Managerial Accounting Balakrishnan | Sivaramakrishnan | Sprinkle | Carty | Ferraro Chapter 8: Budgetary Control and Variance Analysis Prepared by Debbie Musil, Kwantlen Polytechnic University

Variance Analysis Compare budgeted and actual results to isolate the impact of individual inputs and outputs Used to −Revise plan assumptions −Evaluate employee performance LO1: Understand how companies use budgets for control.

The Master Budget Benchmark for computing variances As you know, the master budget specifies in detail −Sales volumes and prices −Input quantities and costs Planned efficiencies and prices −Capacity costs Also termed overhead cost The master budget is like picking a point on the profit line in the CVP graph LO1: Understand how companies use budgets for control.

Cindy’s Master Budget LO1: Understand how companies use budgets for control.

Many Possible Sources Variance could be due to −Output quantities and/or prices −Input efficiencies and/or prices −Errors in estimated overhead costs Variance analysis −Linear decomposition of overall profit variance into above factors −Turns “one dial” at a time LO1: Understand how companies use budgets for control.

$20.95 $14.30 $3.75 in materials + $10.00* in labour + $0.55 in variable overhead * ($10.00 = $20 per hour x 0.50 hours per cake) $ $ $6.65 $3,000 x $ $19, $14, $19,950 - $14,

Variance Conventions LO2: Perform variance analysis.

Actual Results Differ LO1: Understand how companies use budgets for control.

Conceptual Approach Master budget Flexible Budget Flexible budget (actual price) Flexible budget (act. efficiency) Actual results Output QuantityBudgetActual Output PriceBudget Actual Input EfficiencyBudget Actual Input PriceBudget Actual LO2: Perform variance analysis.

Structure of Variances LO2: Perform variance analysis.

$58,660 $40,040 $45,760 $21,280 $14,000 $79,610 $25,270 $14,000

Sales Volume Variance Difference in profit between master and flexible budgets = Flexible Budget Profit – Master Budget Profit = (Actual Sales Quantity – Budgeted Sales Quantity) x Budgeted Unit Contribution Margin Flexible budget is at actual output quantity −Sales volume is only change in plan assumption − Profit difference is due to change in sales volume Focus on change in profit & not revenue −Change in volume changes revenues and variable costs −Fixed costs do not change if volume changes LO2: Perform variance analysis.

Sales Volume Variance LO2: Perform variance analysis. B C A Volume of Activity Profit ($) Actual Profit Master Budget Profit Budgeted volume Actual volume (Fixed Costs) 0 Profit Line (per CVP relation) Flexible Budget Profit Sales Volume Variance + Flexible Budget Variance = Total Profit Variance Profit ($) Volume of Activity

Sales Volume Variance - Concept Total Profit Variance Flexible Budget Variance Sales Volume Variance Master budget profit Actual profit Profit in flexible budget Sales volume variance Flexible budget variance Total profit variance LO2: Perform variance analysis.

Tabular Format F F U LO2: Perform variance analysis. U

300 3,800 cakes – 3,500 cakes $ x $ $2,445

Flexible Budget Variance LO2: Perform variance analysis.

Cost Variances Cost in flexible budget is the right benchmark −Activity volume the same in flexible budget and actual operations Can compare line items −Materials −Labour −Overhead costs LO2: Perform variance analysis.

Flexible Budget Variances LO2: Perform variance analysis.

Cost Variances - Concept Cost item in flexible budget Cost item in actual results “as if” cost item Quantity variance Price variance Flexible budget variance for given cost LO2: Perform variance analysis. Variable Cost Variance Quantity Variances Price Variances

19.95 $75,810 actual revenue / 3,800 cakes actually sold ($ $20.95) x 3,800 = $3,800 U ,800

Tabular Format LO2: Perform variance analysis.

Profit Reconciliation LO2: Perform variance analysis.

$0.14 $ ,600 19,000 5 eggs per cake x 3,800 cakes 1 1 $372 U = [($ $0.14) x 18,600] 2 2 $48 F = [(19,000 – 18,600) x $0.12]

Interpreting Variances Investigate all significant variances −Large variance shows poor plan / execution Examine trends −Consistent sign may be related to plan assumptions Consider the total picture −Variances ignore interactions −Price-quantity, input substitution LO3: Interpret variances to determine possible corrective actions.

Non-financial Controls Non financial measures better on −Timeliness −Specificity Non-financial measures used for −Process control Provide localized feedback for immediate action −Agency control (Chapter 12 & 13) LO4: Explain how nonfinancial measures complement variance analysis.

PURCHASE PRICE VARIANCE (Appendix A) Appendix A

Rationale We calculated materials price variance based on quantity of materials used −This can differ from quantity purchased −Firms want to know a variance sooner than later −Thus, many calculate the materials price variance on the quantity of materials purchased. Which approach is better? −“Quantity purchased” is the pure approach and is consistent with a traditional accounting view −We continue to employ “quantity used” Helps with profit reconciliation Appendix A

MARKETING VARIANCES (Appendix B and C) Appendix B and C

Appendix B: Market Size and Share This is a drill down of sales volume variance −Similar in principle to breaking down labour variance into labour rate and labour quantity variances −Volume (in units or $) = Size × Share Sales Volume Variance does not distinguish The decomposition calculates the variance of each Appendix B and C

Decomposition: Graphical Appendix B and C Market size variance Sales volume variance Actual market size x Planned market share x Planned UCM Actual market size x Planned market share x Planned UCM Actual market size x Actual market share x Planned UCM Actual market size x Actual market share x Planned UCM Flexible budget profit Planned market size x Planned market share x Planned UCM Planned market size x Planned market share x Planned UCM Static budget profit Market share variance

Example Appendix B and C Market size variance Sales volume variance 20,000 cakes x 20% share x $6.65/cake = $32,600 20,000 cakes x 20% share x $6.65/cake = $32,600 20,000 x 19% share x $6.65/cake = $30,970 20,000 x 19% share x $6.65/cake = $30,970 Flexible budget profit (3,800 cakes) 17,500 cakes x 20% share x $6,65/cake = $28,525 17,500 cakes x 20% share x $6,65/cake = $28,525 Static budget profit (3,500 cakes) Market share variance $3,325 F $1,330 U $1,995 F

Appendix C: Multiple Products Thus, far we have considered a one product case −Budget was budgeted quantity and UCM. Flexible budget based on actual quantity and budgeted UCM −Thus: Sales volume variance = (Actual quantity – budgeted quantity) * budgeted UCM With Multi-product case −Budget at budgeted quantity and budgeted UCM for each product −Flexible budget at actual quantity and budgeted UCM for each product We can perform analysis in two ways −Analyze each product separately Appropriate when products are independent −Consider each product as a (total quantity * % share of product) Useful when products are substitutes / complements Appendix B and C

Multi-product Variance Analysis Focus on second type of analysis −Recall that in CVP, when we considered multiple products, we used sales mix (% sales of each kind) to calculate Weighted Unit Contribution Margin (WUCM). −Identical concept used here Use budgeted total sales (in units) and budgeted WUCM to compute master budget Use actual total sales (in units) and actual WUCM in flexible budget But, this affects two amounts – total sales and WUCM −Can decompose into a sales mix variance and a sales quantity variance Appendix B and C

Pacific Telephones Appendix B and C

Sales quantity variance Sales volume variance 201,000 Actual units x $ Plan WUCM 201,000 Actual units x $ Plan WUCM 201,000 Actual units x $ WUCM in flexible budget 201,000 Actual units x $ WUCM in flexible budget Profit in flexible budget 200,000 plan units x $ plan WUCM 200,000 plan units x $ plan WUCM Static budget profit Sales mix variance Sales Volume Variance $25,075 F $47,125 U $22,050 U

Exercise 8.34 Calculating materials and labour price and quantity variances (LO2). The Glass Vessel Company has established the following budget for producing one of its hand-blown vases: In March of the most recent year, Glass Vessel produced 300 vases using 650 kilograms of materials. Glass Vessel purchased the 650 kilograms of materials for $845. Labour costs for March were $7,200 for 480 hours worked. Required: a)What were Glass Vessel’s materials price and materials quantity variances for March? b)What were Glass Vessel’s labour price and labor quantity variances for March?

Exercise 8.34 (Continued) a)What were Glass Vessel’s materials price and materials quantity variances for March? To calculate the materials price and quantity variances, we need to know: (1) the flexible budget for materials; (2) the “as if” budget for materials with actual efficiencies; and (3) the actual results. The table below provides the required computations and accompanying variances.

Exercise 8.34 (Continued) a)What were Glass Vessel’s materials price and materials quantity variances for March? Thus, Glass Vessel’s materials price and quantity variances were $32.50 U and $62.50U, respectively, for March. 1 $750 = 300 vases actually produced × 2 kilograms of materials budgeted per vase × $1.25 budgeted cost per kilogram. 2 $ = 650 kilograms of materials actually used × $1.25 budgeted cost per kilogram. 3 Given.

Exercise 8.34 (Continued) b)What were Glass Vessel’s labour price and labour quantity variances for March? As in part [a], to calculate the labour price and quantity variances, we need to know: (1) the flexible budget for labour; (2) the “as if” budget; and (3) the actual results. The table below provides the required computations and accompanying variances.

Exercise 8.34 (Continued) b)What were Glass Vessel’s labour price and labour quantity variances for March? 1 $6,750 = 300 vases actually produced × 1.5 hours of labour budgeted per vase × $15.00 budgeted cost per labour hour. 2 $7,200 = 480 hours actually worked × $15 budgeted cost per labour hour. 3 Given. Thus, Glass Vessel’s labour price and quantity variances were $0 and $450 U, respectively, for March.

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