责任中心和财务管理课件.ppt

1、12-1 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungResponsibility Centers and Financial ControlChapter 1212-2 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Objective 1Describe the form and

2、nature of variance analysis and apply its basic insights.12-3 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungVariancesuWhat are variances?uVariances are differences between actual and estimated costs.uVariance analysis is a necessary step to understa

3、nd why a difference occurred.12-4 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungFirst-Level VariancesuThe first-level variance for a cost item is the difference between the actual and master budget costs.uVariances are“favorable”if the actual costs

4、are less than estimated costs.uVariances are“unfavorable”if the actual costs exceeds estimated costs.12-5 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungFirst-Level VariancesCanning Cellular Services(000)Master ActualBudget Costs DifferenceDirect Mat

5、erial Welcome Package25,000 29,7004,700Direct Labor Sales Staff12,500 14,8502,350 Technical Staff10,000 10,890 890Support Cost Data Processing 3,000 3,960 960 System Activation45,000 42,900 2,100Total Customer-Related Costs95,500102,3006,80012-6 2001 Prentice Hall Business Publishing Management Acco

6、unting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuWhat are flexible budgets?uFlexible budgets recast cost targets in the planned or master budget to reflect the actual level of production.uThis allows comparisons of actual results to targets based on the achieved level of production.1

7、2-7 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuWhat are planning variances?uThey reflect the effect of the volume change between the master budget and actual activity level achieved.uWhat are flexible budget variances?uThey

8、show the differences between the flexible budget and the actual results.12-8 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesMaster Budget Flexible Budget=Planning VarianceFlexible Budget Actual Results=Flexible Budget VariancePla

9、nning variances and flexible budgetvariances are called secondary variances.12-9 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuWhat is the direct material efficiency or usage variance?uIt is actual quantity used at target or st

10、andard price less the flexible budget allowance at the planned or target price.uUsage Variance=(AQ SQ)SPuWhat is the direct material price variance?uPrice Variance=(AP SP)AQ12-10 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuWh

11、at is the efficiency or usage variance for direct labor costs?uEfficiency Variance=(AH SH)SRuWhat is the rate variance for direct labor costs?uRate Variance=(AR SR)AHuSupport costs can also be analyzed in detail.12-11 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,K

12、aplan,and YoungDecomposing VariancesuSupport costs can reflect flexible or capacity-related costs.uThe quantity of capacity-related costs may not change from period to period,but the spending on them may fluctuate.uWhat are flexible support costs?uThey reflect operations that are proportional to the

13、 volume of activity.12-12 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesMaster Planning FlexibleBudget Variance BudgetDirect Material Welcome Package25,000 2,500 27,500Direct Labor Sales Staff12,500 1,250 13,750 Technical Staff1

14、0,000 1,000 11,000Support Cost Data Processing 3,000 300 3,300 System Activation45,000 4,500 49,500Total Customer-Related Costs95,500 9,550105,050Canning Cellular Services(000)12-13 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing Variances

15、 Flexible Actual Budget Variance ResultsDirect Material Welcome Package 2,200 29,700Direct Labor Sales Staff 1,100 14,850 Technical Staff 110 10,890Support Cost Data Processing 660 3,960 System Activation 6,600 42,900Total Customer-Related Costs 2,750102,300Canning Cellular Services(000)12-14 2001 P

16、rentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuThe following information relates to Canning Cellular Service:uThe actual number of new customers were 1,100,000.Direct MaterialsSQ:1 AQ:1SP:$25 AP:$27Direct LaborSales StaffSH:.50 AH:.45

17、SR:$25 AR:$3012-15 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesDirect LaborTechnical StaffSH:.25 AH:.22SR:$40 AR:$45Support CostData ProcessingSH:.20 AH:.24SR:$15 AR:$15Support CostSystem ActivationSH:.15 AH:.12SR:$300 AR:$325

18、12-16 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuMaterials efficiency variance=0uMaterials price variance:($25 SP$27 AP)1,100,000 =$2,200,000 UuFlexible budget variance=$2,200,000 UuSales staff efficiency variance:(550,000 S

19、H 495,000 AH)$25 =$1,375,000 F 12-17 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuSales staff rate variance:($25 SR$30 AR)495,000 =$2,475,000 UuFlexible budget variance=$1,100,000 UuTechnical staff efficiency variance:(275,000

20、 SH 242,000 AH)$40 =$1,320,000 F12-18 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuTechnical staff rate variance:($40 SR$4 AR)242,000 =$1,210,000 UuFlexible budget variance=$110,000 F uSupport cost data processing efficiency:v

21、ariance(220,000 SH 264,000 AH)$15 =$660,000 UuRate variance=0uFlexible budget variance=$660,000 U12-19 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesuSupport cost system activation efficiency variance:(165,000 SH 132,000 AH)$300

22、 =$9,900,000 FuSupport cost system activation rate variance($300 SR$325 AR)132,000 =$3,300,000 U uFlexible budget variance=$6,600,000 F12-20 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesMasterBudgetFlexibleBudgetActualResultsPl

23、anning VarianceFlexible Budget VarianceTotal Variance12-21 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesUsage VarianceFlexible Budget Variance Actual Quantity Standard PriceStandard Quantity Standard PriceActual Quantity Actual

24、 PricePrice Variance12-22 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecomposing VariancesSecond Level VariancesPlanning variancesFlexible budget variancesFirst Level VariancesDifference between the actualand master budget costsThird Level Varian

25、cesUse and price variances12-23 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Objective 2Show why organizations use responsibility centers.12-24 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and You

26、ngDecentralizationuWhat are centralized organizations?uOrganizations which reserve most of the decision-making power for senior executives.uCentralization works effectively in organizations with stable environments.12-25 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banke

27、r,Kaplan,and YoungDecentralizationuWhat are decentralized organizations?uOrganizations which delegate a good deal of the decision-making authority to lower-level managers.uDecentralized organizations are effective in environments requiring quick responses to change.12-26 2001 Prentice Hall Business

28、Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungDecentralizationuThree conditions are necessary for effective decentralization:1Employees must be given,and accept,the authority and responsibility to make decisions.12-27 2001 Prentice Hall Business Publishing Management Accountin

29、g,3/E,Atkinson,Banker,Kaplan,and YoungDecentralization2Employees must have the training and skills they need to accept the decision making responsibility.3The organization must have a system in place that guides and coordinates the activities of decentralized decision makers.12-28 2001 Prentice Hall

30、 Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungControlling OperationsuThe major purpose of decentralization is to give decision makers the responsibility to make operating decisions.uThis creates a need for operations control.uWhat is the focus of operations control?u

31、It focuses on finding the best operating decisions.12-29 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungControlling OperationsuWhat is the focus of financial control?uIt focuses on an overall assessment of how well operations control is working to im

32、prove financial performance.12-30 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Objective 3Recognize the common forms of responsibility centers.12-31 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,an

33、d YoungResponsibility CentersuWhat is a responsibility center?uIt is an organization unit for which a manager is made responsible.uThe centers manager and supervisor establish specific and measurable goals for the responsibility center.uThe goals should promote the long-term interest of the organiza

34、tion.12-32 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungResponsibility CentersuResponsibility centers are classified into four types:1Cost centers2Revenue centers3Profit centers4Investment centers12-33 2001 Prentice Hall Business Publishing Managem

35、ent Accounting,3/E,Atkinson,Banker,Kaplan,and YoungResponsibility CentersuWhat is a cost center?uIt is a responsibility center whose employees control costs but do not control its revenues or investment level.12-34 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kapl

36、an,and YoungResponsibility CentersuWhat is a revenue center?uIt is a responsibility center whose members control revenues but do not control the cost of the product or service they sell or the level of investment in the responsibility center.12-35 2001 Prentice Hall Business Publishing Management Ac

37、counting,3/E,Atkinson,Banker,Kaplan,and YoungResponsibility CentersuWhat is a profit center?uIt is a responsibility center whose manager and other employees control both the revenues and the costs of the product or service they sell or deliver.12-36 2001 Prentice Hall Business Publishing Management

38、Accounting,3/E,Atkinson,Banker,Kaplan,and YoungResponsibility CentersuWhat is an investment center?uIt is a responsibility center whose manager and other employees control the revenues,costs,and the level of investment in the responsibility center.12-37 2001 Prentice Hall Business Publishing Managem

39、ent Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Objective 4Identify the issues to consider and basic tools to use in assessing the performance of a responsibility center.12-38 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungEvaluating Resp

40、onsibility CentersuUnderlying the accounting classifications of responsibility centers is the concept of controllability.uThe controllability principle asserts that people should only be held accountable for results that they can control.uIt is often difficult to apply the controllability principle.

41、12-39 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungEvaluating Responsibility CentersuWhat are some problems associated with controllability?jointly earned revenues and/or jointly incurred costsintricate,and often arbitrary,accounting procedures12-4

42、0 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Objective 5Assess the issues and problems created by revenue and cost interactions in evaluating the performance of an organization unit.12-41 2001 Prentice Hall Business Publishing Management

43、 Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsing Segment Margin ReportsuWhat is a segment margin?uIt is the level of controllable profit reported by an organizational unit or product line.12-42 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsin

44、g Segment Margin ReportsRevenue$950,000$1,250,000$2,200,000Variable Costs 750,000 950,000 1,700,000Contribution Margin$200,000$300,000$500,000Other Costs 75,000 60,000 135,000Segment Margin$125,000$240,000$365,000Allocated Costs 70,000 80,000 150,000Income$55,000$160,000$215,000Unallocated Costs 300

45、,000Organization Profit ($85,000)New Car SalesUsed Car SalesTotal12-43 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsing Segment Margin ReportsuWhat type of problem can occur when organizations evaluate responsibility centers as profit centers?ide

46、ntifying responsibility for the control of sales and costs12-44 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsing Segment Margin ReportsuOrganizations use two different approaches to evaluate segment margin numbers:1Past performanceuIs performance

47、 this period reasonable,given past experience?2Comparable organizationsuHow does performance compare to similar organizations?12-45 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsing Segment Margin ReportsuWhat are some limitations of segment margi

48、n reporting?1Margins can be highly aggregated summaries.2Some segment reports contain arbitrary,or soft,numbers.3Revenue figures often reflect assumptions and allocations that can be misleading.12-46 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungUsi

49、ng Segment Margin ReportsuBecause of these limitations,interpreting segment margins should be done carefully.uOther critical success factors should be used as well to assess performance.12-47 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungLearning Ob

50、jective 6Identify the transfer-pricing alternatives available to organizations and the criteria for choosing a transfer pricing alternative.12-48 2001 Prentice Hall Business Publishing Management Accounting,3/E,Atkinson,Banker,Kaplan,and YoungTransfer PricinguWhat is transfer pricing?uIt is a set of