplifying and crystallizing specific performance objectives of a job to be
achieved over a period of the job. The technique is characterized by its specific
direction towards the business objectives of the organization. – The National
Institute of Bank Management.

The responsibility for preparing the performance budget of each department lies
on the respective departmental head. It requires preparation of performance
reports. This report compares budget and actual data and shows any existing
variances. To facilitate the preparation the departmental head is supplied with
the copy of the master budget appropriate to his function.

MASTER BUDGET:

Master budget is a comprehensive plan which is prepared from and summarizes

the functional budgets. The master budget embraces both operating decisions
and financial decisions. When all budgets are ready, they can finally produce
budgeted profit and loss account or income statement and budgeted balance
sheet. Such results can be projected monthly, quarterly, half-yearly and at year
end. When the budgeted profit falls short of target it may be reviewed and all
budgets may be reworked to reach the target or to achieve a revised target
approved by the budget committee.
 Exercise:

1. From the following particulars, prepare production cost budget for June,2006.

Particulars Opening Stock Closing stock

(1-6-2006) (30-6-2006)
Finished Goods 1200 units 1600 units
Raw Material „A‟ 5,000 kgs. 4,800 kgs.
Raw Material „B‟ 2,000 kgs. 3,100 kgs.
Raw Material required (per unit) 4 kgs. @ Rs.8 per kg. 2 kgs. @ Rs.25 per kg.
Budgeted sales for the month – 7,000 units.

(Answer: Raw Material „A‟ – Rs. 2,35,200; Raw Material „B‟ – Rs. 3,97,500)

2. From the following figures prepare Raw Materials Purchase Budget.

Materials (in Units)

Particulars A B C D
Estimated Opening Stock 16,000 6,000 24,000 2,000
Estimated Closing Stock 20,000 8,000 28,000 4,000
Estimated Consumption 1,20,000 44,000 1,32,000 36,000
Standard Price per unit 0.25 p 0.05 p 0.15 p 0.10 p
(Answer: Material „A‟ – Rs. 31,000; Material „B‟ – Rs. 2,300; Material „C‟ –
Rs.20,400 and Material „D‟ – Rs. 3,800)

3. Parker Ltd. manufactures two brands of pen Hero and Zero. The sales
department of the company has three departments in different areas of the
country.

The sales budget for the year ending 31st December 1999 were:
Hero – Department I 3,00,000; Department II 5,62500; Department III 1,80,000
and Zero – Department I 4,00,000; Department II 6,00,000; Department III
20,000. Sales prices are Rs. 3 and Rs.1.20 in all departments.

It is estimated that by forced sales promotion the sale of Zero in department I

will increase by 1,75,000. It is also expected that by increasing production and
arranging extensive advertisement, Department III will be enabled to increase
the sale of Zero by 50,000. It is recognized that the estimated sales by
department II represent an unsatisfactory target. It is agreed to increase both
estimates by 20%. Prepare a Sales Budget for the year 2000.

(Answer: Hero – Rs.34,65,000 and Zero – Rs.16,38,000)

4. Bajaj Co. wishes to arrange overdraft facilities with its bankers during the
period from April to June 2006 when it will be manufacturing mostly for stock.
Prepare a Cash Budget for the above period from the following data, indicating
the extent of the band overdraft facilities the company will require at the end of
each month.

(a)

Month Sales Purchases Wages

Rs. Rs. Rs.
February 90,000 62,400 6,000
March 96,000 72,000 7,000
April 54,000 1,21,000 5,500
May 87,000 1,23,000 5,000
June 63,000 1,34,000 7,500
(b) 50% of Credit sales are realized in the month following the sales and the
remaining 50% in the second month following.

(c) Creditors are paid in the month following the month of purchase.
 (d) Lag in payment of wages – one month.

(e) Cash at bank on 1 stApril, 2006 estimated at Rs. 12,500.

Answer: Closing balance for April – Rs. 26,500; May Rs. (25,500) and June Rs.
(83,000)
5. Draw up a Cash Budget for January to March 2006 from the following
information:
(a). Cash and bank balance on 1st January, 2006 – Rs. 2,00,000.

(b). Actual and budgeted sales:

Actual 2005 Rs. Budgeted 2006 Rs.

September 6,00,000 January 8,00,000
October 6,50,000 February 8,20,000
November 7,00,000 March 8,90,000
December 7,50,000
(c). Purchases – actual and budgeted:

Actual 2005 Rs. Budgeted 2006 Rs.

September 3,60,000 January 4,80,000
October 4,00,000 February 4,00,000
November 4,80,000 March 5,00,000
December 4,50,000
(d). Wages – actual and budgeted:

Month Wages (Rs.) Expenses (Rs.)

Actual 2005 November 1,50,000 50,000
„‟ „‟ December 1,50,000 60,000
Budgeted 2006 January 1,80,000 60,000
„‟ „‟ February 1,80,000 80,000
„‟ „‟ March 2,00,000 80,000
 (e) Special items:

(i) Advance Payment of tax in March 2006 – Rs. 50,000

(ii) Plant to be acquired and paid in January 2006 – Rs. 1,00,000

(f) Assume 10 % sales and purchases are on cash basis.

(g) Lag in payment of wages – ½ month

(h) Lag in payment of expenses – ¼ month

(i) Period of credit allowed to debtors – 2 month

(j) Period of credit allowed by creditors – 1 month

(Answer: January – Rs.1,32,000; February – Rs.1,62,000 and March – Rs.

2,41,000)

6. From the following forecasts of income and expenditure, prepare a cash

Budget for the month January to April, 2006.

Sales Purchases Wages Manufacturing Administrative Selling

(Credit) (Credit) expenses expenses expenses
Months
Rs. Rs. Rs. Rs. Rs.
Rs.
2005 Nov. 30,000 15,000 3,000 1,150 1,060 500
Dec. 35,000 20,000 3,200 1,225 1,040 550
2006 Jan. 25,000 15,000 2,500 990 1,100 600
Feb. 30,000 20,000 3,000 1,050 1,150 620
Mar. 35,000 22,500 2,400 1,100 1,220 570
Apr. 40,000 25,000 2,600 1,200 1,180 710
Additional information is as follows:

1. The customers are allowed a credit period of 2 months.

2. A dividend of Rs. 10,000 is payable in April.

 3. Capital expenditure to be incurred: Plant purchased on 15 th
of January
for Rs.5,000;

st
4. A building has been purchased on 1 March and the payments are to be
made in monthly instalments of Rs. 2,000 each.

5. The creditors are allowing a credit of 2 months.

6. Wages are paid on the 1 stof the next month.

7. Lag in payment of other expenses is one month.

8. Balance of cash in hand on 1 stJanuary, 2006 is Rs. 15,000

(Answer: Closing balance for January – Rs. 18,985; February Rs. 28,795;
March Rs. 30,975 and April Rs. 23,685)

7. From the following budget date, forecast the cash position at the end of April,
May and June 2006.

Months Sales (Rs.) Purchases (Rs.) Wages (Rs.) Mis. Expenses (Rs.)
February 1,20,000 84,000 10,000 7,000
March 1,30,000 1,00,000 12,000 8,000
April 80,000 1,04,000 8,000 6,000
May 1,16,000 1,06,000 10,000 12,000
June 88,000 80,000 8,000 6,000
Additional information:

1. Sales: 20% realized in the month of sale; discount allowed 2%. Balance
realized equally in two subsequent months.

2. Purchases: These are paid in the month following the month of supply.

3. Wages: 25% paid in arrears following month.

4. Miscellaneous expenses: Paid a month in arrears.

 5. Rent: Rs.1,000 per month paid quarterly in advance due in April.

6. Income Tax : First instalment of advance tax Rs. 25,000 due on or before
15th June.

7. Income from investments: Rs. 5,000 received quarterly in April, July,

etc.

8. Cash in hand: Rs. 5,000 on 1 stApril, 2006.

(Answer: April – Rs. 5,680; May – Rs. (-) 7,084 and June – Rs. (-) 62,936

8. The Expenses for the production of 5,000 units in a factory are given as
follows:

Particulars Per unit (Rs.)

Materials 50
Labour 20
Variable Overheads 15
Fixed Overheads (Rs. 50,000) 10
Administrative Overheads (5% variable ) 10
Selling expenses (20% fixed) 6
Distribution expenses (10% fixed) 5
Total cost of sales per unit Rs. 110
You are required to prepare a budget for the production of 7,000 units.

(Answer Total cost of sales Rs. 7,69,000; Total cost of sales per unit Rs. 109.94)

9. Draw up a flexible budget for the overhead expenses on the basis of the
following data and determine the overhead rate at 70%, 80% and 90% plant
capacity.

Particulars At 70 % At 80% At 90%

 capacity capacity capacity
Variable overheads: Rs.
Indirect Labour - 12,000 -
Stores including spares - 4,000 -
Semi-variable overheads:
Power (30% fixed; 70% - 20,000 -
variable)
Repairs (60% fixed; 40% - 2,000 -
variable)
Fixed overheads:
Depreciation - 11,000 -
Insurance - 3,000 -
Salaries - 10,000 -
Total Overheads - 62,000 -
Estimated direct labour hours - 124000 -
hrs
(Answer: Overhead rate at 70% - Rs. 0.536; at 80% - Rs. 0.50 and at 90% - Rs.
0.472)

10. The cost of an article at a capacity level of 5,000 units is given under „A‟
below. For a variation of 25% in capacity above or below this level, the
individual expenses as indicated under „B‟ below:

Cost per unit Rs. 12.55. Find out the cost per unit and total cost for production
levels of 4,000 units and 6,000 units. Also show the total cost and unit cost for
5,000 units
 Particulars „A‟ „B”
Rs. Rs.
Material cost 25,000 (100% varying)
Labour cost 15,000 (100% varying )
Power 1,250 (80% varying)

Repairs and maintenance 2,000 (75% varying)

Stores 1,000 (100% varying)
Inspection 500 (20% varying)
Depreciation 10,000 (100% varying)
Administration overheads 5,000 (25% varying)
Selling overheads 3,000 (25% varying)
Total 62,750
.(Answer: Total Cost at 4,000 units – Rs. 51,630; at 5,000 units – Rs. 62,750 and
at 6,000 units – Rs. 73,870. Cost per unit is Rs.12.908; Rs.12.55 and Rs. 12.31
respectively.)

11. The expenses of budgeted production of 20,000 units in a factory are

furnished below:

Particulars Per unit (Rs.)

Materials 140
Labour 50
Variable overheads 40
Fixed overheads 20
Variable expenses (direct) 10
Selling expenses (10% fixed) 26
Distribution expenses (20% fixed) 14
Administrative expenses 10
Prepare a Flexible Budget for the production of 16,000 units and 12,000 units.
Indicate cost per unit at both the levels.

(Answer: Cost per unit at 16,000 units – Rs.318.85; at 12,000 units – Rs.333.60)

2.2 STANDARD COSTING

STANDARD: According to Prof. Erie L. Kolder, “Standard is a desired

attainable objective, a performance, a foal, a model”.

STANDARD COST: Standard cost is a predetermined estimate of cost to

manufacture a single unit or a number of units during a future period.

The Chartered Institute of Management Accountants, London, defines “Standard

Cost” as, “a pre-determined cost which is calculated from management‟s
standards of efficient operation and the relevant necessary expenditure. It may
be used as a basis for price fixing and for cost control through variance
analysis”.

STANDARD COSTING: It is defined by I.C.M.A. Terminology as, “The

preparation and use of standard costs, their comparison with actual costs and the
analysis of variances to their causes and points of incidence”.

According to the Chartered Institute of Management Accountants, London

Standard Costing is “the preparation and use of Standard Cost, their comparison
with actual costs, and the analysis of variances to their causes and points of
incidence”.

The study of standard cost comprises of:

1. Ascertainment and use of standard costs.

2. Comparison of actual costs with standard costs and measuring the
variances.
3. Controlling costs by the variance analysis.
 4. Reporting to management for taking proper action to maximize
the efficiency.

BUDGETARY CONTROL AND STANDARD COSTING

Both standard costing and budgetary control aim at maximum efficiency and
managerial control. Budgetary control and standard costing have the common
objective of controlling business operations by establishing pre-determined
targets, measuring the actual performance and comparing it with the targets, for
the purposes of having better efficiency and of reducing costs. The two systems
are said to be interrelated but they are not inter-dependent. The budgetary
control system can function effectively even without the system of standard
costing in operation but the vice-versa is not possible.

STANDARD COSTING AS A CONTROLLING TECHNIQUE

It is essential for management to have knowledge of costs so that decision can

be effective. Management can control costs on information being provided to it.
The technique of standard costing is used for building a proper budgeting and
feedback system. The uses of standard costing to management areas follows.

1. Formulation of Price and Production Policies

Standard Costing acts as a valuable guide to management in the fixation of price

and formulation production polices. It also assists management in the field of
inventory pricing, product, product pricing profit planning and also in reporting
to higher levels.

2. Comparison and Analysis of Data

Standard Costing provides a stable basis for comparison of actual with standard
costs. It brings out the impact of external factors and internal causes on the cost
and performance of the concern. Thus, it helps to take remedial action.
3. Cost Consciousness

An atmosphere of cost consciousness is created among the staff. Standard

costing also provides incentive to workers for efficient performance.

4. Better Capacity to anticipate

An effective budget can be formulated for the future by once knowing the
deviations of actual costs from standard costs. Data are available at an early
stage and the capacity to anticipate about changing conditions is developed.

5. Better Economy, Efficiency and Productivity

Men, machines and materials are more effectively utilized and thus benefits of
economies can be reaped in business together with increased productivity.

6. Delegation of Authority and Responsibility

The net profit is analyzed and responsibility can be placed on the person in
charge for any variations from the standards. It discloses adverse variations and
particular cost centre can be held accountable. Thus, delegation of authority can
be made by management to control the affairs in different departments.

7. Management by ‘Exception’

The principle of “management by exception‟ can be applied in the business.

This helps the management in concentrating its attention on cases which are off
standard, i.e., below or above the standard set. A pattern is provided for the
elimination of undesirable factors causing damage to the business.

SETTING THE STANDARD

While setting standard cost for operations, process or products, the following
preliminaries must be gone through:
 1. Establish Standard Committee comprising Purchase Manager, Personnel
Manager, and Production Manager. The Cost Accountant coordinates
the functions.

2. Study the existing costing system, cost records and forms in use.

3. A technical survey of the existing methods of production should be

undertaken.

4. Determine the type of standard to be used.

5. Fix standard for each element of cost.

6. Determine standard costs of r each product.

7. Fix the responsibility for setting standards.

8. Account variances properly.

9. Ascertain the deviations by comparing the actual with standards.

10. Take necessary action to ensure that adverse variances are not repeated.

DETERMINATION OF STANDARD COSTS

The following preliminary steps are considered before setting standards:

(a) Establishment of cost centre

(b) Classification and codification of accounts

(c) Types of standards

(d) Setting the standards.

(a) Establishment of cost centre. For fixing responsibility and defining the
lines of authority, cost centre is necessary. “A cost centre is a location,
person or item of equipment (or group of these) for which costs may be
 ascertained and used of the purpose of cost control”. With the help of cost
centre, the standards are prepared and the variances are analyzed.

(b) Classification and codification of accounts. Accounts are classified

according to different items of expenses under suitable heading. Each
heading may be given codes and symbols. Coding is useful for speedy
collection and analysis.

(c) Types of standards. The different types of standards are given below:

(i) Basic standard. It is a fixed and unaltered for an indefinite period for
forward planning. According to I.C.M.A London, it is “an underlying
standard from which a current standard can be developed”. From this
basic standard, changes in current standard and actual standard can be
measured.

(ii) Current standard. It is a short-term standard, as it is revised at regular

intervals. I.C.M.A. London refers to it as “a standard which is
established for use over a short period of time and is related to current
conditions”. This standard is realistic and helpful to business. It is useful
for cost control.

(iii) Normal standard. It is an average standard, and is based on normal

conditions which prevail over a long period of a trade cycle. I.C.M.A
defines it as “the average standard which, it is anticipated, can be
attained over a future period of time, preferably long enough to cover
one trade-cycle”. It is used for planning and decision making during the
period of trade cycle to which it is related. It is very difficult to apply in
practice.

(iv) Ideal standard. I.C.M.A. defines it as “the standard which can be

attained under the most favorable condition possible”. It is fixed and
 needs a high degree of efficiency, best possible conditions of
management and performance. Existing conditions and conditions
capable of achievement should be taken into consideration. It is difficult
to attain this ideal standard.

(v) Expected standard. It is a practical standard. I.C.M.A defines it as,

“the standard which, it is anticipated, can be attained during a future
specified budget period”. For setting this standard, due weightage is
given for all the expected conditions. It is more realistic than the ideal
standard.

(d) Setting the standards. After choosing the standard, the setting of
standard is the work of the standard committee. The cost accountant
has to supply the necessary cost figures and co-ordinate the activity
committee. He must ensure that the setting standards are accurate.

Standards cost is determined for each element of the following costs.

(i) Direct Material cost. Standard material cost is equal to the standard
quantity multiplied by the standard price. The setting of standard costs
for direct materials involves

(a) Standard Material Quantity. For each product or part or the

process, mechanical calculation or mechanical analysis is made.
The allowance for normal wastage or loss must be fixed very
carefully. Similarly, where different kinds of materials are used
as a mix for a process, a standard material mix is determined to
produce the desire quality product.

(b) Standard Material Price. Setting of material standard price is

done by the cost accountant and the purchase manager. The
current standard is the desirable and effective for fixing the price.
 Normally one year is the period for fixation of standard price. If
there are more fluctuations in prices, then revision of standard
price is necessary. Before fixing the standard, the following
points must be considered:

 Prices of materials in stock

 Price quoted by suppliers

 Trade and cash discounts received

 Future prices based upon statistical data

 Material price already contracted

(ii) Setting standard for Direct Labour. The standard labour cost is
equal to the standard time for each operation multiplied by the
standard wage rate. Setting of standard cost of direct labour
involves:

(a) Fixation of standard time

(b) Fixation of standard rate

(a) Fixation of standard time: Standard time is fixed by time or

motion study or past records or test runs or estimates. Labour
time is fixed by the work study engineer. While fixing standard
time, normal ideal time is allowed for fatigue, normal delays or
other contingencies.

(b) Fixation of standard rate. With the help of the personnel

manager, the accountant determines the standard rate. Fixation of
standard rate is influenced by (i) Union‟s policy (ii) Demand for
labour (iii) Policy the be followed. (iv) Method of wage payment.
 (iii) Setting standard for Overhead. Overheads are divided
into fixed, variable and semi-variable. Standard overhead
rate is determined on the basis of past records and future
trend of prices. It is calculated for a unit or for an hour.

Standard variable overhead rate=

Standard variable overhead for the budge Period

----------------------------------------------------------------------
Budgeted production units or budgeted hours for the
budgeted period (or some other base)

Standard fixed overhead rate=

Standard overheads for the budget period

Budgeted production units or budgeted hours for the
budgeted period (or some other base)

REVISION OF STANDARDS

Standard cost may be established for an indefinite period. There are no definite
rules for the selection for a particular period. If the standards are fixed for a
short period, it is expensive and frequent revision of standards will impair the
utility and purpose for which standard is set.

At the same, if the standard is set for a longer period, it may not be useful
particularly in the days of high inflation and large fluctuations of rates in case of
materials and labour.

Standards have to be revised from time to time taking into consideration

changing circumstances. The circumstances may change on account of technical
innovations, changed market conditions, increase or decrease in plant capacity,
developing new products or giving up unprofitable production lines. If
variations from actual occur in practice, they may be due to controllable or
uncontrollable causes. Standards should be revised only on account of those
causes which are beyond the control of the management. Changes in product
design, supply of labour and material, changes in market conditions for a long
period, trade or cyclical variations would impel the management to revise the
standards. The objective, while comparing the actual performance with the
standard performance and revising standards, is to facilitate better control over
costs and improve the overall working and profitability of the organization.

Apart from the above, basic standards are revised in the course of time under the
following circumstances, when:

1. There are permanent changes in the method of production –designs

and specifications.

2. Plant capacity is changed

3. There is a large variation between the standard and the actual.

BUDGETARY CONTROL AND STANDARD COSTING

The systems of budgetary control and standard costing have the common
objective of controlling business operations by establishing pre-determined
targets, measuring the actual performance and comparing it with the targets, for
the purposes of having better efficiency and of reducing costs. The tow systems
are said to be interrelated but they are not inter-dependent. The budgetary
control system can function effectively even without the system of standard
costing in operation but the vice-versa is not true. Usually, the two are used in
conjunction with each other to have most fruitful results. The distinction
between the two systems is mainly on account of the field or scope and
technique of operation.
 Budgeting Standard costing

1. Budgetary control is concerned 1. Standard Costing is related with

with the operation of the business the control of the expenses and
as a whole and hence its more hence it is more intensive
extensive
2. Budget is a projection of financial 2. Standard cost is the projection of
accounts cost accounts
3. It does not necessarily involve 3. It requires standardization of
standardization of products. products.
4. Budgetary control can be adopted 4. It is not possible to operate this
in part also. system in parts
5. Budgeting can be operated without 5. Standard costing cannot exist with
standard costing. out budgeting.
6. Budgets determine the ceilings of 6. Standards are minimum targets
expenses above which actual which are to be attained by actual
expenditure should not normally performance at specific efficiency
rise. level.
2.3 VARIANCE ANALYSIS

It involves the measurement of the deviation of actual performance form the

intended performances. It is based on the principle of management by exception.
The attention of management is drawn not only to the variation in monetary gain
but also to the responsibility and causes for the same.

Favourable and Unfavourable variances

Variances may be favorable (positive or credit) or unfavorable (or negative or

adverse or debit) depending upon whether the actual cost is less or more than the
standard cost.

Favorable variance: When the actual cost incurred is less than the standard cost,
the deviation is known as favorable variance. The effect of the favorable
variance increases the profit. It is also known as positive or credit variance.
Unfavorable variance: When the actual cost incurred is more than the standard
cost, the variance is known as unfavorable or adverse variance. It refers to
deviation to the loss of the business. It is also known as negative or debit
variance.

Controllable and Uncontrollable variance:

Variances may be controllable or uncontrollable, depending upon the

controllability of the factors causing variances.

Controllable variance: It refers to a deviation caused by such factors which

could be influenced by the executive action. For example, excess usage of
materials, excess time taken by a worker, etc. When compared to the standard
cost it is controllable as the responsibility can be fixed on the in-charge.

Uncontrollable variance: When variance is due to the factors beyond the

control of the concerned person (or department), it is uncontrollable. For
example, the wage rate increased on account of strike, government restrictions,
change in market price etc. Only revision of standards is required to remove
such in future.

Uses

The variance analysis are important tools of cost control and cost reduction and
they generate and atmosphere of cost consciousness in the organization.

1. Comparison of actual with standard cost which reveals the efficiency

or inefficiency of performance. The inefficiency or unfavorable
variance is analyzed and immediate actions are taken.

2. It is a tool of cost control and cost reduction

3. It helps to apply the principle of management by exception.

 4. It helps the management to maximize the profits by analyzing the
variances into controllable and uncontrollable; the controllable
variances are further analyzed so as to bring a cost reduction,
indirectly more profit.

5. Future planning and programmes are based on the variance analysis.

6. Within the organization, a cost consciousness is created along with

the team spirit.

Computation of variances

The causes of variance are necessary to find remedial measures; and therefore a
detailed study of variance analysis is essential. Variances can be found out with
respect to all the elements of cost, i.e., direct material, direct labour and
overheads. The following are the common variances, which are calculated by
the management. Sub-divisions of variances really give detailed information to
the management in order to control the cost.

1. Material variances

2. Labour variances

3. Overhead variances (a) variable (b) fixed

Material variance:

The following are the variances in the case of materials

a) Material Cost Variance (MCV). It is the difference between the standard

cost of direct materials specified for the output achieved and the actual cost of
direct materials used. The standard cost of materials is computed by multiplying
the standard price with the standard quantity for actual output; and the actual
cost is computed by multiplying the actual price with the actual quantity. The
formula is:
Material Cost Variance (or) MCV:

(Standard cost of materials - Actual cost of materials used)

(or)

(Standard Quantity for actual output x Standard Price) - (Actual Quantity x

Actual Rate) (or)

(SO x SP) - (AQ x AP)

b) Material Price Variance (MPV). Material price variance is that portion of

the direct materials cost variance which is the difference between the standard
price specified and the actual price paid for the direct materials used. The
formula is:

Material Price Variance:

(Actual Quantity consumed x Standard Price) – (Actual Quantity consumed x

Actual Price) (or)

Actual Quantity consumed (Standard Price - Actual Price)

(or)

MPV= AQ (SP-AP)

c). Material Usage (Quantity) Variance (MUV). It is the deviation caused by

the standards due to the difference in quantity used. It is calculated by
multiplying the difference between the standard quantity specified and the actual
quantity used by the standard price.

Thus material usage variance is “that portion of the direct materials cost
variance which is the difference between the standard quantity specified for the
production achieved, whether completed or not, and the actual quantity used,
both valued at standard prices”.
Material Usage or Quantity Variance:

Standard Rate (Standard Quantity - Actual Quantity)

(or)

MUV = SR (SQ-AQ)

d) Material Mix Variance (MMV). When two or more materials are used in
the manufacture of a product, the difference between the standard composition
and the actual composition of material mix is the material mix variance. The
variance arises due to the change in the ratio of material and the standard ratio.
The formula is:

Material Mix Variance = Standard Rate (Standard Mix – Actual Mix)

Standard is revised due to the shortage of a particular type of material.

The formula is:

MMV = Standard Rate (Revised Standard Quantity - Actual Quantity)

Revised Standard Quantity (RSQ) =

Total weight of actual mix

------------------------------------------------ x Standard Quantity

Total weight of standard mix

After finding out this revised standard mix it is multiplied by the revised
standard cost of standard mix and then the standard cost of actual mix is
subtracted form the result.

Example:1

The standard cost of material for manufacturing a unit a particular product is

estimated as 16kg of raw materials @ Re. 1 per kg.
On completion of the unit, it was found that 20kg. of raw material costing Rs.
1.50 per kg. has been consumed. Compute Material Variances.

Answer:

MCV = (SQ x SP) - (AQ x AP) = (16 x Rs.1) - (20 x Rs.1.50)

= Rs.16 - Rs.30

= Rs. 14 (Adverse)

MPV = (SP – AP) x AQ = (1 – 1.50) x 20

= Rs. 10 (Adverse)

MUV = (SQ – AQ) x SP = (16 – 20) x 1

= Rs. 4 (Adverse)

Example:2

Calculate the materials mix variance from the following:

Material Standard Actual

A 90 units at rs12 each 100 units at rs. 12 each

B 60 units at rs.15 each 50 units at rs. 16 each

Answer:

Material Standard Actual

Qty Rate Amount Qty Rate Amount
A 90 12 1080 100 12 1200
B 60 15 900 50 16 800
150 1980 150 2000
 MMV = SR (SQ-AQ)

Material „A‟: MMV = Rs.12 (90-100)

= Rs 12 x10

= Rs. 120(A)

Material „B‟: MMV = Rs. 15 (60-50)

= Rs. 15 x 10

= Rs 150 (F)

Total MMV = Rs. 120(A) + Rs. 150 (F)

= Rs. 30 (F)

(e) Material Yield Variance: It is that portion of the direct material usage
variance which is due to the difference between the standard yield specified and
the actual yield obtained. The variance arises due to abnormal contingencies like
spoilage, chemical reaction etc. Since the variance is a measure of the waste or
loss in the production, it known as material loss or waste variance.

ICMA, LONDON, it is defined as “ the difference between the standard yield of

the actual material input and the actual yield, both valued at the standard
material cost of the produce”. in case actual yield is more than the standard
yield, the material yield variance is favourable and, if the actual yield is less than
the standard yield, the variance is unfavourable or adverse.

(i) When actual mix and standard mix are the same, the formula is:

MYV = Standard Yield Rate (Standard Yield - Actual Yield)

or = Standard Revised Rate (Actual Loss - Standard Loss)

 Here Standard Yield Rate =
Standard cost of standard mix
---------------------------------------
Net standard output
Net standard output = Gross output – Standard loss
(ii) When the actual mix and the standard mix differ from each other, the
formula is:
Standard Rate =
Standard cost of revised standard mix
-----------------------------------------------------------------
Net Standard Output
Material Yield Variance=
Standard Rate (Actual Standard Yield – Revised Standard Yield)

Labour Variances

Labour Variances arise because of (I) Difference in Actual Rates and Standard
Rates of Labour and (Ii) The variation in Actual Time taken y workers and the
Standard Time allotted to them for performing a job. These are computed on the
same pattern as that of Material Variances. For Labour Variances by simply
putting the word “Time” in place of “Quantity” in the formula meant for
Material Variances. The various Labour Variances can be analysed as follows:

(A) Labour Cost Variance

(B) Labour Rate Variance

(C) Labour Time Or Efficiency Variance

(D) Labour Idle Time Variance

(E) Labour Mix Variance Or Gang Composition Variance

a) Labour Cost Variance (LCV)

This variance represents the difference between the Standard Labour Costs and
the Actual Labour Costs for the production achieved. If the Standard Cost is
higher, the variation is favourable and vice versa. It is calculated as follows:

Labour Cost Variance: = (Standard Cost of Labour - Actual Cost of Labour)

= (Standard Time x Standard Rate) - (Actual Time x Actual Rate)

= (ST x SR) - (AT x AR)

b) Labour Rate Variance (LRV)

It is the difference between the Standard Rate of pay specified and the Actual
Rate Paid. According to ICMA, London, the variance is “the difference
between the standard and the actual direct Labour Rate per hour for the total
hours worked. If the standard rate is higher, the variance is Favourable and vice
versa.

Labour Rate Variance = Actual Time (Standard Wage Rate x Actual Wage Rate)
V

=AT (SR-AR)

C) Labour Time Or Labour Efficiency Variance (LEV)

It is the difference between the Standard Hours for the actual production
achieved and the hours actually worked, valued at the Standard Labour Rate.
When the workers finish the specific job in less than the Standard Time, the
variance is Favourable. If the workers take more time than the allotted time, the
variance is Adverse.

Labour Efficiency Variance (LEV):

=Standard Rate (Standard Time - Actual Time)

 =SR (ST-AT)

d) Idle Time Variance: It arises because of the time during which the Labour
remains idle due to abnormal reasons, i.e. power failure, strikes, machine
breakdown, shortage of materials, etc. It is always an Adverse variance

Labour Idle Time Variance = Actual Idle Time x Standard Hourly Rate

e) Labour Mix Variance or Gang Compostion Variance (LMV):

It is the difference between the standard composition of workers and the actual
gang of workers. It is a part of labour efficiency variance. It corresponds to
material mix variance. It enables the management to study the labour cost
variance occurred because of the changes in the composition of labour force.

The rates of pay of the different categories of workers-skilled, semi-skilled and

unskilled are different. Hence, any change made in composition of the workers
will naturally cause variance. How much is variance due to the change, is
indicated by Labour Mix Variance.

(i) When the total hours i.e. time of the standard composition and actual
composition of workers does not differ the formula is:

Labour Mix variance= (Standard Cost of Standard Mix) - (Standard cost of

Actual Mix)

(ii) When the total hours i.e. time of the standard composition and actual
composition of workers differs, the formula is:

Labour Mix variance

Total Time of Actual mix

……………………………. x Std cost of Std. mix) - (Std. cost of Actual Mix)

Total Time of Standard mix

If, on account of short availability of some category of workers, the standard
composition is itself revised, then Labour Mix Variance will be calculated by
taking revised standard mix in place of standard mix.

Labour Yield Variance (LYV)

It is just like Material Yield Variance. It is the difference between the standard
labour output and actual output of yield. It is calculated as below:

Labour Yield Variance

=Standard cost per unit {Standard production of Actual mix - Actual

Production}

OVERHEAD VARIANCE

Overhead Cost Variance

It is the difference between standard overheads for actual output i.e. Recovered
Overheads and Actual Overheads. It is the total of both fixed and variable
overhead variances. The variable overheads are those costs which tend to vary
directly in proportion to changes in the volume of production. Fixed overheads
consist of costs which are not subject to change with the change in the volume
of production. The variances under overheads are analysed in two heads, viz
Variable Overheads and Fixed Overheads:

Overheads Cost Variance= Standard Total Overheads-Actual Total Overheads

The term overhead includes indirect material, indirect labour and indirect
expenses and the variances relate to factory, office or selling and distribution
overheads. Overhead variances are divided into two broad categories: (i)
Variable overhead variances and (ii) Fixed overhead variances. To compute
overhead variances, the following terms must be understood:
a) Standard overhead rate per unit
Budgeted overheads
= ……………………
Budgeted output

b) Standard overheads rate per hour

Budgeted overheads
= ………………………
Budgeted hours

c) Standard hours for actual output

Budgeted hours
……………………. x Actual output
Budgeted output

d) Standard output for actual time

Budgeted output
……………………. x Actual hours
Budgeted hours
e) Recovered or Absorbed overheads = Standard rate per unit x Actual output

f) Budgeted overheads = Standard rate per unit x budgeted output

g) Standard overheads = Standard rate per unit x Standard output for actual time

h) Actual overheads = Actual rate per unit x Actual output

VARIABLE OVERHEAD VARIANCE

Variable cost varies in proportion to the level of output, while the cost is
fixed per unit. As such the standard cost per unit of these overheads remains the
same irrespective of the level of output attained. As the volume does not affect
the variable cost per unit or per hour, the only factors leading to difference is
price. It results due to the change in the expenditure incurred.

(i) Variable Overhead Expenditure Variance:

It is the difference between actual variable overhead expenditure incurred and

the standard variable overheads set in for a particular period. The formula is:-

{Actual Hours Worked x Standard Variable Overhead Rate per hour}-Actual

Variable overheads

(ii) Variable Overhead Efficiency Variance:

It shows the effect of change in labour efficiency on variable overheads

recovery. The formula is:- Standard Rate (Standard Quantity-Actual
Quantity)

Standard Overhead Rate= (Standard Time for Actual output- Actual Time)

(iii) Variable Overhead Variance

It is divided into two: Overhead Expenditure Variance and Overhead Efficiency

Variance. The formula is:-

Variable overhead Expenditure Variance + Variable overhead Efficiency

variance

FIXED OVERHEAD VARIANCE (FOV):

Fixed overhead variance depends on (a) fixed expenses incurred and (b) the
volume of production obtained. The volume of production depends upon (i)
efficiency (ii) the days for which the factory runs in a week (calendar variance)
(iii) capacity of plant for production.

FOV = Actual Output (Fixed Overhead Rate - Actual Fixed Overheads)

(a) Fixed Overhead Expenditure Variance. (Budgeted or cost Variance).

It is that portion of the fixed overhead which is incurred during a particular
period due to the difference between the budgeted fixed overheads and the
actual fixed overheads.

Fixed Overhead expenditure variance=Budgeted fixed overhead-Actual fixed

overhead

(b) Fixed Overhead Volume Variance. This variance is the difference

between the standard cost of overhead absorbed in actual output and the
standard allowance for that output. This variance measures the over of under
recovery of fixed overheads due to deviation of actual output form the budgeted
output level.

(i) On the basis of units of output:

Fixed Overhead Volume Variance = Standard Rate (Budgeted Output-Actual

Output) OR

=Budgeted Cost –Standard Cost)

OR

= (Actual Output x Standard Rate)-Budgeted fixed overheads

(ii) On the basis of standard hours:

Fixed Overhead Volume Variance

=Standard Rate per hour (Budgeted Hours-Standard Hours)

Standard Hour = Actual Output + Standard Output per hour

Example: 3

A manufacturing concern furnished the following information:

Standard: Material for 70kg, finished products:100kg; Price of materials:Re.1

per kg

Actual: Output: 2,10,000 kg; Material used: 2,80,000; cost of material:

Rs.5,52,000.

Calculate:-

(a) Material Usage Variance (b) Material Price Variance (c) Material Cost
Variance
Answer:

1. Standard quantity:
For 70kg standard output
Standard quantity of material = 100 kg
2,10,000 kg of finished products
2,10,000 x 100
= …………………………………….. =3,00,000 kg
70
2. Actual Price per kg

2,52,000
=……………… = Re. 0.90
2,80,000
(a) Material Usage or Quantity Variance
=SP (SQ-AQ)
=Re.1 (3,00,000-2,80,000)
=Re.1 * 20,000
= Rs.20,000 (Favourable)
(b) Material Price Variance

= AQ (SP - AP)

=2, 80,000 (Re.1 – Re.0.90)

=2, 80,000 * 0.10 paise

= Rs. 28,000 (Favourable)

(C) Material Cost Variance (MCV):

= (SQ x SP) - (AQ x AP)

= (3, 00,000 x 1) – (2,80,000 x 0.90)

= Rs. 3, 00,000 – Rs.2,52,000

= Rs. 48,000 (Favorable)

Example: 4

Standard mix for production of “X‟

Material A: 60 tonnes @ Rs. 5 per tonne

Material B: 40 tonnes @ Rs.10 per tonne

Actual mixture being:

Material A: 80 tonnes @ Rs.4 per tonne

Material B: 70 tonnes @ Rs. 8 per tonne.

Calculate

(a) Material Price Variance

(b) Material sub-usage Variance, and

(c) Material Mix Variance

Answer:

(a) Material Price Variance

= AQ (SP - AP)

Material A= 80 (5-4) = Rs.80 (Favourable)

Material B= 70 (10-8) = Rs. 140 (Favourable)

MPV = 80 +140 -= Rs 220 (Favourable)

(b) Revised standard quantity=

Total weight of actual mix
------------------------------------------------ * standard quantity
Total weight of standard mix
RSQ for material „A‟
150
= ……… * 60 = 90 tonnes
100
RSQ for material „B‟
150
= ……… * 40 = 60 tonnes
100
Material sub usage (Revised usage) Variance =

Standard Price (Standard. Quantity – Revised Standard Quantity)

RUV for material „A‟= 5(60-90) = 150 (Adverse)

RUV for material „B‟ = 10(40-90) = 200(Adverse)

MRV = 150+200= Rs. 350 (Adverse)

Material Mix Variance = Standard Rate x (Revised std. Quantity - Actual qty.)
 MVV for material „A‟= 5(90-80) =50 (Adverse)

MVV for material „B‟= 10(60-70) =100 (Adverse)

MVV=50-100=-50=Rs.540 (Adverse)

Example: 5

Vinak Ltd. produces an article by blending two basic raw materials. It operates a
standard costing system and the following standards have been set for new
materials.

Material Standard Mix Standard price per kg

A 40% Rs. 4.00
B 60% Rs. 3.00
The standard loss in processing is 15%

During April 1994 the company produced 1700 kgs of finished output. The
position of stocks and purchases for the month of April 1994 is as under:

Material Stock on 1-4-94 Stock on 30-4-94 Purchased during

April 1994

Kgs kgs kgs kgs

A 35 5 800 3400
B 40 50 1200 3000
Calculate: Material Price Variances, Material Usage Variances, Material yield
variances, Material Mix Variances and Total Material Cost Variances.
Answer:

Finished output 1,700 kgs. Standard Loss in processing 15%.

Therefore, input is
100
1,700 x …….. = 2000kgs
85
For an input of 2,000 kgs., the standard cost will be as follows
A - 40% of 2000 = 800 kgs. at Rs. 4.00 = Rs. 3,200
B - 60% of 2,000 =1,200 kgs at Rs.3.00 = Rs. 3,600
…………. ……………..
2,000kgs Rs.6,800
Loss 15% 300kgs -
…………. ……………..
Finished output 1,700 kgs Rs. 6,800

6,800
Standard Yield Rate =………= Rs. 4 per kg
1,700

Actual Costs:
A - 35+800-5 = 830kgs. consumed 35 x 4 (assumed) = Rs. 140.00
795 x 4.25 (purchase price) = Rs. 3,378.75
…………….
Rs. 3,518.75

B 40+ 1,200-50=1190kgs. consumed 40 x 3 (assumed)= 120.00

 1150 x 2.50(purchase price)
=2,875.00
……….. ………….
Total 2,020 6,513.75
Less: Loss 320 _
……… ………..
Finished output 1,700 6,513.75

Material Price Variance = AQ (SP-AP)

A = 830 x 4 = 3,320 - 3,518.75 = Rs.198.75 (A)

B = 1,190 x 3=3,570 - 2,995 = Rs. 575.00 (F)
……………..
Rs. 376.25 (F)
………………
Material Usage Variance = SP(SQ-AQ)

A = 4 (800-830) =120(A)
B= 3 (1,200-1,190) =30(F)
……….
Rs. 90(A)
Material Yield Variance = SYR* (AY-SY)

=4(1,700-1,717)=68(A)
If SY For 2,000 kgs. input SY=1,700
Then, For 2,020 kgs. input SY = ?
2,020
=…………. x 1,700=1,717 kgs }
2,000
Material Mix Variance = SP (RSQ-AQ)

Revised standard quantity=

Total weight of actual mix

------------------------------------------------ x Standard Quantity

Total weight of standard mix

2.020
For „A‟ = 800 x ………… = 808
2,000

2,020
For „B‟= 1,200 x …………..=1,212
2,000

MMV - For „A‟ = 4 (808-803) = 88(A)

For „B‟ = 3 (1,212-1,190) = 66(F)
….. ……………….
Rs. 22(A)
……………………
Material Cost Variance
= (SC - AC) = (6,800 - 6,513.75) = Rs. 286.25(F)
Labour Variance:

Example: 6

With the help of following information calculate

(a) Labour Cost Variance

 (b) Labour Rate Variance
(c) Labour Efficiency Variance
Standard hours: 40@ Rs. 3 per hour
Actual hours: 50@ Rs. 4 per hour
Answer:
(a) Labour Cost Variance = (Standard Time x Standard Rate) - (Actual Time x
Actual Rate)
= (40 x Rs.3) – (50 x Rs.4)
= (Rs.120 - 200) = Rs.80
= Rs.80 (Adverse)
(b) Labour Rate Variance = Actual Time (Standard Rate x Actual Rate)
= 50 (Rs.3 - Rs.4) = Rs. 50
= Rs. 50 (Adverse)
(c) Labour Efficiency Variance = Standard Rate (Standard Time-Actual Time)
= Rs.3 (40-50) = Rs.30
= Rs.30 (Adverse)
Example; 7
The Labour budget of a company for a week is as follows:
20 skilled men @ 50 paise per hour for 40 hours =400

40 skilled men @ 30 paise per hour for 40 hours =480

……..
880
……..
The actual labour force was used as follows:
30 skilled men @ 50 paise per hour for 40 hours` =600
30 skilled men @ 35 paise per hour for 40 hours =420
…….
1,020
Analyses labour variances.
Answer:

1. Labour Rate Variance = AT (SR - AR)

(a) Skilled men = 1,200 (Rs.50 - Rs.50) = 0
(b) Unskilled men = 1,200 (Rs.30 - Rs.35) = Rs.60 (A)
2. Labour Mix variance = SR (ST - AT)
(a) Skilled men = Rs.0.50 (800 -1200) = Rs.200 (A)
(b) Unskilled men = Rs.0.30 (1600 -1200) = Rs.120 (F)
Total Labour Cost Variance = Standard labour cost - Actual cost
= 880-1020 = 140 (A)
Example; 8

Standard labour hours and rate for production of Article A are given
below:

Hrs. Rate (Rs.) Total

Skilled worker 5 1.50 per hour 7.50

Unskilled worker 8 0.50 per hour 4.00
Semi-skilled worker 4 0.75 per hour 3.00

Actual data Rate per hour Total

Articles produced 1,000 units
Skilled worker 4,500 hrs 2.00 9,000
Unskilled worker 10,000 hrs 0.45 4,500
Semi skilled worker 4,200 hrs 0.75 3,150
Calculate: Labour Cost Variance, Labour Rate Variance, Labour
Efficiency Variance and Labour Mix Variance
Answer:

(a) Labour Cost Variance

= (Standard Time x Standard Rate) - (Actual Time x Actual Rate)
Standard Time for Actual Production =Actual Units x ST.
Skilled Worker = 1,000 x 5 = 5000 Hrs.
Unskilled worker = 1,000 x 8 = 8,000 Hrs.
Semi-skilled worker= 1,000 x 4 = 4,000 Hrs.

Labour Cost Variance

Skilled worker = (5000 x Rs.1.50) – (4,500 x 2)
= Rs.7,500 – Rs.9,000 = Rs.1,500 (A)
Unskilled worker = Rs. (8,000 x Rs.0.50) – (10,000 x 0.45)
= 4,000 - 4,500 = Rs.500 (A)
Semi skilled worker = (4,000 x Rs.0.75) – (4,200 x Rs.0.75)
= 3,000-3,150) = Rs.150 (A)
Total Labour Cost Variance = Rs.2150 (A)

(b) Labour Rate Variance = Actual Time (Standard Rate x Actual Rate)
Skilled worker = 4500 (1.50 - 2) = Rs.2250 (A)
Unskilled worker = Rs.4,200 (0.75 – 0.75) = Nil
Semi skilled worker = 1,000 (0.50 - 0.45) = Rs.500 (F)
Total Labour Rate Variance = Rs.1,750 (A)

(c) Labour mix variance: = SR (Revised std. Mix of Actual hours worked) –
Actual Mix
Revised std. Mix of Actual hours worked
Std Mix
=……………………… x Total Actual Hrs.
 Total Std. Hours

5,000
Skilled worker = …………… x 18,700 = 5,500 Hrs
17,000

8,000
Unskilled worker =………… x 18,700 = 8,800 Hrs.
17,000

4,000
Semi skilled worker =………… x 18,700 = 4,400 Hrs
17,000

Labour Mix Variance:

Skilled worker = 1.50 (5,500 - 4,500) = Rs.1,500 (F)

Unskilled worker = 0.50 (8,800-10,000) = Rs.600 (A)
Semi skilled worker = 0.75 (4,400 - 4,200) = Rs.150 (F)
Total Labour Mix Variance = Rs.1050 (F)

(d) Labour Efficiency Variance = SR (ST for Actual output – Revised Std.
Hrs)
Skilled worker = 1.50 (5,000 - 5,500) = Rs.750 (A)
Unskilled worker = 0.50 (8,000 - 8,800) = Rs.400 (A)
Semi skilled worker = 0.75 (4,000 - 4,400) = Rs.300 (A)
Total Labour Efficiency Variance = Rs. ,450 (A)
Overhead Variance:
Example: 9
S.V. Ltd has furnished you the following data:
Budget Actual July 1994
No. of working days 25 27
Production in units 20,000 22,000
Fixed overheads Rs.30,000 Rs.31,000
Budgeted fixed overhead rate is Re. 1 per hour. In July 1994, the actual hours
worked were 31,500.

Calculate the following variance: (i) Efficiency Variance (ii) Capacity variance
(iii) Volume variance (iv) Expenditure variance and (v) Total overhead variance.

Answer:
Budgeted overhead
Recovered overhead =…………………… x Actual output
Budgeted output
30,000
=……….. x 22,000
20,000

= 33,000
(i) Efficiency Variance = Standard Rate per hour (Standard hours for actual
production – Actual hours)

= Re. 1 x (33,000 – 31,500)

= Rs.1,500 (F)
(ii) Capacity Variance = Standard Rate per hour x (Actual hours - Budgeted
hours)
= Standard overheads - Budgeted overheads
= Re. 1 x (31,500 – 30,000)
= Rs.1500 (F)
(iii) Volume variance = Recovered overhead – Budgeted overheads
= Rs. 33,000 – Rs. 30,000
= Rs. 3,000 (F)
(iv) Expenditure variance = Budgeted overheads – Actual overheads
\ = Rs.30,000 – Rs.31,000
= Rs.1,000 (A)
(v) Total overhead variance = Recovered overhead – Actual overheads
= Rs.33,000 – Rs.31,000
= Rs.2,000 (F)

Example: 10

Vinak Ltd.has furnished you the following for the month of August 1994.

Budget Actual
Output (Units) 30,000 32,500
Hours 30,000 33,000
Fixed hours Rs. 45,000 50,000
Variable overhead Rs. 60,000 68,000
Working days 25 26
Calculate the variances.
Answer:

Standard Overhead Rate per Unit

Budgeted Overheads
=………………………………
Budgeted Output

30,000
…………= 1 hours
30,000
Total standard overhead rate per hour
Budgeted overheads
=……………………..
Budgeted hours

1,05,000
= …………. = Rs.3.50 per hour
30,000

Standard fixed overhead rate per hour

Budgeted fixed overheads
= …………………………..
Budgeted hours

45,000
= ………. = Rs.1.50
30,000
Standard variable overhead rate per hour
Budgeted variable overheads
=……………………………….
Budgeted hours

60,000
= ……….. = Rs.2
30,000
Overhead cost variance = Recovered overheads – Actual overheads

Recovered overhead = Actual output x Standard Rate per unit

= 32,500 x Rs.3.50 = Rs.1,13,750

Overhead cost variance = 1,13,750 – 1,18,000

= Rs.4,250 (A)

Variable overhead cost variance = Recovered overheads – Actual overheads

= 32,500 hrs x Rs.2 – Rs.68,000

= Rs.3,000 (A)

Fixed overhead cost variance = Recovered overheads – Actual overheads

= 32,500 hrs x Rs.1.50 – Rs.50,000

= 48,750 – 50,000

=Rs.1,250 (A)

Expenditure variance = Budgeted overheads – Actual overheads

= Rs.45,000 – Rs.50,000

= Rs.5000 (A)
Volume variance = Recovered overheads- Budgeted overheads

= 32500 hrs x Rs.1.50 – 45,000

= 48,750 – 45,000

= Rs.3,750 (F)

Efficiency variance = Recovered overheads- standard overheads

OR

Standard rate (Standard hours for actual output – Actual hours)

= 1.50 (32,500 – 33,000)

= Rs.750 (A)

Capacity variance = standard overheads – Budgeted overheads

Or

= Standard Rate (Actual hours - Budgeted hours)

= Rs.1.50 (33,000 – 30,000)

= Rs.4,500 (F)

Calendar variance = Extra / Deficit hours worked x Standard Rate.

One extra day has been worked.

.. The Total number of extra hours worked

30,000
= ……….. = 1,200
25

=1,200 x 1.50 = Rs.1,800 (F)

Note:

1. (F) – Favourable; (A) – Adverse (or) Unfavaourable

2. When Standard is more than the Actual, it is favourable variance

3. When Actual is more than the Standard, it is unfavourable or

adverse variance

4. In place of „Time‟, the term „Hours‟ may also be used.

Disposal of Variances:

Cost variances are disposed of in one of the following ways:

1. Transfer to profit and loss account, keeping work-in-progress, finished

goods and cost of sales at standard cost.

2. Transfer to cost of sales, thus practically converting the standard cost of

sales into actual cost of sales.

3. Prorating to cost of sales and inventories, either on the basis of units or

value, so that both the inventories and cost of goods sold will be shown
at actual costs.

Exercises:

1. Following is the data of a manufacturing concern. Calculate:-

Material Cost Variance, Material Price Variance and Material usage variance.

The standard quantity of materials required for producing one ton of output is 40
units. The standard price per unit of materials is Rs. 3. During a particular period
90 tons of output was undertaken. The materials required for actual production
were 4,000 units. An amount of Rs. 14,000 units. An amount of Rs.14, 000 was
spent on purchasing the materials.
(MCV:Rs.3,200(A), MPV: Rs.2,000 (A), MUV Rs.1,200 (A)

2 The standard materials required for producing 100 units is 120 kgs. A
standard price of 0.50 paise per kg is fixed 2,40,000 units were produced during
the period. Actual materials purchased were 3,00,000 kgs. at a cost of Rs.
1,65,000. Calculate Materials Variance. ( MCV - 21,000)

3 From the data given below, calculate: Material Cost Variance, Material
Price Variance and Material Usage Variance

Products Standard Standard Actual Quantity Actual

Quantity (units) Price Rs. (units) Price
A 1,050 2.00 1,100 2.25
B 1,500 3.25 1,400 3.50
C 2,100 3.50 2,000 3.75
(MCV (-) Rs.550 (A), MPV: (-) Rs.1,125 (A), MUV(-) Rs.575 (A)

4 From the following information, calculate material mix variance:

Standard Actual
Materials Quantity Price per unit Quantity Price per unit
(units) Rs. (units)
Rs.
A 40 10 50 12
B 60 5 50 8
(Materials Mix Variance: Rs.50 (A)
5 Calculate material mix variance form the data given as such:

Standard Actual
Materials Quantity Price per unit Quantity Price per unit
(units) Rs. (units)
Rs.
A 50 2.00 60 2.25
B 100 1.20 90 1.75
Due to the shortage of material A, the use of material „A‟ was reduced by 10%
and that of „B‟ increased by 5% Ans: (Material Mix Variance = -12 (A)

6. From the following data calculate various material variances:

Standard Actual
Materials Quantity Price per unit Quantity Price per unit
(units)
(units) Rs. Rs.
A 80 8.00 90 7.50
B 70 3.00 80 4.00

(MCV; Rs.145 (A), MPV: Rs.35 (A), MUV: Rs.110 (A), MMV: Rs.3.3 (F)

7. From the following information, Calculate material yield variance:

Standard Actual
Materials Quantity Price per unit Quantity Price per unit
(units) Rs. (units)
Rs.
A 80 5 60 4.50
B 70 9 90 8.00
…… …..
150 150
There is a standard loss of 10%. Actual yield is 125 units. (MYV: Rs.76.3 (A)

8. The standard Mix of a product is as under:

 A 60 units at 15p per unit Rs.9

B 80 units at 20 P. per unit Rs.16

C 100 units at 25P per unit Rs. 25

……. ……..

240 Rs. 50

Ten units of finished product should be obtained from the above mentioned mix.

During the month of January, 1978, ten mixes were completed and the
consumption was as follows:

A 640 units at 15p per unit Rs.128

B 960 units at 20 P. per unit Rs.144

C 840 units at 25P per unit Rs. 252

……. ……..

2,440 Rs.524

……. ………

The actual output was 90 units. Calculate various material variances.

(MCV: Rs.74 (A), MPV: Rs.26 (A), MUV: Rs.48 (A), MMV: Rs.0.35 (F)

9. Vinak Ltd. produces an articles by blending two basic raw materials. It

operates a standard costing system and the following standards have been set
for raw materials.

Material Standard Mix Standard price per kg.

A 40% Rs.4.00

B 60% Rs. 3.00

The standard loss in processing is 15%. During April, 1980, the company
produced 1,700 kg of finished output. The position of stock and purchase for the
month of April, 1980 are as under:

Material Stock on 1-4-80 Stock on 30-4-80 Purchased

during
April, 1980
kg kg kg Cost
Rs.
A 35 5 800 3,400
B 40 50 1,200 3,000
Calculate the following variances:

Material Cost Variance, Material Price Variance, Material Usage Variance,

Material Yield Variance and Material Mix Variance.

(MCV: Rs.286 (F), Material Price Variance: Rs. 376.75 Favourable, Material
Usage Variance. Rs.90 unfavoruable, Material Mix Variance: Rs. 22 Adverse)

10. In a manufacturing concern, the standard time fixed for a month is 8,000
hours. A standard wage rate of Rs. 2.25 P. per hour has been fixed. During one
month, 50 workers were employed and average working days in a month are 25.
A worker works for 7 hours in a day. Total wage bill of the factory for the
month amounts to Rs. 21,875. There was a stoppage of work due to power
failure (idle time) for 100 hours. Calculate various labour variances.

(LCV: Rs.3875 (A), Rate of pay variance: Rs. 2187.50 (A), LEV: Rs.1462.50
(A)

Idle Time Variance: Rs.225 Adverse.)

11. The information regarding the composition and the weekly wage rates of
labour force engaged on a job scheduled to be completed in 30 weeks are as
follows:
 Standard Actual
Category of No. of Weekly wage No. of Weekly wage
wokers workers rate per workers rate per
worker worker
Rs. Rs.
Skilled 75 60 70 70
Semi skilled 45 40 30 50
Unskilled 60 20 80 20
The work was completed in 32 weeks. Calculate various labour
variances.

12. The following data is taken out from the books of a manufacturing concern.

Budgeted labour composition for producing 100 articles

20 Men @ Rs. 1.25 hour for 25 hours

30 women @ 1.10 per hour for 30 hours

Actual labour composition for Producing 100 articles

25 Men @ Rs. 1.50 per hour for 24 hours

25 women @ Re. 1.20 per hour for 25 hours

Calculate: (i) Labour Cost Variance, (ii) Labour Rate Variance, (iii) Labour
Efficency Variance, (iv) Labour Mix Variance.

Ans:(Labour Cost Variance: Rs. 35 Adverse, Labour Rate Variacne Rs. 212.50
Adverse, LEV:Rs.177.50 Favourable and LMV: Rs.24.38 unfavourable)
13. Calculate labour variances from the following data:

Standard Actual
Out put in units 2,000 2,500
Number of workers employed 50 60
Number of working days in a month 20 22
Average wage per man per month (Rs.) 280 330
Ans: LCV Rs.2300 (A), LRV Rs. 1320 (A), LEV Rs 980 (A)

14. From the following information compute;

(i) Fixed Overhead Variance

(ii) Expenditure Variance

(iii) Volume Variance

(iv) Capacity Variance

(v) Efficiency Variance

Budget Actual

Fixed overheads for November Rs. 20,000 20,400

Units of production in November 10,000 10,400
Standard time for 1 unit = 2 hours
Actual Hours Worked =20,100 hours

Ans: Fixed Overhead Variance: Rs. 300 (A), Expenditure Variance: Rs. 400 (A),
Volume Variance: Rs. 100 (F), Capacity Variance: Rs. 800 (F), Efficiency
Variance: Rs. 700 (A)
15. From the following information, calculate various overhead variances:

Budget` Actual
Output in units 12,000 14,000
Number of working days 20 22
Fixed Overheads 36,000 49,000
Variable Overheads 24,000 35,000
There was an increase of 5% in Capacity.

(Total Overhead cost Variance: Rs.14,000 (A), Variable Overhead Variance: Rs.
7,000 (A), Fixed Overhead Variance: Rs.7000 (A),Expenditure Variance: Rs.
13,000 (A), Volume Variance: Rs.6000 (F), Capacity Variance: Rs.1,800 (F),
Calendar Varianc
e: Rs.32,780 (F),
Efficiency Varia
nce: Rs.420 (F)
 UNIT – IV
VALUE CHAIN ANALYSIS

Value chain is the linked set of value-creating activities from the basic raw
material sources for suppliers to the ultimate end-use product delivered into the
final customers' hands. No individual firm is likely to span the entire value
chain. Each firm must be understood in the context of the overall value chain of
value-creating activities. Note that the value chain requires an external focus,
unlike conventional management accounting in which the focus is internal to the
firm. According to Michael Porter, a business unit can develop a sustainable
competitive advantage based on cost or on differentiation or on both, as shown
in the following diagram.

Developing Competitive Advantage:

Differentiation
Differentiation
with Cost
Advantage
Superior Advantage

Relative
Stuck-in-the Low Cost
Differentiation
Middle Advantage
Position
Inferior

Relative Cost Position

The primary focus of the low-cost strategy is to achieve low cost relative to
competitors. Cost leadership can be achieved through, for example, economies
of scale of production, learning curve effects, tight cost control, cost
minimization in R&D, service sales force, or administration. Examples of
companies following the low-cost strategy are Nirma in detergents, Shiva in
computers, and Times in wrist watches.

The differentiation strategy consists in differentiating the product by creating

something perceived as unique. Product differentiation can be achieved through
brand loyalty, superior customer service, dealer network, and product design and
features. Examples of companies following the differentiation route are
Hindustan Lever in detergents, WIPRO in computers and Titan in wrist watches.

Whether or not a firm can develop and sustain differentiation or cost advantage
or differentiation with cost advantage depends on how well the firm manages its
value chain relative to the value chain of its competitors. Value chain analysis is
essential to determine exactly where in the chain customer value can be
enhanced or costs lowered.

Note that no single firm spans the entire value chain in which it operates.
Typically, a firm is only apart of the larger set of activities in the value delivery
system. The value chain concept highlights four profit improvement areas:

l. Linkages with suppliers

2. Linkages with customers

3. Process linkages within the value chain of a business unit

4. Linkages across business unit value chain within.

ACTIVITY-BASED COSTING
Applying overhead costs to each product or service based on the extent to which
that product or service causes overhead cost to be incurred is the primary
objective of accounting for overhead costs. In many production processes, when
overhead is applied to products using a single pre-determined overhead rate
based on a single activity measure. With Activity-Based Costing (ABC),
multiple activities are identified in the production process that is associated with
costs. The events within these activities that cause work (costs) are called cost
drivers. Examples of overhead cost drivers are machine setups, material-
handling operations, and the number of steps in a manufacturing process.
Examples of costs drivers in non-manufacturing organizations are hospital beds
occupied, the number of take-offs and lending for an airline, and the number of
rooms occupied in a hotel. The cost drivers are used to apply overhead to
products and services when using ABC.

The following five steps are used to apply costs to products under an ABC
system:

1. Choose appropriate activities

2. Trace costs to activities

3. Determine cost drivers for each activity

4. Estimate the application rate for each cost driver

5. Apply costs to products.

These steps are discussed in more detail above.

Choose Appropriate Activities

Involve producing a product or providing a service. The various activities within

an organization. The first step of ABC is to choose the activities that will be the
intermediate cost objectives of overhead costs. These activities do not
necessarily coincide with existing departments but rather represent a group of
transactions that support the production process. Typical activities used in ABC
are designing, ordering, scheduling, moving materials, controlling inventory,
and controlling quality.

Each of these activities is composed 'of transactions that result in costs. More
than one cost pool can be established for each activity. A cost pool is an account
to record the costs of an activity with a specific cost driver.

Trace Costs to Activities

Once the activities have been chosen, costs must be traced to the cost pools for
different activities. To facilitate this tracing, cost drivers are chosen to act as
vehicles for distributing costs. These cost drivers are often called resource
drivers. A pre-determined rate is estimated for each resource driver.
Consumption of the resource driver in combination with the pre-determined rate
determines the distribution of the resource costs to the activities.

Determine Cost Drivers for Activities

Cost drivers for activities are sometimes called activity drivers. Activity drivers
represent the event that causes costs within an activity. For example, activity
drivers for the purchasing activity include negotiations with vendors, ordering
materials, scheduling' their arrival, and perhaps inspection. Each of these
activity drivers represents costly procedures that are performed in the purchasing
activity. An activity driver is chosen for each cost pool. If two cost pools use the
same cost driver, then the cost pools could be combined for product-costing
purposes.

Cooper has developed several criteria for choosing activity drivers. First, the
data on the cost driver must be easy to obtain. Second, the consumption of the
activity implied by the activity driver should be highly correlated with the actual
consumption of the activity. The third criterion to consider is the behavioral
effects induced by the choice of the activity driver. Activity drivers determine
the application of costs, which in turn can affect individual perfor mance
measures.

The judicious use of more activity drivers increases the accuracy of product
costs. Ostrenga concludes that there is a preferred sequence for accurate product
costs. Direct costs are the most accurate in applying costs to products. The
application of overhead costs through cost drivers is the next most accurate
process. Any remaining overhead costs must be allocated in a somewhat
arbitrary manner, which is less accurate.

Estimate Application Rates for each Activity Driver

An application rate must be estimated for each activity driver. A pre-determined

rate is estimated by dividing the cost pool by the estimated level of activity of
the activity driver. Alternatively, an actual rate is determined by dividing the
actual costs of the cost pool by the actual level of activity of the activity driver.
Standard costs, could also be used to calculate a pre-determined rate.

Applying Costs to Products

The application of costs to products is calculated by multiplying the application

rate times the usage of the activity driver in manufacturing a product or
providing a service.

Examples of Activity-Based Costing

Modison Motors Inc. produces electric motors. The company makes a standard
electric-starter motor for a major auto manufacturer and also produces electric
motors that are specially ordered. The company has four essential activities:
design, ordering, machinery, and marketing. Modison Motors incurs the
following costs during the month of, January:

Standard Motors Special Order Motors

Direct Labor Rs. 10,00,000 Rs. 2,00,000

Direct materials Rs. 30,00,000 Rs. 10,00,000

Overhead:

Indirect labour Rs. 35,00,00

Depreciation of building Rs. 2,00,000

Depreciation of equipment Rs.

10,00,000

Maintenance Rs. 3,00,000

Utilities Rs.
10,00,000

Rs.
60,00,000

Traditional cost accounting would apply the overhead costs based on a single
measure of activity. If direct labor dollars were used, then the overhead rate
would be Rs.60, 00,000 / (Rs.10, 00,000 + Rs.2, 00,000), or Rs.5, per direct -
labor dollar. Hence: Overhead to standard motors

= (Rs.5/Direct-labor dollar)(Rs. 10,00,000 of direct labor)

= Rs. 50,00,000

Overhead to special-order motors

= (Rs.5/Direct-labor dollar)(Rs.2,00,000 of direct labor) = Rs. 10,00,000

With ABC, activities are chosen and the overhead costs are distributed to cost
pools within these activities through resource drivers. The costs of activities are
then applied to products through activity drivers. Suppose that Modison Motors
uses the following activities: designing, ordering, machining, and marketing.
Each activity has one cost pool. The overhead costs are distributed to the cost
pools of the activities using the following resource drivers:

Overhead Account Resource Driver

Indirect labor Labor dollars

Depreciation of building Square feet of building

Depreciation of equipment Machine time

Maintenance Square feet of building

Utilities Amps used

The usages of the resource drivers by activity are:

Designin Orderin
Machining Marketing Totals
g g

10,00,00
Labor Dollars 20,000 1,00,000 1,30,000 3,50,000
0

Sq.ft of
50,000 30,000 1,00,000 20,000 2,00,000
building

Machine time 0 0 10,00,000 0 10,00,000

Amps 2,00,000 1,00,000 16,00,000 1,00,000 20,00,000

The resource driver application rates are calculated by dividing overhead costs
by total resource driver usage:
 Overhead Resource Cost of Total Driver Application
Account Driver Overhead Usage Rate

Indirect labor Labor dollars Rs.35,00,000 Rs.3,50,000 Rs,10/ Labor dollar

Depreciation Square feet of 2,00,000

2,00,000 Rs.1/sq.ft.
of building building Sqft

Depreciation 50.000
Machine time 10,00,000 Rs.20/hr.
of machinery hrs.

Sq. ft. of 2,00,000

Maintenance 3,00,000 Rs.1.50/sq.ft.
building sqft.

20,00,000
Utilities Amps used 10.00.000 0.50/amp
amps

By multiplying the application rate times the resource usage of each activity,
overhead costs can be allocated to the different activities. For example, the cost
of the indirect labor allocated to the designing activity is Rs. 10/labor dollar
times Rs. 10,000 in labor, or Rs. 100,000.

Designing Ordering Machining Marketing Totals

Rs. Rs. Rs. Rs. Rs.

Indirect labor 10,00,000 2,00,000 10,00,000 13,00,000 35,00,000

Depreciation
50,000 30,000 1,00.000 20,000 2,00,000
of building

Depreciation
10,00,000 10,00,000
of equipment

Maintenance 75,000 45,000 1,50,000 30.000 3,00,000

 Utilities 1,00,000 50,000 8,00,000 50,000 10,00,000

Totals 12,25.000 3,25,000 30,50,000 14,00,000 60,00,000

Once the overhead costs have been distributed to the activity cost pools, activity
drivers must be chosen to apply the costs to the .products. Suppose the following
activity drivers are chosen:

Activity Activity Driver

Designing Design changes

Ordering Number of orders

Matching Machine time

Marketing Number of contract with customer

Modison Motors uses actual costs and activity levels to determine the
application rates shown below:

Costs 0f Total Driver

Activity Driver Application Rate
Activity Usage

Design changes RS.12,25,000 12,250 changes Rs. 1 00 /change

Number 0f orders 3.25,000 6,500 orders RS.50 /order

Machine time 30,50.000 152.5 hours RS.2000 / hour

Number of contracts 14.00,000 7,000 contracts Rs.200 /contract

The application rates are then multiplied by the cost driver usage for each
product to determine the costs applied to each product.

Product Activity Application Rate Driver Usage Cost

Standard Designing Rs. 100/change 225 changes Rs.22,500

Ordering Rs.50/order 150 orders 7,500

Machining Rs.2000/hour 100 hours 200,000

Marketing Rs.200/contract 200 contracts 40,000

Total overhead costs applied to the standard electric motors Rs.270,000

Special- Designing 1000 changes Rs.100,000

Rs.100/change
ordered

Ordering Rs.50/order 500 orders 25,000

Machining RS.2000 / hour 52.5 hours 105,000

Marketing Rs.200 /contract 500 contract 100,000

Total overhead costs applied to the special-order motors Rs.330,000

The ABC method applied a much higher amount of the overhead cost to the
special-order electric motors than when all overhead was applied by direct-labor
dollar (Rs.330, 000 versus Rs.100, 000). The reason for the greater overhead
application to the special-order electric motors is the greater usage of the
activities that enhance the manufacturing of the electric motors during their
production. Use of direct-labor dollars to allocate overhead does not recognize
the extra overhead requirements of the special-order electric motors.
Misapplication of overhead could lead to inappropriate product line decisions.

The greater the diversity of requirements of products on overhead-related

services and other overhead costs, the greater the need for an ABC system.

Other Benefits of Activity-Based Costing

ABC is valuable for planning, because the establishment of an ABC system

requires a careful study of the total manufacturing or service process of an
organization. ABC highlights the causes of costs. An analysis of these causes
can identify activities that do not add to the value of the product. These activities
include moving materials and accounting for transactions. Although these
activities cannot be completely eliminated, they may be reduced. Recognition of
how various activities affect costs can lead to modifications in the planning of
factory layouts and increased efforts in the design process stage to reduce future
manufacturing costs.

An analysis of activities can also lead to better performance measurement.

Workers on the line often understand activities better than costs and can be
evaluated accordingly. At higher management levels, the activities can be
aggregated to coincide with responsibility centers. Managers would be
responsible for the costs of the activities associated with their responsibility
centers.

Weaknesses of Activity-Based Costing

First, ABC is based on historical costs. For planning decisions, future costs are
generally the relevant costs. Second, ABC does not partition variable and fixed
costs. For many short run decisions, it is important to identify variable costs.
Third, ABC is only as accurate as the quality of the cost drivers. The distribution
and application of costs becomes an arbitrary allocation process when the cost
drivers are not associated with the factors that are causing costs. And finally,
ABC tends to be more costly than the more traditional methods of applying
costs to products.

QUALITY COSTING

The benefits from increased product quality come in lower costs for reworking
discovered defective units and from more satisfied customers who find fewer
defective units. The cost of lowering the tolerance for defective units results
from the increased costs of using a better production technology. These costs
could be due to using more highly skilled and experienced workers, from using a
better grade of materials, or from acquiring updated production equipment.

A quality-costing system monitors and accumulates the costs incurred by a firm

in maintaining or improving product quality.

Measuring Quality Costs

The quality costs discussed here deal with costs associated with quality of
conformance as opposed to costs associated with quality of design. Quality of
design refers to variations in products that have the same functional use.

Quality of Conformance refers to the degree with which the final product meets
its specifications. In other words, quality of conformance refers to the product's
fitness for use. If products are sold and they do not meet the consumers'
expectations, the company will incur costs because the consumer is unhappy
with the product's performance. These costs are one kind of quality costs that
will be reduced if higher-quality products are produced. Thus higher quality may
mean lower total costs when quality of conformance is considered.

The costs associated with quality of conformance generally can be classified

into four types: prevention costs, appraisal costs, internal failure costs, and
external failure costs. The prevention and appraisal costs occur because a lack of
quality of conformance can exist. The internal and external failure costs occur
because a lack of quality of conformance does exist.

Prevention Costs are the costs incurred to reduce the number of defective units
produced or the incidence of poor-quality service. Prevention costs begin with
the designing and engineering of the product or service. Designers and engineers
should work together to develop a product that is easy to assemble with a
minimal number of mistakes.
Appraisal Costs are the costs incurred to ensure that materials, products, and
services meet quality standards. Appraisal costs begin with the inspection of raw
materials and part from vendors. Further inspection costs are incurred
throughout the production process. Quality audits and reliability tests are
performed on products and services to determine if they meet quality standards.
Appraisal costs also occur through field inspections at the customer site before
the final release of the product.

Internal Failure Costs are the costs associated with materials and products that
fail to meet quality standards and result in manufacturing losses. These defects
are identified before they are shipped to customers. Scrap and the costs of
spoiled units that cannot be salvaged are internal failure costs. The cost of
analyzing, investigating and reworking defects is also internal failure costs.
Defects create additional costs because they lead to down time in the production
process.

External Failure Costs are the costs incurred when inferior-quality products or
services are sold to customers. These costs begin with customer complaints and
usually lead to warranty repairs, replacement, or product recall.

The problem management faces is choosing the desired level of product quality.
If all the costs can be measured accurately, then the desired level of product
quality occurs when the sum of prevention, appraisal, and failure costs is
minimized. Quality costs are minimized at a specific percentage of planned
defects.

The magnitude of quality costs has prompted many companies to install quality-
costing systems to monitor and help reduce the costs of achieving high-quality
production. Several examples follow.

 Quality at Bavarian Motor Works (BMW)

  Quality Costs in Banking

 Reducing Quality Costs at TRW

 Cost of a faulty electrical component at Hewlett-Packard

Although the concepts of quality costing are easy to understand, the cost
measurement of many quality efforts is difficult. Many of the costs are not
isolated in a traditional cost accounting system, and some costs are opportunity
costs that are not part of a historical cost accounting system.

Quality cost reports provide management with only a part ial picture of the costs
of quality. Management would also like to know the potential trade-off among
the different types of quality costs relating to new technologies. Cost trade-offs
are not part of a historical cost accounting system, and estimates of t hese cost
trade-offs must be made.

Typical Quality Cost Report

Current months cost Percentage of Total

Prevention costs:

Quality training Rs.2,000 1.3%

Reliability engineering 10.000 6.5

Pilot studies 5,000 3.3

Systems development 8,000 5.2

Total prevention RS.25,000 16.3%

Appraisal costs:

Materials inspection Rs. 6,000 .3.9%

Supplies inspection 3,000 2.0

Reliability testing 5,000 3.3

Laboratory 25,000 16.3

Total appraisal Rs. 39,000 25.5%

Internal failure costs:

Scrap Rs.15,000 9.8%

Repair 18,000 11.8

Rework 12,000 7.8

Down time 6.000 3.9

Total internal failure Rs. 51.000 33.3%

External failure costs:

Warranty costs Rs. 14.000 9.2%

Out-of-warranty repairs
6.000 3.9
and replacement

Customer complaints 3.000 2.0

Product liability 10.000 6.5

Transportation losses 5,000 3.3

Total external failure Rs. 38.000 24.9%

Total quality costs Rs.153,000 100.0%

Total Quality Control

Total quality control (TQC) is a management process based on the belief that
quality costs are minimized with zero defects. The phrase quality is free is
commonly advocated by proponents of TQC, who argue that the reduction of
failure costs due to improved quality outweigh additional prevention and
appraisal costs.

It is not surprising, then, that U.S. Auto Manufacturers have recently become
leaders in advocating TQC.

TQC begins with the design and engineering of the product. Designing a product
to be resistant to workmanship defects may not be incrementally more costly
than the present design process, but the reduction in other quality costs can be
substantial.

TQC is often associated with just-in-time (JIT) manufacturing. Under JIT each
worker is trained to be a quality inspector. Therefore teams specializing in
quality inspection become unnecessary. With suppliers delivering high-quality
parts and materials, a company can substantially reduce if not eliminate
appraisal costs.

Total quality control is sometimes referred to as total quality management

(TQM) because a completely new orientation must be taken by management to
make TQC successful. New performance measures that reinforce quality
improvements must be initiated. Standard cost variance such as the materials
price variance and labor efficiency variance tend to emphasize price and
quantity rather than quality and should not be used to reward employees. The
productivity measures described in the next section are more useful in
motivating workers to achieve both quality and productivity.

TARGET COSTING

Introduction

Target costing has recently received considerable attention. Computer Aided

Manufacturing-International defines target cost as "a market-based cost that is
calculated using a sales price necessary to capture a predetermined market
share." In competitive industries a unit sales price would be established
independent of the initial product cost. If the target cost is below the initial
forecast of product cost, the company drives the unit cost down over a designed
period to compete.

Target cost = Sales price (for the target market share) - Desired profit

Japanese cost management is known to be guided by the concept of target cost.

Management decides, before the product is designed, what a product should
cost, based on marketing (rather than manufacturing) factors. The following
write-up on target costing for the Sony Walkman describes the target costing
approach.

The Walkman: Setting the price before the Cost

Sony's Walkman was a classic example of how a company uses the "PROFITS =
SALES - COSTS" equation to full advantage: First set the price at which the
customer will buy, then bring down your costs so you can make profits. "I
dictated the selling price (of the Walkman) to suit a young person's pocketbook,
even before we made the first machine," wrote Sony Corp. Chairman Akio
Morita in his book Made In Japan. "I said I wanted the first models ... to retail
for no more than Yen 30,000. The accountants protested but I persisted. I told
them I was confident we would be making our new product in very large
numbers and our cost would come down as volume climbed."

The target costing philosophy leads to a market-driven approach to accounting.

Target costs are conceptually different from standard costs. Standard costs are
predetermined costs built up from an internal analysis by industrial engineers.
Target costs are based on external analysis of markets and competitors. Several
Japanese firms are known to compute two separate variances, one comparing
actual costs with target costs and other comparing actual costs with standard
costs.
While introducing a new product, a company might test the market to determine
the price it can charge in order to be competitive with products already on the
market of similar function and quality. A target cost is the maximum
manufactured cost for a product. It is arrived at by subtracting its expected
market price from the required margin on sales.

Target costing is a market-driven design methodology. It estimates the cost for a

product and then designs the product to meet that cost. It is used to encourage
the various departments involved in design and production to find less expensive
ways of achieving similar or better product features and quality.

It is a cost management tool which reduces a product's costs over its entire life
cycle. Target costing includes actions management must take to: establish
reasonable target costs, develop methods for achieving those targets, and
develop means by which to test the cost effectiveness of different cost -cutting
scenarios.

There are several phases to the methodology.

Conception (Planning) Phase

Based upon its strategic business plans, a company must first establish what type
of product it wishes to manufacture.

Traditionally (before target costing), once the type of product was determined,
its development was assigned to the product design department. Then the
produced product was sent to the costing department, which assessed the cost of
the design and frequently found it more expensive to produce than the market
would tolerate.

The design was then returned to the design department with instructions to
reduce its costs, usually by promising its quality. The product design was sent
back and forth between the two departments until consensus was reached. The
product was then sent to the manufacturing department, which often concluded
that it was impossible to manufacture it in its proposed e. It was then sent back
to the design department, so on. Much time, money and effort were spent [ore
the product reached the production stage. As a result, profit suffered.

Under target costing, a product's design begins at the opposite end. It first
establishes a price at which the product can be competitive and then assigns a
team to develop cost scenarios and search for ways to design d manufacture the
product to meet those cost constraints. Several steps must be taken in order to
establish a reasonable target cost.

i) Market research should be done to determine several factors. First,

the products of competitors' should be analyzed with regard to price,
quality, service and support, delivery, and technology. After a
preliminary test of competitor's product, it is necessary to establish
the features consumers‟ value in this type of product, and the
important features that are lacking.

ii) After preliminary testing, a company should be able to pinpoint a

market niche it believes is undersupplied, and in which it believes it
might have some competitive advantage. Only then can a company
set a target cost close to competitors' products of similar functions
and value. The target cost is bound to change in the development and
design stages. However, the new target costs should only be allowed
to decrease, unless the company can provide added features that add
value to the product.

Development Phase

The company must find ways to attain the target cost. is involves a number of
steps.
1. First, an in-depth study of the most competitive product on the market
must be conducted. This study will show what materials were used and
what features are provided, and it will give an indication of the
manufacturing process needed to complete the product.

Once a better understanding of the design has been achieved, the

organization can target the costs against this "best" design. But its
competition will probably be engaged in similar analysis and will further
improve its product toward this "best" design. It is necessary when
performing comparative cost analysis, and trying to establish the
competitor's cost structure, that adequate attention be paid to the
competitive advantages of the competitor, such as technology, location,
and vertical integration.

2. After trying to identify the cost structure of the competitor, the company
should develop estimates for the internal cost structure of its own
products. This is most effectively done by analyzing internal costs' of
similar products already being produced by the company and should take
into account the different needs of the new product in assessing these
costs.

3. After preliminary analysis of the cost structures of both the competition

and itself, the company should further define these cost structures in
terms of cost drivers. Focusing on cost drivers can help reduce waste,
improve quality, minimize non-value-added activities, and identify
ineffective product design. The use of multiple drivers‟ leads both to a
better understanding of the inputs and resources required to produce
products, and a better cost analysis through more detailed cost
information.

When enough cost information is available, the product development team is

able to generate cost estimates under different scenarios. After this, the
designers, manufacturers, marketers, and engineers on the team should conduct
a session of brainstorming to generate ideas on how to substantially reduce costs
(by smoothing the process, using different materials, and so on) or add a number
of different features to the product without increasing target costs. In these
brainstorming sessions, no idea is rejected, and the best ideas are integrated into
the development of the product.

Production Phase

In these stages, target costing becomes a tool for reducing costs of existing
products. It is highly unlikely that the design, manufacturing, and engineering
groups will develop the optimal, cost-efficient process at the beginning of
production. The search for better, less expensive products should continue in the
framework of continuous improvement.

1. The ABC technique can be useful as a tool for target costing of existing
products. ABC assists in identifying non value-added activities and can
be used to develop scenarios on how to minimize them. Target costing at
the activity level makes opportunities for cost reduction highly visible.

2. Target costing is also strongly linked to consumer requirement, and tries t

o
identify the features such as performance specifications, services, warranties, a
nd
delivery consumers want products to provide. These consumers may also b
e
questioned about which features they prefer in products, and how much they ar
e
worth to them. The surveys on preferable features and value of these features hel
p
management do cost-
benefit analysis on different features of a product, and then try
to reduce costs on features that are not ranked highly.

3. Target costing also provides incentives to move toward less expensive

means of production, as well as production techniques that provide a
more even flow of goods. JIT provides an environment where there is
 better monitoring of costs and product quality as well as access to ideas
for continues improvement and better production strategies.

BENEFITS OF TARGET COSTING

1. The process of target costing provides detailed information on the costs

involved in producing a new product, as well as a better way of testing
different cost scenarios through the use of ABC.

2. Target costing reduces the development cycle of a product. Costs can be

targeted at the same time the product is being designed, bringing in the
resources of the manufacturing and finance departments to ensure that all
avenues of cost reduction are being explored and that the product is
designed for manufacturability at an early stage of development.

3. The internal costing model, using ABC, can provide an excellent

understanding of the dynamics of production costs and can detail ways to
eliminate waste, reduce non-value-added activities, improve quality,
simplify the process, and attack the root causes of costs (cost drivers). It
can also be used for measuring different cost scenarios to ensure that the
best ideas available are incorporated from the outset into the production
design.

4. The profitability of new products is increased by target costing through

promoting reduction in costs while maintaining or improving quality. It
also helps in promoting the requirements of consumers, which leads to
products that better reflect consumer needs and find better acceptance
than existing products.

5. Target costing is also used to forecast future costs and to provide

motivation to meet future cost goals.

6. Target costing is very attractive because it is used to control costs before

 the company even incurs any production costs, which save a great deal
of time and money.

7. There is one major drawback to target costing. It is difficult to use with

complex products that require many subassemblies, such as automobiles.
This is because tracking costs becomes too complicated and tedious, and
cost analysis must be performed at so many levels.

LIFE CYCLE COSTING

CAM-l defines life-cycle costing as "the accumulation of costs for activities that
occur over the entire life cycle of a product, from inception to abandonment by
the manufacturer and the customer," Life-cycle analysis provides a framework
for managing the cost and performance of a product over the duration of its life.
The life-cycle commences with the initial identification of a consumer need and
extends through planning, research, design, development, production, and
evaluation, and use, logistics support in operation, retirement, and disposal.
Life-cycle is important to cost control because of the interdependencies of
activities in different time periods. For example, the output of the design activity
has a significant impact on the cost and performance of subsequent activities.

Cost systems have focused primarily on the cost of physical production, without
accumulating costs over the entire design, manufacture, market, and support
cycle of a product. Resources committed to the development of products and the
manufacturing process represents a sizeable investment of capital. The benefits
accrue over many years, and under conventional accounting, are not directly
identified with the product being developed. They are treated instead as a period
expense and allocated to all products. Even companies which use life-cycle
models for planning and budgeting new products do not integrate these models
into cost systems. It is important to provide feedback on planning effectiveness
and the impact of design decisions on operational and support costs. Period
reporting hinders management's understanding of product-line profitability and
the potential cost impact of long-term decisions such as engineering design
changes. Life-cycle costing and reporting provide management with a better
picture of product profitability and help managers to gauge their planning
activities.

Product Life Cycle Costing:

The cycle begins with the identification of new consumer need and the invention
of a new product and is often followed by patent protection and further
development to make it saleable. This is usually followed by a rapid expansion
in its sales as the product gains market acceptance. Then competitors enter the
field with imitation and rival products and the distinctiveness of the new product
starts diminishing. The speed of degeneration differs from product to product.
The innovation of a new product and its degeneration into a common product is
termed as the 'life cycle of a product'.

Characteristics

The major characteristics of product life-cycle concept are as follows:

 The products have finite lives and pass through the cycle of
development, introduction, growth, maturity, decline and deletion at
varying speeds.

 Product cost, revenue and profit patterns tend to follow predictable

courses through the product life cycle. Profits first appear during the
growth phase and after stabilizing during the maturity phase, decline
thereafter to the point of deletion.

 Profit per unit varies as products move through their life cycles.

 Each phase of the product life-cycle poses different threats and

 opportunities that give rise to different strategic actions.

 Products require different functional emphasis in each phase - such as an

R&D emphasis in the development phase-arid a cost control emphasis in
the decline.

Activities in product life cycle

Typically the life cycle of a manufactured product will consist of the following
activities:

1. Market research 2. Specification 3. Design 4. Prototype manufacture

5. Development of the product Tooling 7. Manufacturing 8. Selling

9. Distribution 10. Product support through after sales service

10. Decommissioning or Replacement.

Phases in Product Life-Cycle

There are five distinct phases in the life cycle of a product as shown.

Introduction phase: The Research and engineering skills lead to product

development and when the product is put on the market and its awareness and
acceptance are minimal. Promotional costs will be high, sales, revenue low and
profits probably negative. The skill that is exhibited in testing and launching the
product' will rank high in this phase as critical factor in securing success and
initial market acceptance. Sales of new products usually rise slowly at first.

Despite little competition profits are negative or low. This owns to high unit
costs resulting from low output rates, and heavy promotional investments
incurred to stimulate growth. The introductory stage may last from a few months
to a year for consumer goods and generally longer for industrial products.

Growth phase: In the growth phase product penetration into the market and
sales will increase because of the cumulative effects of introductory promotion,
distribution. Since costs will be lower than in the earlier phase, the product will
start to make a profit contribution. Following the consumer acceptance in the
launch phase it now becomes vital to secure wholesaler/retailer support. But to
sustain growth, consumer satisfaction must be ensured at this stage. If the
product is successful, growth usually accelerates at some point, often catching
the innovator by surprise.

Profit margins peak during this stage as 'experience curve' affects lower unit
costs and promotion costs are spread over a larger volume.

Maturity phase: This stage begins after sales cease to rise exponentially. The
causes of the declining percentage growth rate the market saturation eventually
most potential customers have tried the product and sales settle at a rate
governed by population growth and the replacement rate of satisfied buyers. In
addition there are no new distribution channels to fill. This is usually the longest
stage in the cycle, and most existing products are in this stage. The period over
which sales are maintained depends upon the firm's ability to stretch, the cycle
by means of market segmentation and finding new uses for it.

Profits decline in this stage because for the following reasons.

 The increasing number of competitive products.

 The innovators find market leadership under growing pressure.

 Potential cost economies are used up.

 Prices begin to soften as smaller competitors struggle to obtain market

share in an increasingly saturated market.

Sales growth continues but at a diminishing rate because of the diminishing

number of potential customers who remain last of the unsuccessful competing
brands will probably withdraw from the market. For this reason sales are likely
to continue to rise while the customers for the withdrawn brands are mopped up
by the survivors. In this phase there will be stable prices and profits and the
emergence of competitors. There is no improvement in the product but changes
in selling effort are common, profit margin slip despite rising sales.

Saturation phase: As the market becomes saturated, pressure is exerted for a

new product and sales among with profit begin to fall. Intensified marketing
effort may prolong the period of maturity, but only by increasing costs
disproportionately.

Decline phase: Eventually most products and brands enter a period of declining
sales. This may be caused by the following factors:

 Technical advances leading to product substitution.

 Fashion and changing tastes.

 The average length of the product life cycle is tending to shorten as a

result of economic, technological and social change.

Turning point indices in product life cycle

The following checklist indicates some of the detailed information necessary to

identify turning points in the product life cycle:

 Market saturation

 Is the growth rate of sales volume declining?

 What is the current level of ownership compared to potential?

 Are first time buyers a declining proportion of total sales?

 Nature of competition

 How many competitors have entered or plan to enter?

  Is long-term over capacity emerging?

 Are prices and profit margins being cut?

 Are advertising and promotional elasticity declining and price

elasticity increasing?

 Alternative products and technologies

 Are new products being created in this industry or others which may
meet consumer needs more effectively?

 Is significant technical progress taking place which threatens existing

products?

Project Life Cycle Costing:

The term 'project life cycle cost' has been defined as follows: 'It includes the
costs associated with acquiring, using, caring for and disposing of physical
assets, including the feasibility studies, research, design, development,
production, maintenance, replacement and disposal, as well as support, training
an operating costs generated by the acquisition, use, maintenance and
replacement of permanent physical assets'.

Project life cycle costs

Product life cycle costs are incurred for products and services from their design
stage through development to market launch, production and sales, and their
eventual withdrawal from the market. In contract project life cycle costs are
incurred for fixed assets, i.e. for capital equipment and so on. The component
elements of a project's cost over its life cycle could include the following:

 Acquisition cost, i.e. costs of research, design, testing, production,

construction, or purchase of capital equipment.
  Transportation and handling costs of capital equipment

 Maintenance costs of capital equipment

 Operations costs, i.e. the costs incurred in operations, such as energy

costs, and various facility and other utility costs.

 Training costs i.e. operator and maintenance training.

 Inventory costs i.e. cost of holding spare parts, warehousing etc.

 Technical data costs, i.e. costs of purchasing any technical data.

 Retirement and disposal costs at the end of life or the capital

equipment life.

Management Accountants' Role in Project Life Cycle Costing

Project life-cycle costing is a new concept which places new demands upon the
Management Accountant. The development of realistic project life cycle costing
models will require the accountant to develop an effective working relationship
with the operational researcher and the systems analyst, as well as with those
involved in the terrotechnological system, particularly engineers. Engineers
require a greater contribution from accountants in terms of effort and interest
throughout the life of a physical asset. A key question for many accountants will
be whether the costs of developing realistic life cycle costs will outweigh the
benefits to be derived from their availability. Lifecycle costing in the
management of Physical Assets, much value can be obtained by thinking in life-
cycle costing concepts whenever a decision affecting the design and operation of
a physical asset is to be made.

The concept project life cycle costing has become more widely accepted in
recent years. The philosophy of it is quite simple. It involved accounting for all
costs over the life of the decision which is influenced directly by the decision.
Terrotechnology is concerned with pursuit of economic life cycle costs. This is
quite simply means trying to ensure that the assets produce the highest possible
benefit for least cost. To do this, it is necessary to record the cost of designing,
buying, installing, operating, and maintaining the asset, together with a record of
the benefits produced. Most organizations keep a record of the initial capital
costs, if only for asset accounting purposes.

Uses of project life cycle costing

The project life cycle costing is especially useful in the following:

 Projects operate in capital intensive industries

 Projects have a sizable, on-going constructing program

 Projects dependent on expensive or numerous items of plant with

consequent substantial replacement programs

 Projects considering major expansion

 Projects contemplating the purchase/design/ development of expensive

new technology

 Projects sensitive to disruption due to down-time.

SELF – ASSESSMENT QUESTIONS (SAQs)

1. What are Common-size Financial Statements?

2. Example the salient features of the various methods of Financial

Statements.

3. What tools are used to analyze the financial statements?

4. What significant inferences are brought out by the statement of cash

flow?
 5. What are the limitations of cash flow statements?

6. What are the categories under which the various ratios are grouped?

7. What does Debt-equity Ratio indicate?

8. What is an activity cost pool?

9. Describe the benefits of Target Costing.

10. Describe the major characteristics of product life cycle concept.

Reference:

1. Garrison, Ray H. and Eric W. Noreen: Management Accounting.

2. N. Vinayakam and I. B. Sinha: Management Accounting – Tools and

Techniques.

3. Hansen, Don R. and Maryanne M. Moreen: Management Accounting.

4. P. C. Tulsian: Financial Accounting.

5. IGNOU Course Material.

6. Journal of Management Accounting (Various Issies).

7. CA Study Material.
 Unit V

Reporting to Management

Objectives of the study:

The objectives of this unit are to help one understand, in general

 The general format of report and Reporting

 Importance of Reporting in the Finance field.

Contents Design:

5.1. Introduction.

5.2. Objectives of Reporting.

5.3. Principles of Reporting.

5.4. Importance of Reporting.

5.5. Qualities of a good Report.

5.6. Types of Reports.

5.7. Forms of Report.

5.8. Reports submitted to various levels of Management.

5.9. Management reporting requirements.

5.10. General format of reports.

5.11. Summary.

5.12. References.
 5.1. INTRODUCTION

5.1. The term 'reporting' conveys different meanings on different circumstances.

In a narrow sense it means: supplying facts and figures. On the other hand, when
a committee is appointed to study a problem, a report is taken to mean : review
of certain matter with its pros and cons and offering suggestions. In case of
dealing with routine matters, a report refers to supplying the information at
regular intervals in standardized forms. A report is a means of communication
which is in written form and is meant for use of management for the purpose of
planning decision-making and controlling.

Simply stated it is a communication of result by a subordinate to superior. It

serves as a feedback to the management. The contents of report, the details of
the data reported and the method of presentation depend upon the size and type
of the business enterprise, extent of power delegated to subordinates and the
existence of various levels of management for whom information is meant.

5.2. OBJECTIVES OF REPORTING;

Traditionally, reporting was aimed at showing compliance with the budget.

While this function is met in countries with a parliamentary tradition and
adequate audit capacity, in other countries, improving compliance remains the
priority challenge. Nevertheless, transparency and accountability call for wider
scope of reporting. A budget reporting system should provide a means of
assessing how well the government is doing. Ideally, therefore it should answer
following questions.

Budgetary integrity. Have resources been used in conformity with legal

authorizations and mandatory requirements? What is the status of resources

and expenditures (uncommitted balances and undisbursed commitments)?

 2.Operating performance. How much do programs cost? How were they

financed? What was achieved? What are the liabilities arising from their

execution? How has the government managed its assets?

Stewardship. Did the governments financial condition improve or

deteriorate?

What provision has been made for the future?

Systems and control. Are there systems to ensure effective compliance,

proper management of assets and adequate performance?

Reports are an important instrument for planning and policy formulation. For
this purpose, they should provide information on ongoing programs and the
main objectives of government departments. Reports can also be used for public
relations and be a source of facts and figures. They give an organization the
opportunity to present a statement of its achievements, and to provide
information for a wide variety of purposes.

Reporting must take into account the needs of different groups of users
including:

(i) the Cabinet, core ministries, line ministries, agencies, and program
managers;

(ii) the legislature; and

(iii) outside the government, individual citizens, the media, corporations,

 Universities, interest groups, investors, and creditors.

According to surveys carried out in several developed countries,2 all users need
comprehensive and timely information on the budget. The executive branch of
government needs periodic information about the status of budgetary resources
to ensure efficient budget implementation and to assess the comparative the
costs of different programs. Citizens and the legislature need information on
costs and performance of programs that affect them or concern their
constituency. Financial markets need cash based information, etc.

5.3. PRINCIPLES OF REPORTING

Reports prepared by the government for internal and external use are governed

by the following principles:

1. Completeness. The measures, in the aggregate, should cover all aspects of

the reporting entity's mission.

Legitimacy. Reports should be appropriate for the intended users and

consistent in form and content with accepted standards.
User friendliness. Reports should be understandable to reasonably informed
and interested users, and should permit information to be captured quickly and
communicated easily. They should include explanations and interpretations for
legislators and citizens who are not familiar with budgetary jargon and
methodological issues. Financial statements can be difficult for non accountants;
where possible, charts and illustrations should be used to improve readability.
Of course, reports should not exclude essential information merely because it is
difficult to understand or because some report users choose not to use it.
 Reliability. The information presented in the reports should be verifiable and
free of bias and faithfully represent what it purports to represent. Reliability
does not imply precision or certainty. For certain items, a properly explained
estimate provides more meaningful information than no estimate at all (for
example, tax expenditures, contingencies, or superannuation liabilities).

Relevance. Information is provided in response to an explicitly recognized

need. The traditional function of year-end reports is to allow the legislature to
verify budget execution. The broader objectives of financial reporting require
that reports take into account the different needs of various users. A frequent
criticism of government financial reports is that they are at the same time
overloaded and useless.

6. Consistency. Consistency is required not only internally, but also over time,
that is, once an accounting or reporting method is adopted, it should be used for
all similar transactions unless there is good cause to change it. If methods or the
coverage of reports have changed or if the financial reporting entity has
changed, the effect of the change should be shown in the reports.

7.Timeliness. The passage of time usually diminishes the usefulness of

information. A timely estimate may then be more useful than precise
information that takes longer to produce. However, the value of timeliness
should not preclude compilation and data checking even after the preliminary
reports have been published.
8. Comparability. Financial reporting should help report users make relevant
comparisons among similar reporting units, such as comparisons of the costs of
specific functions or activities.

Usefulness. Agency reports, to be useful both inside and outside the agency,
reports should contribute to an understanding of the current and future activities
of the agency, its sources and uses of funds, and the diligence shown in the use
of funds.

5.4 IMPORTANCE

In cost accounting, there are three important divisions, viz., cost ascertainment,
cost presentation, and cost control. Cost presentation serves as a link between
cost ascertainment and cost control. The management of every organisation is
interested in maximisation of profit through minimisation of wastages, losses,
and ultimately cost. So management will have to be furnished with frequent
reports on all functional areas of business to achieve these objectives.

One of the important functions of cost accounting is to provide the required

information to all levels of management at the appropriate time. The various
aspects of reporting such as: nature of reports to be prepared, the details of
information to be included and mode of presentation, are all decided at the time
of installation of cost accounting system. In fact, cost ascertainment. and cost
control are designed in such a way that they suit the scheme of information to be
presented so that they serve all levels of management but not the other way
round.

Efficient reporting is critical to an enterprise for many reasons, including:

1.Performance Measurement. Reporting enables company performance to be
evaluated on many levels, including:

2.Enterprise Performance. Consolidated executive reporting enables

executives to determine the success of their corporate vision and resulting
initiatives.

3.Divisional Performance. Management reporting provides managers with a

team performance report that can be used to manage and evaluate the results
against forecasts.
4.Asset Performance. Detailed reporting provides individual personnel and
their managers with either an individual or asset performance report to manage
and evaluate the results against forecasts.

5.Capital Utilization Optimization. Reporting enables management to

compare and prioritize assets to optimize capital utilization.

6.Informed Decision Making. Reporting provides a basis for forecast

development, goal setting, result evaluation and management, and informed
decision-making. These decisions can range from corporate-wide initiatives and
divisional budgeting considerations to the hiring and firing of individual
personnel.

7. Through reporting, management can steer the enterprise towards optimal

profitability. In order for profitability to be optimal, it is critical that enterprise
reporting is informative, timely, accurate and available with simplified access to
the required detail. This allows management to take an active role to ensure
continuous fiscal improvement and cost efficacy.
5.5.QUALITIES OF A GOOD REPORT.

The draft of the report should be reviewed for an appropriate number of times so that t
he
errors are completely avoided. While reviewing the draft, certain guidelines are to be
followed, as indicated below:

1. The text of the report should be free from ambiguity.

2. The text should convey the intended message.

3. Because the readers are with different profiles, the style and presentation
of the text of the report should suit the profile of the targeted group of
readers; otherwise, the purpose of the report will be lost.

4. The content of the report should fully reveal the scope of the research in
logical sequence without omitting any item and at the same time it
should be crisp and clear.

5. The report should be organized in hierarchical form with chapters, main

sections, subsections within main sections, etc.,

6. There should be continuity between chapters and also between sections

as well subsections.

7. The abstract at the beginning should reveal the essence of the entire
report which gives the overview of the report.

8. The chapter on conclusions and suggestion is again enlarged version of

the abstract with more detailed elaboration on the inferences and
suggestions.

9. A reading of abstract and conclusion of a report should give the clear

picture of the report content to the readers.

10. Avoid using lengthy sentences unless warranted.

 11. Each and every table as well as figure should be numbered and it must be
referred in the main text.

12. The presentation of the text should be lucid so that every reader is able to
understand and comprehend the report content without any difficulty.

13. The report should have appropriate length. The research report can be
from 300 to 400 pages, but the technical reports should be restricted to
50 to 75 pages.

A good report should satisfy the following requisites in order to enable the
receiver of report to understand and get interested in the report.

(a) Title: This contains the subject-matter of the report. It should be brief but
not vague. Where a lengthy report is to be prepared the subject-matter is to be
presented in various ,

paragraphs under different sub-titles.

(b) Period: It should mention the duration covered by the report.

(c) Units of measurement: In case of quantitative information is to be

reported the units in which quantities are expressed should be clear. For
example, production in tonnes. sales in lakh rupees, idle time in hours.

(d) Date: The date on which the report is presented is to be mentioned. This
helps receiver of the report to know what changes must have occurred during the
time lag of period covered under the report and date of presentation of report.

(e) Name: The report must contain the name of the person by whom a report is
prepared, the name of person to whom it is meant and the names of those for
whom copies are sent.
 (f) Standard: The reports prepared must meet the standard expected by its
receiver. Use of highly technical words may not be readily understood by lower
level management.

(g) Use of diagrams: Wherever possible the reports must be illustrated by

diagrams and charts in addition to description of the report. This facilitates ready
understanding.

(h) Recommendations: Recommendations are to be offered to facilitate the

reader as to what course of action is to be taken to set right the defects.

(i) Promptness: The reports should be prepared periodically and submitted to

all levels of management promptly. It is said that report delayed is report denied.
If the time lag between the period of preparation and period of submission is
more it may give rise to wrong decisions.

(j) Accuracy: The information furnished in the report must be accurate. It is

important to avoid furnishing unnecessary details in the report.

(k) Comparison: A comparative study must be incorporated in the report so as

to facilitate the receiver of the report to know the progress and prospects of the
performance. Comparison can be based on past performance or predetermined
performance.

(I) Economy: The expenses incurred in maintaining reporting system must be

less than the benefits derived there from or loss sustained by not reporting.

(m) Simplicity: The report should be brief, clear and simple to understand.
The form of report should be designed to suit different levels of management.
Where it is inevitable to prepare a lengthy report, a brief synopsis should
precede the report.
 (n) Controllability: Where variances are incorporated it is essential to stress
on controllable aspects and to drop out uncontrollable element. But this depends
upon the circumstance under which the report is prepared.

(o) Source of information: The source of information must be included in

the report.

5.6.TYPES OF REPORTS

Reports are classified into different types according to different bases. This is
shown in the following chart:

TYPES OF REPORT

On the basis of purpose On the basis of period of submission On the basis of

function

External Internal Routine Special Operating Financial

Report Report Report Report Report
Report

I. On the Basis of Purpose

On the basis of purpose, reports can be classified into two types, viz., (a)
External report, and (b) Internal report.
(a) External report: External report is prepared for meeting the requirements of
persons outside the business, such as shareholders, creditors, bankers,
government, stock exchange and so on. An example of external report is the
published accounts, viz., profit and loss account and balance sheet. External
report is brief in size as compared to internal report and they are prepared as per
the statutory requirements.

(b) Internal report: Internal report is meant for different levels of management.
This can again be classified into three types: (a) Report meant for top level
management, (b) Report meant for middle level management, and (c) Report
meant for lower level management. Report to top level management should be
in summary form giving an overall view of the performance of the business.
Whereas external reports are prepared annually, internal reports are prepared
frequently to serve the needs of management. Internal report need not conform
to any standard form as it is not statutorily required to be prepared.

II. On the Basis of Period of Submission

According to this basis. reports can be classified into two types, viz., (I) Routine
reports, and (2) Special reports.

(a) Routine reports: They are prepared periodically to cover normal activities
of the business. They are submitted to different levels of management according
to a time schedule fixed. While some reports are prepared and submitted at a
very short intervals, some are prepared and submitted at a long interval of time.
Some examples of routine reports relate to monthly profit and loss account,
monthly balance sheets, monthly production. purchases, sales, etc.

(b) Special reports: Special reports are prepared to cover specific or special
matters concerning the business. Most of the special reports are prepared after
investigation or survey. There is no standard form used for submitting this
report. Some of the matters which are covered by special reports are: causes for
production delays, labour disputes, effects of machine breakdown, problems
involved in capital expenditure, make or buy problems, purchase or hire of fixed
assets, price fixation problems, closing down or continuation of certain
departments, cost reduction schemes, etc.

III. On the Basis of Function

According to the purpose served by the reports, it can be classified into two
types, viz., -(a) operating report, and (b) financial report.

(a) Operating report: These reports are prepared to reveal the various
functional results. These reports can again be classified into three types, viz., (a)
Control reports, which are prepared to exercise control over various operation of
the business, (b) Information report, which are prepared for facilitating planning
and policy formulation in a business, (c) Venture measurement report which is
prepared to show the result of a specific venture undertaken as for example a
new product line introduced.

(b) Financial report: Such reports provide information about financial position
of the undertaking. These reports may be prepared annually to show the
financial position for the year as in the case of balance sheet or periodically to
show the cash position for a given period as in the case of fund flow analysis
and cash flow analysis.

The following list briefly defines several other types of reports.

1.Physical Description Report

Physical description reports describe the physical characteristics of a machine, a

device, or some other type of object. They also explain the relationship of one
part of the object to other parts so that the reader can visualize the object as a
unit. Physical description reports are many times combined with process,
analysis, or investigation reports.
2.Process Report

Process reports explain how products are produced, tests are completed, or
devices operate by describing the details of procedures used to perform a series
of operations. Process reports may be general or detailed. General process
reports are addressed to persons not directly invo lved in performing the process.
Detailed process reports are designed to give the readers all the necessary
information needed to complete the process.

3.Analytical Report

Analytical reports critically examine one or more items, activities, or options.

They are structured around an analysis of component parts or other common
basis for comparison between options. This type of report usually results in
conclusions and recommendations.

4.Examination Report

Examination reports are used to report or record data obtained from an

examination of an item or conditions. Examination reports differ from one
another in subject matter and length. Some are similar to analytical reports but
are less complicated because the information is obtained from personal
observations. Examination reports are logically organized records investigating
topics such as accidents or disasters. They are usually prepared for people
knowledgeable about the subject and not for the general reader.

5.Laboratory Report

Laboratory reports record and communicate the procedures and results of

laboratory activities. Equipment, procedures, findings, and conclusions are
clearly presented at a level appropriate for readers with some expertise in the
subject. They are sometimes presented in laboratory notebooks using neatly
handwritten text and charts.
6. Literature Review

Literature reviews are logically organized summaries of the literature on a given

subject. It is important that they are correctly documented and accurately
represent the scope and balance of the available literature. Conclusions drawn
reflect the collection as a whole and should appropriately reflect various points
of view. Overuse of direct quotations should be avoided.

7. Design Portfolio

Design portfolios are organized presentations of preliminary and final designs of

items such as mechanisms, products, and works of art. When part of an
educational activity, they may also include an analysis of the problem, review of
related designs, evaluation, and other information. The presentation ma y be in
the form of notes, sketches, and presentation illustrations.

8. Detail Report

Detail Report: Prints a text report outlining each audit question as well as the
scoring criteria and responses entered for each question. Compliance level is
calculated as a percentage at the end of the report.

9. Graphical Report (points): Compares your possible score (in compliance

points) to your actual score in a bar graph format. Then calculates your
compliance score as a percentage and sorted by audit section number.

10. Graphical Report (%): Compares your possible score (percentage) to your
actual score in a bar graph format.

11. Non-Compliance Report: Prints a listing of the audit questions on which

you failed to reach compliance. Includes the audit section number for each
question and the actual score vs. possible score.
12. Non-Compliance Graphical Report: Prints a bar graph report of those
audit questions on which you failed to reach compliance.

13. Summary Report

A report allowing users to summarize responses based on the selection from four
fields.

14. Trend Report

A report allowing users to view trends over a defined time frame.

Management Reporting

A research report can be classified into decision-oriented (technical) report and

research - oriented report. Further, the research-oriented report can be classified
into survey-based research report and algorithmic research report.

1 Decision-oriented (Technical) Report

The steps of preparing decision-oriented report are presented below:

i. Identification of the problem

ii. Establishment objectives

iii. Generation of decision alternatives

iv. Evaluation of decision alternatives

v. Selection of the best decision alternative

vi. Development of action plan

vii. Provision for correction plan after implementation of the decision.

2. Survey-based Research Report

The main body of the report for the survey-based research contains the
following:

i. Problem definition

n. Objectives of the research

ill. Research methodology

iv. Data analysis

v. Interpretation of results and suggestion

vi. Conclusions.

3. Algorithmic Research Report

There are problems, viz., production scheduling, JIT, supply chain management,
line balancing, layout design, portfolio management, etc., exist in reality. The
solution for each of the above problems can be obtained through algorithms. So,
the researchers should come out with newer algorithms or improved algorithms
for such problems. For a combinatorial problem, the researcher should attempt
to develop an efficient heuristic. The algorithmic research report can be
classified into the following categories:

1. .Algorithmic research report for combinatorial problem

2. .Exact algorithmic research report for polynomial problem.

Algorithmic research report with modeling for combinatorial problem

The main body of this type of research report will contain the following:

i. Problem identification

ii. Literature review

 iii. Objectives of the research

iv. Development of mathematical model

v. Design of algorithm (heuristic)

vi. Experimentation and comparison of the algorithm with the model in terms
of solution accuracy

vii. Experimentation and comparison of the algorithm with the best existing
algorithm (heuristic) in terms of solution accuracy

viii. Case study

ix. Conclusions.

In this type of research, the results of the algorithm will be compared with the
optimal results of the mathematical model as well as with the results of the best
existing algorithm to check its solution accuracy through a carefully designed
experiment

Note: In a research related to combinatorial problems in new and complex area,

development of a mathematical model to obtain the optimal solution may not be
easy. Under such situation, the results of the algorithm (heuristic) should be
compared with that of the best w existing heuristic alone for checking its
solution accuracy through a carefully designed experiment

Exact algorithmic research report for polynomial problem

The main body of this type of research report will contain the following:

i. Problem identification

ii. Literature review

iii. Objectives of the research

iv. Design of exact algorithm

v. Experimentation arid comparison of the exact algorithm with the best

existing exact algorithm in terms of computational time

vi. Case study

vii. Conclusions.

In a research related to polynomial problem, the researcher will have to develop

an efficient exact algorithm in terms of computational time and compare it with
the best existing exact algorithm for that problem through a carefully designed
experiment. The comparison in terms of solution accuracy does not apply here
because all exact algorithms will give optimal solution.

5.7 FORMS OF REPORT

Reporting of information management takes different forms. They are explained

below:

1. Oral Report

An oral report is not very popular as it does not serve any evidence and cannot
be referred to in future. Oral report may take the form of a meeting with
individuals or a conference.

2. Descriptive Reports

These are written in narrative style. They are frequently supported by tables and
charts to illustrate certain points covered in the report. One important point that
must be considered in drafting this form of report is the language. The language
used must be simple, easy to understand and lucid. Where the report is very
long, it must be suitably divided into paragraphs with headings. They must cover
all the principles of .good report discussed earlier.
3. Comparative Statement

This form of report is used for preparing the routine report. Under this method
the particulars of information are shown in a comparative form, i.e., the actual
results an compared with planned results and the deviations between the two arc
indicated. The various tools used to prepare this form of report arc comparative
financial statements, ratio analysis, fund flow analysis and so on.

4. Diagrammatic and Graphic representation

This is more popular form of preparing reports. They occupy lesser space and
gives at a glance the whole picture about a particular aspect of study. They also
facilitate in comparative study and shows the trend over a period of time. This
form of report can b used where a report contains presentation of statistical
numbers and other facts and figures It overcomes the language barrier and is
very easily understood by everyone. Of course when large numbers are
involved, it is to be reduced by selecting a convenient scale Diagrammatic
representation involves the following forms:

(a) Bar diagram: They make use of horizontal and vertical axes to show the
magnitude of values, quantity and period. Bar diagrams are of the following
types.

(i) Simple bar diagram: These are most popularly used in preparing reports.
The consider only length but not the width to indicate the change. In formation
relating to volume of production, cost of production sales, etc. for different years
can be shown under this form.

(ii) Multiple bar diagram: This type of diagram is used to report related
matters such as production and sales, sales and profit, advertisement and sales
and so on.
 (iii) Sub-divided bar diagram: This form of diagram is used to report matters
which involved different component parts as for example, the cmponents of
total cost of production such as prime cost, factory cost, office cost, cost ,of
sales.

(iv) Percentage bar diagrams: These diagrams depict the information on a

percentage basis.

(b) Pre-diagram: They take the form of circles instead of bars. They facilitate
comparison besides depicting the actual information under review.

5. Break-even Chart

This type of chart is prepared to show the relationship between variable and
fixed cost and sales. It shows the point of no-profit and no-loss or where total
cost equals total revenue received.

6. Gantt Chart

This chart was first introduced by Heny L. Gantn. It is a special type of bar
diagram under which bars are drawn horizontally. This chart shows the bars of
planned schedule and attained performance. They are largely used to denote
utilisation of machine capacity.

5.8.REPORTS SUBMITTED TO VARIOUS LEVELS O¥

MANAGEMENT

1. Top Level Management

The top level management comprises of board of directors, managing director,

and other executives who are concerned with determination of objectives and
formulation of policies. Top management is to be furnished with reports at
regular intervals in order to enable them to exercise control over the activities of
the business. The following are some of the matters to be reported to board of
directors.

a) Master budget which covers all functional budgets for taking remedial actions
where there are significant deviations from budgeted figures.

b) Various functional budgets prepared by various departmental managers for

holding departmental managers for any shortfall in their performance.

c) Capital expenditure budget and cash budget to know the extent of variances
for taking remedial measures.

d) Reports relating to production and sales, which shows the trend of the
performance of business.

e) Report covering important ratios such as stock turnover ratio, fixed assets
turnover ratio, liquidity ratio, solvency ratio, profitability ratios, etc. to know the
improvement in business.

f) Appraisal of various projects undertaken by the organisation.

2. Middle Level Management

It comprises of different departmental managers such as production manager,

purchase manager, sales manager, chief accountant, etc. These managers require
reports to improve the efficiency of their respective departments. The following
are some of the matters reported to production manager:

(a) Report relating to actual capacity utilised as compared to budgeted capacity.

(b) Report relating to actual output as against standard output.

(c) Labour and machine capacity utilised.

(d) Idel time lost.

(e) Report on scraps, wastages and losses in production.

(/) Report relating to stock of raw materials, work-in-progress and finished
goods.

(g) Report relating to cost of production, operation of different departments.

The following are some of the matters reported to sales manager:

(a) Report relating to number of orders executed, orders received and orders on
hand.

(b) Reports relating to actual sales and budgeted sales and actual selling and
distribution expenses and budgeted selling and distribution expenses.

(c) Summary of selling expenses incurred in different territories and their

corresponding sales.

(d) Gross profit earned on different products and in different areas.

(e) Market survey reports.

(/) Report relating to present and potential demand.

The following are some of the matters reported to financial manager:

(a) Report relating to cash position.

(b) Summary of receipts and payments.

(c) Report relating to outstanding debts on credit sales.

(d) Report on debts due on credit purchases.

(e) Monthly profit and loss account.

(/) Quarterly report on capital expenditure.

3. Lower Level Management

The lower level management include supervisors, foremen and inspectors who
are concerned with the operations of the factory. They are interested in
increasing the efficiency of the production departments. The reports that are to
be sent to them are variances relating to planned and actual performance. The
report must also emphasise cost control aspects.

5.9.MANAGEMENT REPORTING REQUIREMENTS

(a) General.

This document prescribes management reports required if the offer requests

progress payments and a progress payments clause is included in the
subcontract. They are in addition to technical reports required under the
subcontract, but must be consistent with data furnished under those
requirements. Preferred formats for the Billing Plan/Management Report and the
Milestone Schedule and Status Report are attached.

(b) Description of Reports.

(1) BILLING PLAN/MANAGEMENT REPORT, FORM

This report shows the planned rate of progress payment billings and billings for
accepted supplies under each major task for the remainder of the subcontract
performance period. For each task, the planned billings are to be projected in
monthly increments for each of the twelve months of the current or succeeding
fiscal year, and in fiscal year increments thereafter for the remainder of the
subcontract. (Projected billings should be directly related to the activities
scheduled to be performed during each billing period, as reflected on the
Milestone Schedule and Status Report.) or schedule. Each time it is necessary to
alter the plan, a new plan and narrative explanation for the change will be
provided to the Company.
(B) As a monthly report, this document provides a comparison of the planned
billings with the actual billings for work performed as of the cut-off period for
the report. Variances from the plan are computed, and explanat ions for variances
exceeding + 10% will be provided by the Seller in the Narrative Highlights
Report. In addition, upon the occurrence of a variance exceeding + 10%, the
Seller must reevaluate the estimated billings for the balance of the current fiscal
year and to the completion of the subcontract. Narrative explanations must be
provided for significant changes to these estimated billings.

(2) MILESTONE SCHEDULE AND STATUS REPORT

This is used as both a baseline plan and status report.

As a baseline plan, it establishes the Seller's schedule for accomplishing the

planned events and milestones of each reporting category identified in the
subcontract.

As a status report, it measures status or progress against the baseline plan. It will
reflect planned and accomplished events, milestones, slippages, and changes in
schedule.

(3) NARRATIVE HIGHLIGHTS REPORT .

The Narrative Highlights Report permits management presentation of the

technical aspects of subcontract performance along with an overview of
significant project highlights, accomplishments, and problems. The report will
continue discussions of items identified in the previous report through
completion of an activity or resolution of a problem. Typical reporting elements
to be covered by brief statements are:

(A) Major accomplishments and significant highlights.

(B) Major subcontract awards, including award date, subcontract amount, and
 scheduled completion date.

(C) Developments affecting estimates and schedules. This will specifically

include explanations of deviations from the Billing Plan which exceed + 10%
and deviations from Milestone Schedule Plan which exceed 30 days.

(D) Revised estimates or schedules.

(E) Technical problems encountered and resolution actions proposed.

(F) Planned major accomplishments during the next 60 days.

5.10.General Format of a Report:

The mechanical format of a report consists of three parts: the preliminaries, the
text, and the reference materials. The length of any of these three parts is
conditional on the extent of the study.

1. The Preliminaries

(a) Title page

(b) Preface, including acknowledgments (if desired or necessary)

(c) Table of contents

(d) List of tables

(e) List of Figures or illustrations

2. The Text

(a) Introduction (introductory chapter or chapters)

(b) Main body of the report (usually divided into chapters! and sections)

(c) Conclusion
 3. The Reference Material

(a) Bibliography The order of these may be

(b) Appendix (or Appendixes) reversed.

(c) Index (if any)

THE PRELIMINARIES

1. TITLE PAGE

Most universities and colleges prescribe their own form of title page for theses,
dissertations and research papers and these should be complied with in all
matters of content and spacing. Generally, the following information is required:

Written Report

(a) Title of the report

(b) Name/s of the writer/s

2. PREFACE

The preface (often used synonymously with foreword) may included: the
writer's purpose in conducting the study, a brief resume of the background,
scope, purpose, general nature of the research upon which the report is being
based and acknowledgments.

3. TABLE OF CONTENTS

The table of contents includes the major divisions of the report: the introduction,
the chapters with their subsections, and the bibliography and appendix. Page
numbers for each of these. divisions are given. Care should be exercised that
titles of chapters and captions of subdivisions within chapters correspond
exactly with those included in the body of the report. In some cases, sub-
headings within chapters are not included in the table of contents. It is optional
whether the title page, acknowledgments, list of tables and list of Figures are
entered in the table of contents. The purpose of a table of contents is to provide
an analytical overview of the material included in the study or report together
with the sequence of presentation. To this end, the relationship between major
divisions and minor subdivisions needs to be shown by an appropriate use of
capitalisation and indentation or by the use of a numeric system.

A table of contents is necessary only in those papers where the text has been
divided into chapters or several subheadings. Most short written assignments do
not require a table of contents. The basic criterion for the inclusion of
subheadings under major chapter division is whether the procedure facilitates
the reading of a report and especially the location of specific sections within a
report.

4. LIST OF TABLES

After the table of contents, the writer needs to prepare a list of tables. The
heading LIST OF TABLES, should be centered on a separate page by itself.

5. LIST OF FIGURES (OR ILLUSTRATIONS)

The list of Figures appears in the same form as the list of tables. The page is
headed LIST OF FIGURES, without terminal punctuation, and the numbers of
the Figures are listed at the left of the page under the heading Figure.

6. INTRODUCTION

An introduction should be written with considerable care: with two major aims
in view: introducing the problem in a suitable context, and arousing and
stimulating the reader's interest. If introductions are dull, aimless, confused,
rambling, and lacking in precision, direction and specificity; there is little
incentive for the reader to continue reading. The reader begins to expect an
overall dullness and aimlessness in the whole paper. The length of an
introduction varies according to the nature of the research project.

7. MAIN BODY OF THE REPORT

There are certain general principles which should be followed:

(a) Organise the presentation of the argument or findings in a logical and orderly
way, developing the aims stated or implied in the introduction.

(b) Substantiate arguments or findings.

(c) Be accurate in documentation.

8.CONCLUSION

The conclusion serves 'the important function of tying together the whole thesis
or assignment. In summary form, the developments of the previous chapters
should be succinctly restated, important findings discussed and conclusions
drawn from the whole study. In addition, the writer may list unanswered
questions that have occurred in the course of the study and which require further
research beyond the limits of the project being reported. The conclusion should
leave the reader with the impression of completeness and of positive gain.

9. BIBLIOGRAPHY

The bibliography follows the main body of the text and is a separate but integral
part of a thesis, preceded by a division sheet or introduced by a centered
capitalized heading BIBLOGRAPHY. Pagination is continuous and follows the
page numbers in the text. In a written assignment, the word bibliography may
be a little pretentious and the heading REFERENCES may be an adequate
alternative.
10. APPENDIX

It is usual to include in an appendix such matters as original data, tables that

present supporting evidence, tests that have been constructed by the research
student, parts of documents or any supportive evidence that would detract from
the major line of argument and would make the body of the text unduly large
and poorly structured. Each appendix should be clearly separated from the next
and listed in the table of contents.

11. INDEX

If an index is included, it follows the bibliography and the appendix. An index is

not required for a written assignment or for an unpublished thesis. If a thesis is
subsequently published as a book, monograph or bulletin, an index is necessary
for any or of complexity.

12. THE ABSTRACT

An abstract consists of the following parts:

1. A short statement of the problem.

2. A brief description of the methods and procedures used in collecting the
data.
3. A condensed summary of the findings of the study.

The length of the abstract may be specified, for example, 200 words. Usually an
abstract is short.

13.THE FINAL PRODUCT

From the outset, the aim is, at the production of a piece of work of high quality.
The text should be free of errors and untidy corrections. Paper of standard size
(usually quarto) and good quality should be used.

5.12. REFERENCES:

1. Anthony, Robert: Management Accounting, Tarapore-wala, Mumbai.

2. Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost Accouting;

Traditions and Innovations, South - Western College Publishing, Cincinnati,
Ohio.
3. N. Vinayakam and I.B. Sinha, Management Accounting – Tools and
Techniques, Himalaya Publishing House, Mumbai.

4. Decoster, Don T. and Elden L. Schater: Management Accounting: A Decision

Emphasis, John Wiley and Sons Inc., New York.

5. Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard D.

Irwin, Chicago.

6. Hansen, Don R. and Maryanne M. Moreen: Management Accounting, South-

western College Publishing, Cincinnati, Ohio.