Professional Documents
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Varience Analysis
Objective (1): Understand the difference between "Budget" and
"Plan".
1. Plan: It is a Set of goals and objectives and the ways to achieve these
plan (in Words).
2. Budget: It is a proposed plan by management for a future time period.
(In numbers) or (quantitative expression).
Note:
Budgets play a similar crucial role in businesses. Without budgets, it’s difficult
for managers and their employees to know whether they’re on target for their
growth and spending goals
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Budget process
Plan Budget
(Words Numbers)
0
Example:
Varience
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Causes of Varience:
Varience
The number of units manufactured is the cost driver for direct materials, direct
manufacturing labor, and variable manufacturing overhead. Budgeted and actual
data for April 2011 follow
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Answer
Level 0 & 1:
Evaluation:
Level 0 tells the user very little other than how much Contribution Margin was off
from budget.
Level 0 answers the question: “How much were we off in total?”
Level 1 gives the user a little more information: it shows which line items led to the
total Level 0 variance.
Level 1 answers the question: “Where were we off?”
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Level 2 variance:
Flexible Budgets calculates budgeted revenues and budgeted costs based on the
actual output in the budget period.
The flexible budget is prepared at the end of the period (April 2011), after the
actual output of 10,000 jackets is known.
Very important notes:
In preparing the flexible budget, note that
The budgeted selling price is the same $120 per jacket used in preparing the static
budget.
The budgeted unit variable cost is the same $88 per jacket used in the static
budget.
The budgeted total fixed costs are the same static-budget amount of $276,000.
Why?
Because the 10,000 jackets produced falls within the relevant range of 0 to
12,000 jackets.
The only difference between the static budget and the flexible budget is that the
static budget is prepared for the planned output of 12,000 jackets, whereas the
flexible budget is based on the actual output of 10,000 jackets
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Steps in calculating flexible budget:
Step 1: Identify the Actual Quantity of Out-put. In April 2011, Webb produced and
sold 10,000 jackets
Step 2: Calculate the Flexible Budget for Revenues Based on Budgeted Selling
Price and Actual Quantity of Output.
Step 3: Calculate the Flexible Budget for Costs Based on Budgeted Variable Cost
per Output Unit, Actual Quantity of Output, and Budgeted Fixed Costs.
Sales-volume variance:
The sales-volume variance is the difference between the static budget for the
number of units expected to be sold and the flexible budget for the number
of units that were actually sold.
it arises solely from the difference between the 10,000 actual quantity (or
volume) of jackets sold and the 12,000 quantity of jackets expected to be sold
in the static budget.
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Managers determine that the unfavorable sales-volume variance in operating income could be
because of one or more of the following reasons:
1. The overall demand for jackets is not growing at the rate that was anticipated.
2. Competitors are taking away market share from Webb.
3. Webb did not adapt quickly to changes in customer preferences and tastes.
4. Budgeted sales targets were set without careful analysis of market conditions.
5. Quality problems developed that led to customer dissatisfaction with Webb’s jacket
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Flexible-Budget Variances: arises because actual selling price, actual variable
cost per unit, and actual fixed costs differ from their budgeted amounts ($29,100)
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The flexible-budget variance for total variable costs is unfavorable
($70,100 U) for the actual output of 10,000 jackets:
o Webb used greater quantities of inputs (such as direct manufacturing labor-hours)
compared to the budgeted quantities of inputs.
o Webb incurred higher prices per unit for the inputs (such as the wage rate per direct
manufacturing labor-hour) compared to the budgeted prices per unit of the inputs
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Level 3: (Variance Cost Per unit)
Any product has the following costs:
Total cost = DM + DL + OH
What are the causes that make any company pay more costs?
Reasons
efficiency
Price
(Usage/quantity)
A price variance: is the difference between actual price and budgeted price,
multiplied by actual input quantity, such as direct materials purchased or used.
An efficiency variance is the difference between actual input quantity used—
such as square yards of cloth of direct materials—and budgeted input quantity
allowed for actual output, multiplied by budgeted price
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Direct Material variance
Columnar Presentation method of Variance Analysis
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Equation method of Variance Analysis
1-Price Variances
Price varience =
(Actual price of input X Actual quantity) – (standard (budget) price X Actual quantity)
OR
Price varience =
(Actual price - standard (budget) price) X Actual quantity)
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2-Efficiency (quantity) varience
The efficiency variance: is the difference between actual quantity of input used
and the budgeted quantity of input allowed for that output level, multiplied by the
budgeted input price.
efficiency varience =
(budgeted price of input X Actual quantity) – (budgeted price of input X Standard quantity)
OR
efficiency varience =
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Direct labor variance
Reasons
Price Quantity
(Rate) (Hours)
Columnar Presentation method of Variance Analysis
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Equation method of Variance Analysis
1-Price Variances
Price varience =
(Actual rate of input X Actual hours) – (standard (budget) rate X Actual hours)
OR
Price varience =
(Actual rate - standard (budget) rate) X Actual hours)
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2-Efficiency (hours) varience
efficiency varience =
(Budgeted rate of input X Actual hours) – (budgeted rate of input X Standard hours)
OR
efficiency varience =
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Price and Efficiency Variances
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Summary
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