Management Accounting

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 control.
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 execution 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 information 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 among 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.
Relevant points
(1) Transfer pricing is the pricing of internal transfers between profit centres.
(2) Ideally the transfer prices should, promote goal congruence, enable
effective performance appraisal and maintain divisional autonomy.
(3) Economy theory suggests that the optimum transfer price would be the
marginal cost equal for buying division‟s marginal revenue product.
Transfer prices should always be base on the marginal costs of the
supplying division plus the opportunity costs to the organization as a
whole.
(4) Because of information deficiencies, transfers pricing in practice does not
always follow theoretical guidelines. Typically prices are market based,
cost based or negotiated.
(5) Where an appropriate market price exists then this is an ideal transfer
price. However, there may be no market for the intermediate product, the
market may be imperfect, or the price considered unrepresentative.
(6) Where cost based systems are used then it is preferable to use standard
costs to avoid transferring inefficiencies.
(7) Full cost transfer pricing for full cost plus a mark up) suffers from a
number of limitations,; it may cause suboptimal decision-making, the price
is only valid at one output level, it makes genuine performance appraisal
difficult.
(8) Providing that variable cost equates with economic marginal cost then
transfers at variable cost will avoid gross sub optimality but performance
appraisal becomes meaningless.
(9) Negotiated transfer prices will only be appropriate if there is equal
bargaining power and if negotiations are not protracted.
CONCLUSION
Transfer price policies represent the selection of suitable methods relating to the
computation of transfer prices under various circumstances. More precisely,
transfer pricing should be closely related to management performance
assessment and decision optimization. But the problem of choosing an
appropriate transfer pricing for the two functions of management-performance
measurement and decision optimization –does not hold any simple solution.
There is no single measure of transfer price that can be adopted under all
circumstances.
ACTIVITIES:
1. Bring out the differences between the Financial Accounting and Cost
Accounting
2. Ascertain the differences between the Financial Accounting and Management

Accounting
3. Find out the differences between the Cost Accounting and Management
Accounting
4. Extract the differences between the Financial Accounting and Management

Accounting.
QUESTIONS:
1. What do you understand by „Management Accounting‟?
2. State the objectives of Management Accounting.
3. Discuss in detail the nature and scope of management accounting.
4. How can financial accounting be made useful for the management

accounting?
5. What do you understand by Financial Controller (Management
Accountant)? What are his functions?
6. State the limitations of financial accounting and point out how

management accounting helps in overcoming them.
7. “Accounting provides information various users”. Discuss accounting as

an information system.
8. What is Responsibility Accounting? Explain the significance of

Responsibility Accounting.
9. What is Transfer Pricing? Discuss the importance of Transfer Pricing.
10. Write a note on the following:
i. Cost Centre
ii. Profit Centre
iii. Investment Centre
iv. Market based transfer pricing
v. Cost based transfer pricing
vi. Full cost transfer pricing
vii. Negotiated transfer pricing
viii. Variable cost transfer pricing
UNIT - II
2.1 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
Chennai Mumbai
Product
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 Overheads

Materials Wages
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 1st April, 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 1st May.

8. Share call money of Rs. 25,000 is due on 1st April and 1st June.
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 June

May
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 8,600
Sales Commission 6,800 7,200
Preference Dividend 3,200 4,000 4,200
Plant and Machinery --- 30,000 ----
--- -- 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
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%)
Variable (30%) 4,900 4,900 4,900
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%)
Variable (50%) 12,600 12,600 12,600
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 1st April, 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
January 1,80,000 60,000
Budgeted 2006
„‟ „‟ 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 15th of January
for Rs.5,000;
4. A building has been purchased on 1st 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 1st of the next month.
7. Lag in payment of other expenses is one month.

8. Balance of cash in hand on 1st January, 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 1st April, 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
Fixed Overheads (Rs. 50,000) 15
Administrative Overheads (5% variable ) 10
Selling expenses (20% fixed) 10

Distribution expenses (10% fixed) 6
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 -
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
„B”
Particulars „A‟
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=

------------------------------------------------ * standard quantity
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=
------------------------------------------------ x Standard Quantity
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

……..
880
……..
The actual labour force was used as follows:
30 skilled men @ 50 paise per hour for 40 hours` =600
…….
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
4 0.50 per hour 4.00
Semi-skilled worker
0.75 per hour 3.00
Actual data Rate per hour Total

Articles produced 1,000 units
Skilled worker 4,500 hrs 9,000
2.00
Unskilled worker 10,000 hrs 4,500
0.45
Semi skilled worker 4,200 hrs
3,150
0.75
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)
Hours 30,000 32,500
Fixed hours 30,000 33,000
Variable overhead Rs. 45,000 50,000
Working days Rs. 60,000 68,000
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
(units) Price per unit Quantity Price per unit
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
Rs. (units)
Rs.
A 2.25
50 2.00 60
B 1.75
100 1.20 90
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 7.50
80 8.00 90
B 4.00
70 3.00 80
(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
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
wokers No. of Weekly wage No. of Weekly wage
workers rate per workers rate per
worker worker
Rs.
Rs.
Skilled 70
75 60 70
Semi skilled 50
45 40 30
Unskilled 20
60 20 80
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 Variance: Rs.32,780 (F), Efficiency Variance: Rs.420 (F)
Unit III
Lesson I
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
of charging all cost, both variable and variable cost to products, process, or
fixed to operations, process or products. operations and excludes fixed cost
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
3. It is guided by profit which is the stock under absorption costing than in
excess of sales over the total costs in marginal costing.
solving managerial problems 3. It focuses its attention on
4. In total cost technique, there is a Contribution which is excess of sales
problem of apportionment of fixed over variable cost.
4. It excludes fixed cost. Therefore,
costs which may result in under or over
there is no question of arbitrary
recovery of expenses.
apportionment.
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
84000 84000 105000 108500 108500 135625
Stock ( Rs)
Variable
120000 120000 120000 120000 120000 120000
Cost ( Rs)
Fixed 35000
Cost ( Rs) - - - 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
200000 165000 235000 200000 165000 235000

Sales (B)
Contribution
80000 66000 94000 45000 37125 52875
(B – A)
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.
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.
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:
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 indicates
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
Fixed cost 150000
3. Determine the amount of fixed cost from the following.

Rs.
Sales 300000
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
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

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 for
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 – ProfitFor1sthalfyear=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 1st and 2nd 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. Sales
Variable
8,00,000
Less : 4,00,000 Contribu
4,00,000 Fixed C
Profit
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
References
1.Dr .S. Ganeson and Tmt. S. R. Kalavathi, Management Accounting,
2.T.S. Reddy and Y. Hari Prasad Reddy Management Accounting, Margam

3. N. Vinayakam and I.B. Sinha, Management Accounting – Tools and

Techniques, Himalaya Publishing House, Mumbai.
Lesson III
Marginal Costing and Decision-making
The following lesson is structured as follows:
 Introduction
 Fixation of selling price.

 Make or buy decision
 Selection of a suitable product mix.
 Alternative methods of production.
 Profit planning
 Suspending activities i.e., closing down
On completion of this lesson, you should be able;

 Know the role of marginal costing in decision making
 Explain managerial decisions which are taken with the help of marginal
costing decisions in different situations.
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
Materials 25 30 18
Labour 6 8 2
Variable Overheads 5 4 6
Marginal cost 4 3 5
Marginal 15 15 13
contribution
10 15 5
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 firm 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. riable Cost
Sales 150000 150000 xed Cost
120000 100000
Less :
Contribution V
30000 50000
Less :
15000 35000
Profit
Fi
(a) Calculation of break-even point
15000 15000
P/V Ratio = Contribution / Sales x 100
50000 / 150000 x
100
30000
= 20% / 150000 x = 33 1/3 %
100
Break even point = Fixed cost / PV
Ratio
15000 / 20 x 100 35000 / 33 1/3 x

100
(b) Sales required to earn profit of = Rs.75,000 = Rs.1,05,000
Rs.5,000
Required Sales = Required Profit + Fixed cost / P/V Ratio
5000 + 35000 / 33
5000 + 15000 / 20
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 ariable
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
V
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
aterials
Particulars Product A Per unit – Rs. Product B per unit –
Rs. rect Wages
rect Expenses
Selling Price 100 120
riable overhea
Less : Variable cost
10 15
15
M
5
15 10
Contribution per unit D
Contribution per machine hour 6
Combination per kg. of D

material 55 / 2 20
69 / 3
23
P/V Ratio 55/100 x 100 = 55% V69/120 x 100 =
57.5%
55 / 3 69 / 2
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,

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

3. Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost Accouting;
Traditions and Innovations, South - Western College Publishing, Cincinnati,
Ohio.
UNIT – IV
SECTION – A
ANALYSING FINANCIAL STATEMENTS
Objectives: In this section, we will introduce you to the meaning and types of
financial statements; analysis and interpretation of financial statements; types of
financial statements; steps involves in financial statements analysis; techniques
of financial analysis; limitations of financial analysis; ratio analysis and cash
flow analysis. This section is theory cum practical problems of financial
statements analysis. After you workout this section, you should be able to:
 develop the ability to analyze the financial statements of any

organization.
 obtain a better understanding of firm‟s position and performance.
MEANING AND TYPES OF FINANCIAL STATEMENTS

A financial statement is an organized collection of data according to logical and
consistent accounting procedures. Its purpose is to convey an understanding of some
financial aspects of a business firm. It may show a position at a moment of time as in the
case of a balance sheet, or may reveal a series of activities over a given period of time, as
in the case of an Income Statement.
Thus, the term 'financial statements' generally refers to two basic statements: (i)
the Income Statement and (ii) the Balance Sheet. A business may also prepare
(iii) a Statement of Retained Earnings, and (iv) a Statement of Changes in
Financial Position in addition to the above two statements.
The meaning and significance of each of these statements is being explained

below:
1. Income Statement
The Income statement (also termed as Profit and Loss Account) is generally
considered to be the most useful of all financial statements. It explains what has
Financial Statements
Income Balance Statement of Statement of Changes

Statement Sheet Retained in Financial Position
Earning
EEEEEEarni
ngs
happened to a business as a result of operations between two balance sheet
dates. For this purpose it matches the revenues and costs incurred in the process of
earning revenues and shows the net profit earned or less suffered during a
particular period.
The nature of the 'Income' which is the focus of the Income Statement can be
well understood if a business is taken as an organization that uses 'inputs' to
'produce' output. The outputs are the goods and services that the business
provides to its customers. The values of these outputs are the amounts paid by
the customers for them. These amounts are called 'revenues' in accounting. The
inputs are the economic resources used by the business in providing these goods
and services. These are termed as 'expenses' in accounting.
2. Balance Sheet
It is a statement of financial position of a business at a specified moment of
time. It represents all assets owned by the business at a particular moment of
time and the claims of the owners at outsiders against those assets at that time. It is
in a way a snapshot of the financial condition of the business at that time.
The important distinction between an income statement and a Balance Sheet is

that the Income Statement is for a period while Balance Sheet is on a particular
date. Income Statement is, therefore, a flow report, as contrasted with the
Balance Sheet which is a static report. However both are complementary to each
other.
3. Statement of Retained Earnings

The term retained earnings means the accumulated excess of earnings over
losses and dividends. The balance shown by the Income Statement is transferred to
the Balance Sheet through this statement, after making necessary
appropriations. It is thus a connecting link between the Balance Sheet and the
Income Statement. It is fundamentally a display of things that have caused the
beginning of the period retained earnings balance to be changed into the one
shown in the end- of the period balance sheet. The statement is also termed as
Profit and Loss Appropriation Account in case of companies.
4. Statement of Changes in Financial Position (SCFP)

The Balance Sheet shows the financial condition of the business at a particular
moment of time while the Income Statement discloses the results of operations of
business over a period of time. However, for a better understanding of the
affairs of the business, it is essential to identify the movement of working capital or
cash in and out of the business. This information is available in the statement of
changes in financial position of the business. The statement may emphasize
any of the following aspects relating to change in financial position of the
business:
i. Change in working capital position. In such a case the statement is

termed as SCFP (Working Capital basis) or popularly Funds Flow
Statement.
ii. Change in cash position. In such a case the statement is termed as

SCFP (Cash basis) or popularly Cash Flow Statement.
iii. Change in overall financial position. In such a case the statement is

termed simply as Statement of Changes in Financial Position (SCFP).
ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS

Financial Statements are indicators of the two significant factors:
i. Profitability, and
ii. Financial soundness
Analysis and interpretation of financial statements, therefore, refers to such a

treatment of the information contained in the Income Statement and the Balance
Sheet so as to afford full diagnosis of the profitability and financial soundness of
the business. .
A distinction here can be made between the two terms - 'Analysis' and
„interpretation‟. The term' Analysis' means methodical classification of the data
given in the financial statements. The figures given in the financial statements
will not help one unless they are put in a simplified form. For example, all items
relating to 'Current It Assets' are put at one place while all items relating to
'Current Liabilities' are put at another place. The term 'Interpretation' means
explaining the meaning and significance of the data so simplified. However,
both' Analysis' and 'Interpretation' are complementary to each other.
Interpretation requires Analysis, while Analysis is useless without Interpretation.
Most of the authors have used the term' Analysis' only to cover the meanings of
both analysis and interpretation, since analysis involves interpretation.
According to Myres, "Financial statement analysis is largely a study of the
relationship among the various financial factors in a business as disclosed by a
single set of statements and a study of the trend of these factors as shown in a
series of statements." For the sake of convenience, we have also used the term
'Financial Statement Analysis' throughout the chapter to cover both analysis and
interpretation. '
TYPES OF FINANCIAL ANALYSIS

Financial Analysis can be classified into different categories depending upon (i)
the material used, and (ii) the modus operandi of analysis.
1. On the Basis of Material Used

According to this basis, financial analysis can be of two types:
(i) External Analysis. This analysis is done by those who are outsiders for the
business. The term outsiders include investors, credit agencies, government
agencies and other creditors who have no access to the internal records of the
company. These persons mainly depend upon the published financial statements.
Their analysis serves only a limited purpose. The position of, these analysts has
improved in recent times on account of increased governmental control over
companies and governmental regulations requiring more detailed disclosure of
information by the companies in their financial statements.
(ii) Internal Analysis. This analysis is done by persons who have access to the
books of account and other information related to the business. Such an analysis
can, therefore, be done by executives and employees of the organization or by
officers appointed for this purpose by the Government or the Court under
powers vested in them. The analysis is done depending upon the objective to be
achieved through this analysis.
2. On the basis of modus operandi

According to this, financial analysis can also be of two types:
(i) Horizontal Analysis. In case of this type of analysis, financial statements for a
number of years are reviewed and analyzed. The current year's figures are
compared with the standard or base year. The analysis statement usually
contains figures for two or more years and the changes are shown regarding
each item from the base year usually in the fom1 of percentage. Such an analysis
gives the management considerable insight into levels and areas of strength and
weakness. Since this type of analysis is based on the data from year to year
rather than on one date, it is also tern as 'Dynamic Analysis'.
(iii) Vertical Analysis. In case of this type of analysis a study is made of the
quantitative relationship of the various items in the financial Statements on a
particular date. For example, the ratios of different items of costs for a particular
period may be calculated with the sales for that period. Such an analysis is
useful in comparing the performance of several companies in the same group', or
divisions or department in the same company. Since this analysis depends on the
data for one period, this is not very conducive to a proper analysis of the
company's financial position. It is also called 'Static Analysis' as it is frequently
used for referring to ratios developed on one date or for one accounting period.
It is to be noted that both analyses-vertical and horizontal-can be done

simultaneously also. For example, the Income Statement of a company for
several years may be given. Horizontally it may show the change in different
elements of cost and sales over a number of years. On the other hand, vertically it
may show the percentage of each element of cost to sales.
STEPS INVOLVED IN FINANCIAL STATEMENTS ANALYSIS
The analysis of the financial statements requires:
(i) Methodical classification of the data given in the financial statements.
(ii) Comparison of the various inter-connected figures with each other by

different 'Tools of Financial Analysis'. .
Each of the above steps has been explained in the following pages.
Methodical Classification
In order to have a meaningful analysis it is necessary that figures should be
arranged properly. Usually instead the two-column (T form) statements, as
ordinarily prepared the statements are prepared in single (vertical) column form
"which should throw up significant figures by adding or subtracting". This also
facilitates showing the figure of a number of firms or number of years side by
side for comparison purposes.
TECHNIQUES OF FINANCIAL ANALYSIS

A financial analyst can adopt one or more of the following techniques/tools of
financial analysis:
1. Comparative Financial Statements

Comparative financial statements are those statements which have been
designed in a way so as to provide time perspective to the consideration of
various elements of financial position embodied in such statements. In these
statements figures for two or more periods are placed side by side to facilitate
comparison.
Both the Income Statement and Balance Sheet can be prepared in the form of
Comparative Financial Statements.
(i) Comparative Income Statement. The Income Statement discloses Net
Profit or Net Loss on account of operations. A Comparative Income Statement
will show the absolute figures for two or more periods, the absolute change from
one period to another and, if desired, the change in terms of percentages. Since
the figures for two or more periods are shown side by side, the reader can
quickly ascertain whether sales have increased or decreased, whether cost of
sales has increased or decreased, etc. Thus, only a reading of data included in
Comparative Income Statements will be helpful in deriving meaningful
conclusions.
(ii) Comparative Balance Sheet. Comparative Balance Sheet as on two or more

different dates can be used for comparing assets and liabilities and finding out
any increase or decrease in those items. Thus; while in a single Balance Sheet
the emphasis is on present position, it is on change in the comparative Balance
Sheet. Such a Balance Sheet is very useful in studying the trends in an
enterprise. The preparation of comparative financial statements can be well
understood with the help of the following example:
Example (i): From the following Profit and Loss Account and the Balance
Sheet of Swadeshi Polytex Ltd. for the year ended 31st December, 1997 and
1998, you are required to prepare a Comparative Income Statement and a
Comparative Balance Sheet.
Profit and Loss Account (In LAkhs of Rs.)
Particulars 1997 1998 Particulars 1997 1998
To Cost of Goods sold 600 750 By Net Sales 800 1,000

To Operating Expenses:
Administration Expenses 20 20
Selling expenses 30 40
To Net Profit 150 190
800 1,000 800 1,0
00
BALANCE SHEET
As on 31 sf December (In Lakhs of Rs)
Liabilities 1997 1998 Assets 1997 1998
Bills Payable 50 75 Cash 100 140

Sundry Creditors 150 200 Debtors 200 300
Tax Payable 100 150 Stock 200 300
6% Debentures 100 150 Land 100 100
6% Preference Capital 300 300 Building 300 270
Equity Capital 400 400 Plant 300 270
Reserves 200 245 Furniture 100 140
1,300 1,52 1,30 1,52
0 0 0 Solution:
Swadeshi
Polytex Limited
COMPARATIVE INCOME STATEMENT
for the years ended 31st december 1997 and 1998 (In Lakhs of Rs.)
Absolute Percentage
increase or
increase or
Particulars decreas
decreasee
in
in
1997 1998 1998 199
8
Net Sales 800 1,000 +200 +25
Cost of Goods Sold .600 750 -150 +25
Gross Profit 200 250 +50 +25
Operating Expenses: - - -
Administration Expenses 20 20 - -
Selling Expenses 30 40 +10 +33.33
Total Operating Expenses 50 60 10 +20
Operating Profit 150 190 +40 +26.67 Swadeshi
Polytex Limited
COMPARATIVE BALANCE SHEET
As on 31st december 1997, 1998 (Figures in lakhs of rupees)
Absolute Percentage
increase increase(+)
Assets 1997 1998 or or decrease
decrease (-) during
during 1998
Current Assets: 1998
Cash 100 140 40 +40

Debtors 200 300 100 +50
Stock 200 300 100 +50
Total Current Assets 500 740 240 +50
Fixed Assets:
Land 100 100 - -
Building 300 270 -30 -10
Plant 300 270 -30 -10
Furniture 100 140 +40 +40
Total Fixed Assets 800 780 -20 -2.5
Total Assets 1,300 1,520 220 +17

Liabilities & Capital:
Current Liabilities
Bills Payable 50 75 +25 +50
Sundry Creditors 150 200 +50 +33.33
Tax Payable 100 150 +50 +50
Total Current Liabilities 300 425 +125 41.66
Long term Liabilities
100 150 +50 +50
6% Debentures Total
400 575 +175 +43.75
Liabilities Capital &
Reserves
300 300 - -
6% Pref. Capital Equity
400 400 - -
Capital Reserves Total
200 245 45 2
Shareholders' Funds Total
2.
Liabilities and Capital
5
900 945 45 5
1,300 1,520 220 17
Comparative Financial Statements can be prepared for more than two periods or
more than two dates. However, it becomes very cumbersome to study the trend
with more than two period‟s data. Trend percentages are more useful in such
cases.
The American Institute of Certified Public Accountants has explained the utility of
repairing the Comparative Financial Statements as follows:
The presentation of comparative financial statements is annual and other reports

enhances the usefulness of such reports and brings out more clearly the nature
and trend of rent changes affecting the enterprise. Such presentation emphasizes
the fact that statement for a series of periods is far more significant than those of a
single period and that the accounts of one period are but an installment of what is
essentially a continuous history. In anyone year, it is ordinarily desired that the
Balance Sheet, the Income Statement and the Surplus Statement be given for one
or more preceding years as well as for the current year."
The utility of preparing the Comparative Financial Statements has also been
realized in our country. The Companies Act, 1956, provides that companies
should give figures for different items for the previous period, together with
current period figures in their Profit and loss Account and Balance Sheet.
2. Common-size Financial Statements
Common-size Financial Statements are those in which figures reported are
converted into percentages to some common base. In the Income Statement the
sale figure is assumed to be 100 and all figures are expressed as a percentage of
this total.
Example (ii): On the basis of data given in example (i), prepare a Common-size
Income statement and Common Size Balance Sheet of Swadeshi Polytex Ltd.,
for the years ended 31st March, 1997 and 1998.
Swadeshi Polytex Limited

(As on 31st december 1997, 1998) (Figures in lakhs of rupees)
Particulars 1997 1998
Net Sales 100 100
Cost of Goods Sold 75 75
Gross Profit 25 25
Opening Expenses:
Administration Expenses 2.50 2
Selling Expenses 3.75 4
Total Opening Expenses 6.25 6
Operating Profit 18.75 19

Interpretation: The above statement shows that though in absolute terms, the
cost of goods sold has gone up, the percentage of its cost to sales remains
constant at 75%. This is the reason why the Gross Profit continues at 25% of the
sales. Similarly, in absolute terms the amount 01 administration expenses
remains the same but as a percentage to sales it has come down by 5%. Selling
expenses have increased by 0.25%. This all leads to net increase in net profit of
0.25% (i.e. from 18.75% to 19%).
Swadeshi Polytex Limited

As on 31st december 1997, 1998 (Figures in lakhs of rupees)
Particulars 1997
1998
%
%
Assets 100 100
Current Assets:
Cash 7.70 9.21
Debtors 15.38 19.74
Stock 15.38 19.74
Total Current Assets 38.46 48.69
Fixed Assets:
Building 23.07 17.76
Plant 23.07 17.76
Furniture 7.70 9.21
Land 7.70 6.68
Total Fixed Assets 61.54 51.41
Total Assets 100 100

Current Liabilities
Bills Payable 3.84 4.93
Sundry Creditors 11.54 13.16
Taxes Payable 7.69 9.96
Total Current Liabilities 23.07 27.95
Long Term Liabilities
6% Debentures 7.69 9.86
Capital & Reserves:
6% Preference Share Capital 23.10 19.72
Equity Share Capital 30.76 26.32
Reserves 15.38 16.15
Total Shareholders Funds 69.24 62.19
Total Liabilities and Capital 100 100
Interpretation: The percentage of current assets to total assets was 38.46 in

1997. It has gone up to 48.69 in 1998. Similarly the percentage of current
liabilities to total liabilities (including capital) has also gone up from 23.07 in
1997 to 27.95 in 1998. Thus, the proportion of current assets has increased by a
higher percentage (about 10) as compared to increase in the proportion of
current liabilities (about 5). This has improved the working capital position of
the Company. There has been a slight deterioration in the debt-equity ratio
though it continues toil very sound. The proportion of shareholder's funds in the
total liabilities has come down from 69.24% to 62.19% while that of the
debenture-holders has gone up from 7.69% to 9.86%.
Comparative Utility of Common-size Financial Statements: The

comparative common size financial statements show the percentage of each item
to the total in each period but not variations in respective items from period to
period. In other words common-size financial statements when read horizontally
do not give information about the trend of individual items but the trend of their
relationship to total. Observation of these trends is not very useful because there
are no definite norms for the proportion of each item to total. For example, if it is
established that inventory should be 30% of total assets, the computation of
various ratios to total assets would be very useful. But since there are no such
established standard proportions, calculation of percentages of different items of
assets or liabilities to total assets or total liabilities is not of much use. On
account of this reason common size financial statements are not much useful for
financial analysis. However, common-size financial statements are useful for
studying the comparative financial position of two or more businesses.
However, to make such comparison really meaningful, it is necessary that the
financial Instatements of all such companies should be prepared on the same
pattern, e.g., all the companies should be more or less of the same age, they
should be following the same accounting practices, the method of depreciation
on fixed assets should be the same.
3. Trend Percentages
Trend percentages are immensely helpful in making a comparative study of the
financial statements for several years. The method of calculating trend
percentages involves the calculation of percentage relationship that each item
bears to the same item in the base year. Any year may be taken as the base year. It
is usually the earliest year. Any intervening year may also be taken as the base
year. Each item of base year taken as 100 and on that basis the percentages for
each of the items of each of the fears is calculated. These percentages can also be
taken as Index Numbers showing relative changes in the financial data
resulting with the passage of time.
The method of trend percentages is a useful analytical device for the
management since by substituting percentages for large amounts; the brevity and
readability are achieved. However, trend percentages are not calculated for all of
the items in the financial statements. They are usually calculated only for major
items since the purpose is to highlight important changes.
While calculating trend percentages, care should be taken regarding the

following matters:
1. The accounting principles and practices followed should be constant throughout

the period for which analysis is made. In the absence of such consistency, the
comparability will be adversely affected.
2. The base year should be carefully selected. It should be a normal year and be
representative of the items shown in the statement.
3. Trend percentages should be calculated only for items having logical

relationship with one another.
4. Trend percentages should be studied after considering the absolute figures on

which they are based; otherwise, they may give misleading results. For example,
one expense .may increase from Rs. 100 to Rs. 200 while the other expense may
increase from Rs. 10,000 to Rs. 15,000. In the first case trend percentage will
show 100% increase while in the second case it will show 50% increase. This is
misleading because in the first case the change though 100% is not at all
significant in real terms as compared to the other. Similarly, unnecessary doubts
may be created when the trend percentages show 100% increase in debt while
only 50% increase in equity. This doubt can be removed if absolute figures are
seen, e.g., the amount of debt may increase from Rs. 20,000 to Rs. 40,000 while
that of equity from Rs. 1,00,000 to Rs. 1,50,000. .
5. The figures for the current year should also be adjusted in the light of price level
changes as compared to the base year, before calculating the trend percentages.
In case this is not done, the trend percentages may make the whole comparison
meaningless. For example, if prices in the year 1998 have increased by 100% as
compared to 1997, the increase in sales in 1998 by 60% as compared to 1997
will give misleading results. Figures of 1998 must be adjusted on account of rise
in prices before calculating the trend percentages.
Example (iii): From the following data relating to the assets side of the Balance
Sheet of Kamdhenu Ltd., for the period 31st Dec., 1995 to 31st December, 1998,
you are required to calculate the trend percentage taking 1995 as the base year.
(Rupees in thousands)
Assets 1995 1996 1997 1998
Cash 100 120 80 140

Debtors 200 250 325 400
Stock-in-trade 300 400 350 500
Other Current Assets 50 75 125 150
Land 400 500 500 500
Building 800 1,000 1,200 1,500
Plant 1,000 1,000 1,200 1,500
2,850 3,345 3,780 4,690
Solution
As on december 31, 1995-96
Assets December 31
Trend Percentage
(Rs. in thousands)
Base year 1995
1995 1996 1997 1998 1995 1996 1997 1998
Current Assets:
Cash 100 120 80 140 100 120 80 140
Debtors 200 250 325 400 100 125 163 200
Stock-in-trade 300 400 350 500 100 133 117 167
Other Current
50 75 125 150 100 150 250 300
Assets
Total Current 650 845 880 1,190 100 129 135 183
Assets
Fixed Assets
Land
400 500 500 500 100 125 125 125
Building
800 1,000 1,200 1,500 100 125 150 175
Plant
1,00 1,000 1,200 1,500 100 100 120 150
Total Fixed
Assets 2,200
0 2,500 2,900 3,500 100 114 132 159
4. Funds
Flow Analysis
Funds flow analysis has become an important tool in the analytical kit of
financial analysts, credit granting institutions and financial managers. This is
because the Balance Sheet of a business reveals its financial status at a particular
point of time. It does not sharply focus those major financial transactions which
have been behind the Balance Sheet changes. For example, if a loan of Rs.2,
00,000 was raised and pail during the accounting year, the balance sheet will not
depict this transaction However, a financial analyst must know the purpose for
which the loan was utilized and the source from which it was obtained. This will
help him in making a better estimate about the company's financial position and
policies.
Funds flow analysis reveals the changes in working capital position. It tells
about the sources from which the working capital was obtained and the purposes
for which is used. It brings out in open the changes which have taken place
behind the Ice Sheet. Working capital being the life-blood of the business, such an
analysis is extremely useful. The technique and the procedure involved in
funds flow analysis has been discussed in detail later in the book.
5. Cost-Volume-Profit Analysis
Cost-Volume-Profit Analysis is an important tool of profit planning. It studies
the relationship between cost, volume of production, sales and profit. Of course, it
is not strictly a technique used for analysis of financial statements. However, it is
an important tool for the management for decision-making since the data is
provided by both cost and financial records. It tells the volume of sales at which
firm will break-even, the effect on profit on 'account of variation in output,
selling price and cost, and finally, the quantity to be produced and sold to reach
the, target profit level.
6. Ratio Analysis
This is the most important tool available to financial analysts for their work. An
accounting ratio shows the relationship in mathematical terms between two
interrelated accounting figures. The figures have to be interrelated (e.g., Gross
Profit and Sales, Current Assets and Current Liabilities), because no useful
purpose will be served if ratios are calculated between two figures which are not
at all related to each other, e.g., sales and discount on issue of debentures.
A financial analyst may calculate different accounting ratios for different
purposes.
LIMITATIONS OF FINANCIAL ANALYSIS
Financial analysis is a powerful mechanism which helps in ascertaining the
strengths and nesses in the operations and financial position of an enterprise.
However, this analysis is subject to certain limitations. Most of these limitations
are because of the limitations of the financial statements themselves. These
limitations are as follows:
1. Financial Analysis is only a Means

Financial analysis is a means to an end and not the end itself. The analysis
should be used as a starting point and the conclusion should be drawn not in
isolation, but keeping view the overall picture and the prevailing economic and
political situation.
2. Ignores Price Level Changes

Financial statements are normally prepared on the concept of historical costs.
They do not reflect values in terms of current costs. Thus, the financial analysis
based on such financial statements or accounting figures would not portray the
effects of price level changes over the period.
3. Financial Statements are Essentially Interim Reports

The profit shown by Profit and Loss Account and the financial position as
depicted by the Balance Sheet is not exact. The exact position can be known
only when the business is closed down. Again, the existence of contingent
liabilities and deferred revenue expenditure make them more imprecise.
4. Accounting Concepts and Conventions

Financial statements are prepared on the basis of certain accounting concept and
conventions. On account of this reason the financial position as disclosed by
statements may not be realistic. For' example, fixed assets in the balance sheet,
shown on the basis of going concern concept. This means that value placed on&
assets may not be the same which may be realized on their sale. On account
convention of conservatism the income statement may not disclose true income of
the business since probable losses are considered while probable incomes are
ignored.
5. Influence of Personal Judgment

Many items are left to the personal judgment of the accountant. For example, the
method of depreciation, mode of amortization of fixed assets, treatment of
deferred revenue expenditure - all depend on the personal judgment of the
accountant. The soundness of such judgment will necessarily depend upon his
competence and integrity. However convention of consistency acts as a
controlling factor on making indiscreet personal judgments.
6. Disclose only Monetary Facts

Financial statements do not depict those facts which cannot be expressed in
terms of money. For example, development of a team of loyal and efficient
workers, enlightened management, the reputation and prestige of management
with the public are matters which are of considerable importance for the
business, but they are nowhere depicted by financial statements.
RATIO ANALYSIS
Ratio Analysis is a very important tool of financial analysis. It is the process of
establishing a significant relationship between the items of financial statements to
provide a meaningful understanding of the performance and financial position of a
firm.
Meaning of Ratio
Since, we are using the term 'ratio' in relation to financial statement analysis; it
may properly mean 'An Accounting Ratio' or 'Financial Ratio'. It may be defined
as the mathematical expression of the relationship between two accounting
figures. But these figures must be related to each other (i.e., these figures must
have a mutual cause and effect relationship) to produce a meaningful and useful
ratio. For example, the figure of turnover cannot be said to be significantly
related to the figure of share premium. It indicates a quantitative relationship
which the analyst may use to make a qualitative judgment about the various
aspects of the financial position and performance of a concern. It may be
expressed as a percentage or as a rate (i.e., in 'x' number of times) or as a pure
ratio, e.g., if gross profit on sales of Rs. 1,00,000 is Rs. 20,000, the ratio of gross
.20,000
profit to sales is 20%. . Rs100 
ie Rs.1,00,000
In another example of Capital Turnover Ratio, if Sales with a Capital Employed of
Rs. 20,000 is Rs. 1, 00,000, the Capital Turnover Ratio may be expressed as 5
times i.e., Rs. 1, 00,000 / Rs. 20,000. In the case of a Current Ratio, if current
assets are Rs. 1,00,000 and current liabilities are Rs. 50,000, Current Ratio may be
expressed as 2 : 1 i.e., Rs. 1,00,000 : Rs. 50,000.
In view of the requirements of various users (e.g., Short-term Creditors, Long-

term Creditors, Management, Investors) of the ratios, one may classify the ratios
into the following four groups:
Liquidity Ratios, Solvency Ratios, Activity Ratios and Profitability Ratios

Liquidity Ratios
These ratios measure the concern's ability to meet short-term obligations as and
when they become due. These ratios show the short-term financial solvency of
the concern. Usually the following two ratios are calculated for this purpose:
1. Current Ratio and 2. Quick Ratio
1. Current Ratio
(a) Meaning: This ratio establishes a relationship between current assets and
current liabilities.
(b) Objective: The objective of computing this ratio is to measure the ability of
the firm to meet its short-term obligations and to reflect the short-term financial
strength / solvency of a firm. In other words, the objective is to measure the
safety margin available for short-term creditors.
(c) Components: There are two components of this ratio which are a under:
(i) Current Assets which mean the assets which are held for their
conversion into cash within a year and include the following:
Cash Balance Bank Balances
Marketable Securities Debtors (less Provision)
Bills Receivable (less Provisions) Stock of all types, viz., Raw-
Materials
Prepaid Expenses Work-in-progress, Finished Goods
Incomes accrued but not due Short-term Loans and Advances
Advance Payment of tax (Debit Balances)
Tax reduced at source (Debit

Incomes due but not received
Balance)
(ii) Current Liabilities which mean the liabilities which are expected to be
matured within a year and include the following:
Creditors for Goods Creditors for Expenses
Bills Payable Bank Overdraft
Short-term Loans and Advances Income received-in-advance
Provision for Tax Unclaimed dividend
(d) Computation: This ratio is computed by dividing the current assets by the
current liabilities. This ratio is usually expressed as a pure ratio e.g. 2 : I. In the
form of a formula, this ratio may be expressed as under:
. Current Assets
Current Ratio =
Current Liabilities
(e) Interpretation: It indicates rupees of current assets available for each rupee
of current liability, Higher the ratio, greater the margin of safety for short-term
creditors and vice-versa. However, too high / too low ratio calls for further
investigation since the too high ratio may indicate the presence of idle funds
with the firm or the absence of investment opportunities with the firm and too
low ratio may indicate the over trading/under capitalization if the capital
turnover ratio is high.
Traditionally, a current ratio of 2: 1 is considered to be a satisfactory ratio. On

the basis of this traditional rule, if the current ratio is 2 or more, it means the
firm is adequately liquid and has the ability to meet its current obligations but if
the current ratio is less than 2, it means the firm has difficulty in meeting its
current obligations. The logic behind this rule is that even if the value of current
assets becomes half, the firm can still meet its short-term obligations.
However, the traditional standard of 2: I should not be used blindly since there may be
firms having current ratio of less than 2, which are working efficiently and meeting their
short-term obligations as and when they become due while the other firms having
current ratio of more than 2, may not be able to meet their current obligations in time.
This is so because the current ratio measures the quantity of current assets and not their
quality. Current assets may consist of doubtful and slow paying debtors and slow
moving and obsolete stock of goods. That is why, it can be said that current ratio is no
doubt a quick measurement of a firm's liquidity but it is crude as well.
(f) Precaution: While computing and using the current ratio, it must be ensured
(a) that the quality of both receivables (debtors and bills receivable) and
inventory has been carefully assessed and (b) that all current assets and current
liabilities have been properly valued.
Example (iv): The Balance Sheet of Tulsian Ltd. as at 31 st March 19X1 is as

under:
Liabilities Rs. Assets Rs.
Equity Share Capital 1,00,000 Land & Building 6,00,000
18% Pref. Share capital 1,00,000 Plant & Machinery 5,00,000
Reserves 60,000 Furniture & Fixtures . 1.00,000
Profit & Loss A/c 2,40,000 12,00,000
15% Debentures 8,00,000 Less: Depreciation 2 00 000
Trade Creditors 40,000 10,00,000
Bills Payable 30,000 Trade Investments (long-term) 1,00,000
Outstanding Expenses 20,000 Stock 95,000
Bank overdraft 10,000 Debtors 3,40,000
Provision for Tax 2,40,000 Less: Provision 30,000 3,10,000
Marketable Securities 10,000
Cash 10,000
Bills receivables 10,000
Prepaid Expenses 5,000
Preliminary Expenses 60,000
Underwriting
40,000
Commission
16,40,000 16,40,000
Net Sales for the year 19XI-19X2 amounted to Rs. 20.00.000. Calculate Current
Ratio.
Solution:
Current Assets =Stock + Debtors - Provision on Debtors +Marketable Securities
+ Cash + B/R + Prepaid Expenses
= Rs. 95,000 + Rs. 3,40,000 - Rs. 30,000 + Rs. 10,000 + Rs. 10,000 + Rs.
10,000 + Rs. 5,000 = Rs. 4,40,000
Current Liabilities= Trade Creditors + B/P + O/s Exp + Bank O/D + Provision for
Tax = Rs. 40,000 + Rs. 30,000 + Rs. 20,000 + Rs. 10,000 + Rs. 2,40,000
= Rs. 3,40,000
Current Assets Rs. 4,40,000
Current Ratio = = = 22:17
Current Liabilities Rs.3,40, 000
2. Quick Ratio
(a) Meaning: This ratio establishes a: relationship between quick assets and
current liabilities.
(b) Objective: The objective of computing this ratio is to measure the ability of
the firm to meet its short-term obligations as and when due without relying upon
the realization of stock.
(c) Components There are two components of this ratio which are as under:
(i) Quick assets: which mean those current assets which can be converted
into cash immediately or at a short notice without a loss of value and
include the following:
Cash Balances Bank Balances

Marketable Securities Debtors
Bills Receivable Short-term Loans and Advances
(ii) Current liabilities: (as explained earlier in Current Ratio)
(d) Computation This ratio is computed by dividing the quick assets by the
current liabilities. This ratio is usually expressed as a pure ratio e.g., 1: 1. In the
Quick Assts
Quick Ratio =
Current Liabilities
(e) Interpretation: It indicates rupees of quick assets available for each rupee of
current liability. Traditionally, a quick ratio of 1:1 is considered to be a
satisfactory ratio. However, this traditional rule should not be used blindly since a
firm having a quick ratio of more than 1, may not be meeting its short-term
obligations in time if its current assets consist of doubtful and slow paying
debtors while a firm having a quick ratio of less than 1, may be meeting its
short-term obligations in time because of its very efficient inventory
management.
(f) Precaution: While computing and using the quick ratio, it must be ensured, (a)
that the quality of the receivables (debtors and bills receivable) has been
carefully assessed and (b) that all quick assets and current liabilities have been
properly valued.
Example (v): Current Assets Rs.2,00,000, Inventory Rs.40,000, Working

Capital Rs.1, 20 000. Calculate the Quick Ratio.
Solution: Current Liabilities = Current Assets - Working Capital

= Rs. 2,00,000 - Rs. 1,20,000 = Rs. 80,000
Quick Assets = Current Assets - Inventory
= Rs. 2,00,000 - Rs. 40,000 = Rs. 1,60,000
Quick Assets RS.l,60,000
Quick Ratio = = 2:1
Current Liabilities Rs. 80000
SOLVENCY RATIOS
These ratios show the long-term financial solvency and measure the enterprise's
ability to pay the interest regularly and to repay the principal (i.e. capital
amount) on maturity or in pre-determined installments at due dates. Usually, the
following ratios are calculated to judge the long-term financial solvency of the
concern.
Debt-Equity Ratio
(a) Meaning: This ratio establishes a relationship between long-term debts and
share-holders' funds.
(b) Objective: The objective of computing this ratio is to measure the relative
proportion of debt and equity in financing the assets of a firm.
(c) Components: There are two components of this ratio, which are as under:
(i) Long-term Debts, which mean long-term loans (whether secured or

unsecured (e.g., Debentures, bonds, loans from financial institutions).
(ii) Shareholders' Funds which mean equity share capital plus preference
share capital plus reserves and surplus minus fictitious assets (e.g.,
preliminary expenses).
(d) Computation: This ratio is computed by dividing the long-term debts by the
shareholders' funds. This ratio is usually expressed as a pure ratio e.g., 2: 1. In
the form of a formula, this ratio may be expressed as under:
. . Long - term Debts
Debt-Equity Ratio =
Shareholders 'Funds
(e) Interpretation: It indicates the margin of safety to long-term creditors. A
low debt equities ratio implies the use of more equity than debt which means a
larger safety margin for creditors since owner's equity is treated as a margin of
safety by creditors and vice versa.
Example (vi): Capital Employed Rs. 24,00,000, Long-term Debt Rs. 16,00,000
Calculate the Debt-Equity Ratio.
Solution: Shareholders' 'Funds = Capital Employed - Long-ter
= Rs. 24,00,000 - Rs. 16,00,000 = Rs. 8,00,000
Long-term Debts Rs. 16,00,000
Debt-Equity Ratio = = = 2 :1
Shareholders ' Funds Rs 8,00,00
Example (vii): Capital Employed Rs. 8,00,000, Shareholders' Funds Rs.

2,00,000 Calculate the Debt Equity Ratio.
Solution: Long-term Debt = Capital Employed - Shareholders' Funds
= Rs. 8,00,000 - Rs. 2,00,000 = Rs. 6,00,000
Long-term Debts - Rs. 6,00,000
Debt equity Ratio = = = 3:1
Shareholders Funds Rs. 2,00,000
Debt Total Funds Ratio
This ratio is a variation of the debt-equity ratio and gives the similar indications as
the debt-equity ratio. In this ratio, the outside long-term liabilities are related to the
total capitalization of the firm and not merely to the shareholders' funds. This
ratio is computed by dividing the long-term debt by the capital employed. In the
Long-term Debt
Debt-Total Funds Ratio =
Capital Employed
Where, the Capital Employed comprises the long-term debt and the
shareholders' funds.
Interest Coverage Ratio (or Time-interest Earned Ratio or Debt-Service

Ratio)
(a) Meaning: This ratio establishes a relationship between net profits before
interest and taxes and interest on long-term debt.
(b) Objective: The objective of computing this ratio is to measure the debt-
servicing capacity of a firm so far as fixed interest on long-term debt is
concerned.
(c) Components: There are two components of this ratio which are as under:
(i) Net profits before interest and taxes;
(ii) Interest on long-term debts.
(d) Computation: This ratio is computed by dividing the net profits before
interest and taxes by interest on long-term debt. This ratio is usually expressed
as 'x' number of times. In the form of a formula, this ratio may be expressed as
under:
Net Profit before interest and taxes

Interest Coverage Ratio =
Interest on Long-term debt
(e) Interpretation: Interest coverage ratio shows the number of times the
interest charges are covered by the profits out of which they will be paid. It
indicates the limit beyond which the ability of the firm to service its debt would be
adversely affected. For instance, an interest coverage of five times would
imply that even if the firm's net profits before interest and tax were to decline to
20% of the present level, the firm will still be able to pay interest out of profits.
Higher the ratio, greater the firm's ability to pay interest but very high ratio may
imply lesser use of debt and/or very efficient operations.
Example (viii): Net Profit before Interest and Tax Rs. 3,20,000, Interest on long
term debt Rs. 40,000. Calculate Interest Coverage Ratio.
Solution:
Net Profit before Interest and Taxes
Interest Coverage Ratio =
Interest on Long-term Debt
Rs.3,20,000
= = 8 Times
Rs.40,000 8 Times
ACTIVITY RATIOS
These ratios measure the effectiveness with which a firm uses its available
resources. These ratios are also called 'Turnover Ratios' since they indicate the
speed with which the resources are being turned (or converted) into sales.
Usually the following turnover ratios are calculated:
I. Capital Turnover Ratio II. Fixed Assets Turnover Ratio,
III. Net Working Capital Turnover Ratio IV. Stock Turnover Ratio
V. Debtors Turnover Ratio. VI. Creditors Turnover Ratio.
Capital Turnover Ratio
(a) Meaning: This ratio establishes a relationship between net sales and capital
employed.
(b) Objective: The objective of computing this ratio is to determine the

efficiency with which the capital employed is utilized.
(i) Net Sales which mean gross sales minus sales returns; and
(ii) Capital Employed which means Long-term Debt plus Shareholders'

Funds.
(d) Computation: This ratio is computed by dividing the net sales by the capital
employed. This ratio is usually expressed as 'x' number of times. In the form of a
formula this ratio may be expressed as under:
Net Sales
Capital Turnover Ratio =
Capital Employed
(e) Interpretation: It indicates the firm's ability to generate sales per rupee of
capital employed. In general, the higher the ratio the more efficient the
management and utilization of capital employed. A too high ratio may indicate
the situation of an over-trading (or under. capitalization) if current ratio is lower
than that required reasonably and vice versa.
Fixed Assets Turnover Ratio

(a) Meaning: This ratio establishes a relationship between net sales and fixed
assets.

efficiency with which the fixed assets are utilized.
(i) Net Sales which means gross sales minus sales returns;
(ii) Net Fixed (operating) Assets which mean gross fixed assets minus
depreciation thereon.
(d) Computation This ratio is computed by dividing the net sales by the net
fixed assets. This ratio is usually expressed as 'x' number of times. In the form of a
formula, this ratio may be expressed as under:
Net Sales
Fixed Assets Turnover Ratio =
Net Fixed Assets
investment in fixed assets. In general, higher the ratio, the more efficient the
management and utilization of fixed assets, and vice versa. It may be noted that
there is no direct relationship between sales and fixed assets since the sales are
influenced by other factors as well (e.g., quality of product, delivery terms,
credit terms, after sales service, advertisement and publicities.)
Example (ix): Fixed Assets (at cost) Rs. 7,00,000, Accumulated Depreciation
till date Rs. 1,00,000, Credit Sales Rs. 17,00,000, Cash Sales Rs., 1,50,000,
Sales Returns Rs. 50,000. Calculate Fixed Assets Turnover Ratio.
Solution: Net Sales = Cash Sales + Credit Sales - Sales Returns
= Rs. 1,50,000 + Rs. 17,00,000 - Rs. 50,000 = Rs. 18,00,000
Net Fixed Assets = Fixed Assets (at cost) - Depreciation
= Rs. 7,00,000 - Rs. 1,00,000 = Rs. 6,00,000
Net Sales Rs. 18,00,000 .
Fixed Assets Turnover Ratio = = = 3 Times
Net Fixed Assets Rs. 600000
Example (x): Capital Employed Rs. 2,00,000, Working Capital Rs. 40,000,
Cost of goods sold Rs. 6,40,000, Gross Profit Rs. 1,60,000. Calculate Fixed
Assets Turnover Ratio.
Solution: Net Sales = Cost of Goods Sold + Gross Profit
= Rs. 6,40,000 + Rs. 1,60,000 = Rs. 8,00,000
Net fixed Assets = Capital Employed - Working Capital
= Rs. 2,00,000 - Rs. 40,000 = Rs. 1,60,000
Net Sales Rs. 8,00,000 .
Fixed Assets Turnover Ratio = = = 5 Times
Net fixed Asset Rs. 1,60,000
Working Capital Turnover Ratio
(a) Meaning: This ratio establishes a relationship between net sales and
working capital.

efficiency with which the working capital is utilized.
(i) Net Sales which mean gross sales minus sales returns; and
(ii) Working Capital which means current assets minus current liabilities.
(d) Computation: This ratio is computed by dividing the net sales by the
working i capital. This ratio is usually expressed as 'x' number of times. In the
Net Sales
Working Capital Turnover Ratio =
Working Capital
working capital. In general, higher the ratio, the more efficient the management
and utilization of, working capital and vice versa.
Example (xi): Current Assets Rs. 6,00,000, Current Liabilities Rs. 1,20,000,
Credit Sales Rs. 12,00,000, Cash Sales Rs. 2,60,000, Sales Returns Rs. 20,000.
Calculate Working Capital Turnover Ratio.
Solution:
Net Sales = Cash Sales + Credit Sales - Sales Returns
= Rs. 2,60,000 + Rs. 12,00,000 - Rs. 20,000 = Rs. 14,40,000
Working Capital = Current Assets - Current Liabilities
= Rs. 6,00,000 - Rs. 1,20,000 = Rs, 4,80,000
Net Sales Rs. 14,40,000
Working Capital Turnover Ratio = = =3 Times
Working Capital Rs. 4,80,000
Stock Turnover Ratio
(a) Meaning: This ratio establishes a relationship between costs of goods sold
and aver age inventory.
efficiency with which the inventory is utilized.
(i) Cost of Goods Sold, this is calculated as under.
Cost of Goods Sold = Opening Inventory + Net Purchases + Direct

Expenses - Closing Inventory = Net Sales - Gross Profit
(ii) Average Inventory which is calculated as under:

Average Inventory = (Opening Inventory plus Closing Inventory)/2
(d) Computation: This ratio is computed by dividing the cost of goods sold by
the average inventory. This ratio is usually expressed as 'x' number of times. In
the form of a formula, this ratio may be expressed as under: -
Cost of Goods Sold
Stock Turnover Ratio =
Average Inventory
(e) Interpretation: It indicates the speed with which the inventory is converted
into sales. In general, a high ratio indicates efficient performance since an
improvement in the ratio shows that either the same volume of sales has been
maintained with a lower investment in stocks, or the volume of sales has
increased without any increase in the amount of stocks. However, too high ratio
and too low ratio calls for further investigation. A too high ratio may be the
result of a very low inventory levels which may result in frequent stock-outs and
thus the firm may incur high stock-out costs. On the other hand, a too low ratio
may be the result of excessive inventory levels, slow-moving or obsolete
inventory and thus, the firm may incur high carrying costs. Thus, a firm should
have neither a very high nor a very low stock turnover ratio, it should have a
satisfactory level. To judge whether the ratio is satisfactory or not, it should be
compared with its own past ratios or with the ratio of similar firms in the same
industry or with industry average.
(f) Stock Velocity- This velocity indicates the period for which sales can be
generated with the help of an average stock maintained and is usually expressed in
days. This velocity may be calculated as follows:
Average stock
Stock Velocity= __________________________________
Average Daily cost of Goods Sold
12 months /52 weeks /365 days

Or __________________________________
Stock Turnover Ratio
CASH FLOW ANALYSIS
Cash flow analysis is another important technique of financial analysis. It
involves preparation of Cash Flow Statement for identifying sources and
applications of cash; Cash flow statement may be prepared on the basis of actual
or estimated data. In the latter case, it is termed as 'Projected Cash Flow
Statement', which is synonymous with the term 'Cash Budget'. In the following
pages we shall explain in detail in preparation of cash flow statement, utility and
limitations of cash flow analysis etc.
MEANING OF CASH FLOW STATEMENT

A Cash Flow Statement is a statement depicting change in cash position from
one period to another. For example, if the cash balance of a business is shown
by its Balance Sheet on 31st December, 1998 at Rs. 20,000 while the cash
balance as per its Balance Sheet on 31st December, 1999 is Rs. 30,000, there has
been an inflow of cash of Rs. 10,000 in the year 1999 as compared to the year
1998. The cash flow statement explains the reasons for such inflows or outflows of
cash, as the case may be. It also helps management in making plans for the
immediate future. A Projected Cash Flow Statement or a Cash Budget will help
the management in ascertaining how much cash will be available to meet
obligations to trade creditors, to pay bank loans and to pay dividend to the
shareholders. A proper planning of the cash resources will enable the
management to have cash available whenever needed and put it to some
profitable or productive use in case there is surplus cash available.
The term "Cash" here stands for cash and bank balances. In a narrower sense,
funds are also used to denote cash. In such a case, the term "Funds" will exclude
from its purview all other current assets and current liabilities and the terms
"Funds Flow Statement" and "Cash Flow Statement" will have synonymous
meanings. However, for the purpose of this study we are calling this part of
study Cash Flow Analysis and not Funds Flow analysis.
PREPARATION OF CASH FLOW STATEMENT

Cash Flow Statement can be prepared on the same pattern on which a Funds
Flow Statement is prepared. The change in the cash position from one period to
another is computed by taking into account "Sources" and" Applications" of
cash.
Sources of Cash
Sources of cash can be both internal as well as external:
Internal Sources- Cash from operations is the main internal source. The Net
Profit shown by the Profit and Loss Account will have to be adjusted for non-
cash items for finding out cash from operations. Some of these items are as
follows:
i) Depreciation. Depreciation does not result in outflow of cash and, therefore,

net profit will have to be increased by the amount of depreciation or
development rebate charged, in order to find out the real cash generated from
operations.
(ii) Amortization of Intangible Assets. Goodwill, preliminary expenses, etc.,

when written off against profits, reduce the net profits without affecting the cash
balance. The amounts written off should, therefore, be added back to profits to
find out the cash from operations.
iii) Loss on Sale of Fixed Assets. It does not result in outflow of cash and,
therefore, should be added back to profits.
iv) Gains from Sale of Fixed Assets. Since sale of fixed assets is taken as a
separate source of cash, it should be deducted from net profits.
v) Creation of Reserves. If profit for the year has been arrived at after charging
transfers to reserves, such transfers should be added back to profits. In case
operations show a net loss, such net loss after making adjustments for non-cash
items will be shown as an application of cash.
Thus, cash from operations is computed on the pattern of computation of 'Funds'

from operations, as explained in an earlier chapter. However, to find out real
cash from operations, adjustments will have to be made for 'changes' in current
assets and current liabilities arising on account of operations, viz., trade debtors,
trade creditors, bills receivable, bills payable, etc.
For the sake of convenience computation of cash from operations can be studied
by taking two different situations:
(1) When all transactions are cash transactions, and
(2) When all transactions are not cash transactions.
When all Transactions are Cash Transactions:
The computation of cash from operations will be very simple in this case. The
net profit as shown by the Profit and Loss Account will be taken as the amount of
cash from operations as shown in the following example:
Example (xii):
PROFIT AND LOSS ACCOUNT (for the year ended 31st Dec.1998)
Dr. Cr.
Rs. Rs.
To Purchases 50,000
15,000
To Wages By Sales
10,000
To Rent
500
To Stationery
2,500
To Net Profit
22,000
50,000 50,000
In the example given above, if all transactions are cash transactions, i.e., all
purchases' and expenses have been paid for in cash and all sales have been
realized in cash, the cash from operations will be Rs. 22,000. i.e., the net profit
shown in the Profit and Loss Account. Thus, in case of all transactions being
cash transactions, the equation for computing cash from operations can be made
out as follows:
Cash for Operations = Net Profit
When all Transactions are not Cash Transactions:

In the example given above, we have computed cash from operations on the
basis that all transactions are cash transactions. It does not really happen in
actual practice. The business sells goods on credit. It purchases goods on credit.
Certain expenses are always outstanding and some of the incomes are not
immediately realized. Under such circumstances, the net profit made by a firm
cannot generate equivalent amount of cash. The computation of cash from
operations in such a situation can be done conveniently if it is done in two
stages:
(i) Computation of funds (i.e., working capital) from operations.
(ii) Adjustments in the funds so calculated for changes in the current

assets (excluding cash) and current liabilities.
We are giving below an illustration for computing 'Funds' from operations.

However, since there are no credit transactions, hence the amount of 'Funds'
from operations is as a matter of cash from operations as shown below:
TRADING AND PROFIT AND LOSS ACCOUNT

for the year ending 31st March, 1998
Dr. Cr.
Rs. Rs. Rs.
To Purchases 20,000 By Sales 30,000
To Wages 5,000
To Gross Profit c/d 5,000
30,000 30,000
To Salaries By
1,000 Gros 5,000
s
Profit/b/d
To Rent 1,000 By Profit on sale

out building
To Depreciation on Plant 1,000 Book 10,000

Value
To Loss on sale of 500 Sold for 15,000 5,000

furniture
To Goodwill written off 1,000
To Net Profit 5,500
10,000 10,000
Calculate the cash from operations.

Solution:
CASH FROM OPERATIONS
Rs. Rs.
Net Profit as per P & L Account 5,500
Non-cash items (items which do not result in

outflow of cash):
Depreciation 1,000
Loss on sale of furniture 500
Goodwill written off 1,000 2,500

Non-cash items (items which do not result In 8,000
Inflow of cash):
Profit on sale of building 5,000
(Rs. 15,000 will be taken as a separate source of

cash)
Cash from operations 3,000
Adjustments for Changes in Current Assets and Current Liabilities

In the illustration given above, the cash from operations has been computed on
the same pattern on which funds from operations are computed. As a matter of
fact, the fund from operations is equivalent to cash from operations in. this case.
This is because of the presumption that all are cash transactions and all goods
have been sold. However, there may be credit purchases, credit sales,
outstanding and prepaid expenses, etc. In such a case, adjustments will have to be
made for each of these items in order to find out cash from operations. This has
been explained in the following pages:
(i) Effect of Credit Sales. In business, there are both cash sales and
credit sales. In case, the total sales are Rs. 30,000 out of which the
credit sales are Rs. 10,000, it means sales have contributed only to
the extent of Rs. 20,000 in providing cash from operations. Thus,
while computing cash from operations, it will be necessary that
suitable adjustments for outstanding debtors are also made.
(ii) Effect of Credit Purchases. Whatever has been stated regarding

credit sales is also applicable to credit purchases. The only difference
will be that decrease in creditors from one period to another will
result in decrease of cash from operations because it means more
cash payments have been made to the creditors which will result in
outflow of cash. On the other hand, increase in creditors from one
period to another will result in increase of cash from operations
because less payment has been made to the creditors for goods
supplied which will result in increase of cash balance at the disposal
of the business.
(iii) Effect of Opening and Closing Stocks. The amount of opening

stock is charged to the debit side of the Profit & Loss Account. It
thus reduces the net profit without reducing the cash from operations.
Similarly, the amount of closing stock is put on the credit side of the
Profit and Loss Account. It thus increases the amount of net profit
without increasing the cash from operations.
(iv) Effect of Outstanding Expenses, Incomes received in Advance,

etc. The effect of these items on cash from operations is similar to the
effect of creditors. This means any increase in these items will result
in increase in cash from operations while any decrease means
decrease in cash from operations. This is because net profit from
operations is computed after charging to it all expenses whether paid
or outstanding. In case certain expenses have not been paid, this will
result in decrease of net profit without a corresponding decrease in
cash from operations. Similarly, income received in advance is not
taken into account while calculating profit from operations, since it
relates to the next year. It, therefore, means cash from operations will
be higher than the actual net profit as shown by the Profit and Loss
Account. Consider the following example:
Example (xiii):
Net Profit for the year 1998 10,000
Expenses outstanding as on 1.1.1998 2,000
Expenses outstanding as on 31.12.1998 3,000
Interest received in advance 1.1.1998 1,000
Interest received in advance 31.12.1998 2,000
The Cash from Operations will be computed as follows:
Net Profit for the year 10,000
Add: Expenses outstanding on 31.12.1998 3,000
Income received in advance on 31.12.1998 2,000
15,000
Less: Expenses outstanding on 1.1.1998 2,000
Interest received in advance on 1.1.1998 1,000 3,000
Cash from Operations 12,000
Alternatively, Cash from Operations can be computed as follows:
Net profit for the year 10,000
Add: Increase in Outstanding Expenses 1,000
Add: Increase in Interest received in Advance 1,000
Cash from Operations 12,000
Thus, the effect of income received in advance and outstanding expenses on

cash from operations can be shown as follows:
+ Increase in outstanding expenses
+ Increase in income received in advance
Cash from Operations = Net Profit - Decrease in outstanding expenses
- Decrease in income received in advance
(v) Effect of Prepaid Expenses and Outstanding Incomes. The effect' of

prepaid expenses and outstanding income on cash from operations is similar to
the effect of debtors. While computing net profit from operations, the expenses
only for the accounting year are charged to the Profit and Loss Account.
Expenses paid in advance are not charged to the Profit and Loss Account. Thus,
pre-payment of expenses does not decrease net profit for the year but it
decreases cash from operations. Similarly, income earned during a year is
credited to the Profit arid Loss Account whether it has been received or not.
Thus, income, which has not been received, but which has become due,
increases the net profit for the year without increasing cash from operations.
This will be clear with the help of the following example:
Example (xiv):
Rs.
Gross Profit 30,000
Expenses paid 10,000
Interest received 2,000
The expenses paid include Rs. 1,000 paid for the next year. While interest of Rs.
500 has become due during the year, but it has not been received so far. The net
profit for the year will be computed as follows:
PROFIT AND LOSS ACCOUNT
Rs. Rs. Rs. Rs.
To Expenses paid 10,00 By Gross Profit 30,000

0
Less: Prepaid 9,000

expenses
To Net Profit
23,500 By Interest received 2,000
Add: Interest
500 2,500
accrued
32,500 32,500
Now, the cash from operations will be computed as follows:

Rs.
Net Profit for the year 23,500
Less: Prepaid Expenses 1,000
Outstanding Interest 500 1,500
Cash from operations 22,000
External Sources
The external sources of cash are:
(i) Issue of New Shares. In case shares have been issued for cash, the net
cash received (i.e., after deducting expenses on issue of shares or
discount on issue of shares) will be taken as a source of cash.
(ii) Raising Long-term Loans. Long-term loans such as issue of debentures,

loans from Industrial Finance Corporation, State Financial Corporations,
I.D.B.I., etc., are sources of cash. They should be shown separately.
(iii)Purchase of Plant and Machinery on Deferred Payments. In case plant

and machinery has been purchased on a deferred payment system, it
should be shown as a separate source of cash to the extent of deferred
credit. However, the cost of machinery purchased will be shown as
an application of cash.
(iv) Short-term Borrowings-Cash Credit from Banks. Short-term borrowings,

etc., from banks increase cash available and they have to be shown
separately under this head.
(v) Sale of Fixed Assets, Investment, etc. It results in generation of cash and
therefore, is a source of cash.
Decrease in various current assets and increase in various current liabilities

may be taken as external sources of cash, if they are not adjusted while
computing cash from operations.
Applications of Cash
Applications of cash may take any of the following forms:
(i) Purchase of Fixed Assets. Cash may be utilized for additional fixed
assets or renewals or replacement of existing fixed assets.
(ii) Payment of Long-term Loans. The payment of long-term loans such

as loans from financial institutions or debentures results in decrease
in cash. It is, therefore, an application of cash.
(iii) Decrease in Deferred Payment Liabilities. Payments for plant and

machinery purchased on deferred payment basis have to be made as
per the agreement. It is, therefore, an application of cash.
(iv) Loss on Account of Operations. Loss suffered on account of business
operations will result in outflow of cash.
(v) Payment of Tax. Payment of tax will result in decrease of cash and
hence it is an application of cash.
(vi) Payment of Dividend. This decreases the cash available for business
and hence it is an application of cash.
(vii) Decrease in Unsecured Loans, Deposits, etc. The decrease in these

liabilities denotes that they have been paid off to that extent. It
results, therefore outflow of cash.
Increase in various current assets or decrease in various current liabilities may

be shown as applications of cash, if changes in these items have not been
adjusted while finding out cash from operations.
Format of a Cash Flow Statement

A cash flow statement can be prepared in the following form.
CASH FLOW STATEMENT for the year ending on……………..
Balance as on 1.1.19..
Cash Balance ……….

Balance …….....
Add: Sources of Cash: ___
Issue of Shares
………
Raising of Long-term Loans
………
Sale of Fixed Assets
Short-term Borrowings ……….
Cash from operations: ……….
Profit as per Profit and Loss Account ……….

Add/Less: Adjustment for Non-cash Items ………….
Add: Increase in Current Liabilities ……………
Decrease in Current Assets …………
Less: Increase in Current Assets -- …………
Decrease in Current Liabilities ………… --
Total Cash available (1) -- …………
Less: Applications of Cash:
--
Redemption of Redeemable Preference Shares
……..
Redemption of Long-term Loans
……….
Purchase of Fixed Assets
……..
Decrease in Deferred Payment Liabilities
…………
Cash Outflow on account of Operations
………….
Tax paid
…………
Dividend paid
………..
Decrease in Unsecured loans, Deposits, etc.,
…………
Total Applications (2)
…………
Closing Balances*
………….
Cash balance
Bank balance
* These totals should tally with the balance as shown by (1) - (2).
DIFFERENCE BETWEEN CASH FLOW ANALYSIS AND FUNDS

FLOW ANALYSIS
Following are the points of difference between a Cash Flow Analysis and a
Funds Flow Analysis:
(1) A Cash Flow Statement is concerned only with the change in cash position
while a Funds Flow Analysis is concerned with change in working capital position
between two balance sheet dates. Cash is only one of the constituents of working
capital besides several other constituents such, as inventories, accounts receivable,
prepaid expenses.
(2) A Cash Flow Statement is merely a record of cash receipts, and

'disbursements. Of course, it is valuable in its own way but it fails to
bring to light many important changes involving the disposition of
resources. While studying the short-term solvency of a business one is
interested not only in cash balance but also in the assets which are easily
convertible into cash.
(3) Cash flow analysis is more useful to the management as a tool of

financial analysis in short period as compared to funds flow analysis. It
has rightly been said that shorter the period covered by the analysis,
greater is the importance of cash flow analysis. For example, if it is to be
found out whether the business can meet its obligations maturing after 10
years from now, a good estimate can be made about firm's capacity to
meet its long-term obligations if changes in working capital position on
account of operations are observed. However, if the firm's capacity to
meet a liability maturing after one month is to be seen, the realistic
approach would be to consider the projected change in the cash position
rather than an expected change in the working capital position.
(4) Cash is part of working capital and, therefore, an improvement in cash

position results in improvement in the funds position but the reverse is
not true. In other words, "inflow of cash" results in "inflow of funds" but
"inflow of funds" may not necessarily result in "inflow of cash". Thus
sound funds position does not necessarily mean a sound cash position
but a sound cash position generally means a sound funds position.
(5) Another distinction between a cash flow analysis and a funds flow
analysis can be made on the basis of the techniques of their preparation.
An increase in a current liability or decrease in a current asset results in
decrease in working capital and vice versa. While an increase in a
current liability or decrease in current asset (other than cash) will result
in increase in cash and vice versa,
Some people, as stated earlier, use term 'Funds' in a very narrow sense of cash
only. In such an event the two terms 'Funds' and 'Cash' will have synonymous in
meanings.
UTILITY OF CASH FLOW ANALYSIS

A Cash Flow Statement is useful for short-term planning. A business enterprise
needs sufficient cash to meet its various obligations in the near future such as
payment for purchase of fixed assets, payment of debts maturing in the near
future, expenses of the business, etc. A historical analysis of the different
sources and applications of cash will enable the management to make reliable
cash flow projections for the immediate future. It may then plan out for
investment of surplus or meeting the deficit, if any. Thus, a cash flow analysis is
an important financial tool for the management. Its chief advantages are as
follows:
1. Helps in Efficient Cash Management

Cash flow analysis helps in evaluating financial policies and cash position. Cash is
the basis for all operations and hence a projected cash flow statement will
enable ill management to plan and co-ordinate the financial operations properly.
The management can know how much cash is needed, from which source it will
be derived, how much can be generated internally and how much could be
obtained from outside.
2. Helps in Internal Financial Management

Cash flow analysis provides information about funds which will be available
from operations. This will help the management in determining policies
regarding internal financial management, e.g., possibility of repayment of long-
term debt, dividend policies, planning replacement of plant and machinery, etc.
3. Discloses the Movements of Cash

Cash flow statement discloses the complete story of cash movement. The
increase in or decrease of, cash and the reason therefore can be known. It
discloses the reasons for low cash balance in spite of heavy operating profits or for
heavy cash balance in spite of low profits. However, comparison of original
forecast with the actual results highlights the trends of movement of cash which
may otherwise go undetected.
4. Discloses Success or Failure of Cash Planning

The extent of success or failure of cash planning can be known by comparing
the projected cash flow statement with the actual cash flow statement and
necessary remedial measures can be taken.
LIMITATIONS OF CASH FLOW ANALYSIS
Cash flow analysis is a useful tool of financial analysis. However, it has its own
limitations. These limitations are as under:
(1) Cash flow statement cannot be equated with the Income Statement. An Income
Statement takes into account both cash as well as non-cash items and, therefore, net
cash flow does not necessarily mean net income of the business.
(2) The cash balance as disclosed by the cash flow statement may not represent the
real liquid position of the business since it can be easily influenced by postponing
purchases and other payments.
(3) Cash flow statement cannot replace the Income Statement or the Funds
Flow Statement. Each of them has a separate function to perform.
In spite of these limitations, it can be said that cash flow statement is a useful
supplementary instrument. It discloses the volume as well as the speed at which
the cash flows in the different segments of the business. This helps the
management in knowing the amount of capital tied up in a particular segment of
the business. The technique of cash flow analysis, when used in conjunction
with ratio analysis, serves as a barometer in measuring the profitability and
financial position of the business.
The concept and technique of preparing a Cash Flow Statement will be clear
with the help of the following illustration.
Cash from Operations

From the following balances, you are required to calculate cash from operations:
December 31
1997 1998
Rs. Rs.
Debtors 50,000 47,000
Bills Receivable 10,000 12,500
Creditors 20,000 25,000
Bills Payable 8,000 6,000
Outstanding Expenses 1,000 1,200
Prepaid Expenses 800 700
Accrued Income 600 750
Income received in Advance 300 250
Profit made during the year - 1,30,000
Solutions:
CASH FROM OPERATIONS
December 31st
1997 1998
Rs. Rs.
Profit made during the year 1,30,000
Add:
Decrease in Debtors 3,000
Increase in Creditors 5,000
Increase in Outstanding Expenses 200
Decreases in prepaid expenses 100 8,300
1,38,300
Less:
Increase in Bills Receivable 2,500
Decrease in Bills payable 2,000
Increases in Accrued Income 150
Decrease in Income received in advance 50 4,700
Cash from Operations 1,33,600
SECTION – B
Contemporary Issues in Management Accounting: Value Chain Analysis;
Activity-Based Costing; Quality costing; Target and Life-Cycle Costing.
In this section, we will introduce you to Value chain analysis; Activity based
costing; Quality costing; the concept, phases and benefits of Target costing;
Life-cycle costing (Production and Project). After you workout this section, you
should be able to:
 develop the power of understanding the important issues in the

area of Management Accounting.
 decide the use of costing in Management Accounting.
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
Position Middle Advantage
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 performance
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
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 10,00,000 0 10,00,000
0
Amps 1,00,000 16,00,000 1,00,000 20,00,000
2,00,000
The resource driver application rates are calculated by dividing overhead costs
by total resource driver usage:
Application
Overhead Resource Cost of Total Driver
Rate
Account Driver Overhead Usage
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
Machine time 10,00,000
of machinery
Sq. ft. of
building 3,00,000
20,00,000
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
of building 50,000 30,000 1,00.000 20,000 2,00,000
Depreciation
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
Activity
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 contracts14.00,000 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
Rs.100/change
1000 changes Rs.100,000
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 partial 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 these 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%
6.000
6.000 3.9
3.9
6.000
6.000 3.9
3.9
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 to

identify the features such as performance specifications, services, warranties, and
delivery consumers want products to provide. These consumers may also be
questioned about which features they prefer in products, and how much they are
worth to them. The surveys on preferable features and value of these features help
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 the
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 involved 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 may 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 explanations 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.
5.11.SELF ASSESMENT QUESTIONS
1. What are the different types of report? Explain them in brief.
2. Discuss the guidelines for reviewing the draft of a report.
3. What are the qualities of a research report? Explain them in brief.
4. Give a sample cover page of a research report.
5. Discuss the items of the introductory pages in detail.
6. Give a sample table of-contents of a survey based research report.
7. Give a sample table of contents of an algorithmic research report.
8. What are the items under the text of a research report? Explain them in brief.
9. Discuss the guidelines for preparing bibliography.
10. Give a brief account of typing/printing instructions while preparing a
research report.
11. Discuss the guidelines for oral presentation of a research report.
12. Assume a research topic of your choice and give the complete format of its
research report.
13. What do you understand by the term “reporting to management” ?.

Discuss briefly the matters that you would deal with while reporting to the board of
directors.
14. Discuss the general principles to be observed while preparing reports.
15. Describe the various forms of reporting to management.
16. Distinguish between routine and special reports. State the various matters
which are sent to management under routine and special reports.
17. Explain different types of reports submitted to the management of an
organisation.
18. Explain the information submitted to different levels of management.

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.

Management Accounting

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What are the three main branches of accounting discussed?

What are the three main branches of accounting discussed?

What are the functional areas of financial accounting?

What are the functional areas of financial accounting?

UNIT – I

The American Institute of Certified Public Accountants Committee on

1. Dealing with financial transactions:

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

LIMITATIONS OF FINANCIAL ACCOUNTING:

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

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

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

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

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

14. It provides ample scope for manipulation like overvaluation or

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

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

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

OBJECTIVES OF COST ACCOUNTING:

4. Fixation of Selling Price:

5. Framing business policy:

a. Continuation or discontinuation of production

LIMITATIONS OF COST ACCOUNTING:

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

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

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

v) Expensive: Cost accounting is expensive and requires

vii) Secondary data: Cost accounting depends on financial

Management Accounting is comprised of two words „Management‟ and

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

The Institute of Chartered Accountants of India defines Management

OBJECTIVES OF MANAGEMENT ACCOUNTING:

Planning involves forecasting on the basis of available information, setting

3. Assists in Decision-making process:

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

Management accounting provides tools for overall control and coordination of

NATURE AND SCOPE OF MANAGEMENT ACCOUNTING:

1. Provides accounting information:

2. Cause and effect analysis.

4. Taking important decisions.

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

8. Supplies information and not decision.

9. Concerned with forecasting.

LIMITATIONS OF MANAGEMENT ACCOUNTING:

Management accounting derives its information from financial accounting, cost

The installation of management accounting system needs a very elaborate

The installation of management accounting involves basic change in

7. Provides only Data:

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

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

Role of Management Accountant

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

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

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

5. To supervise and coordinate preparation of reports to Government

7. To continuously appraise economic and social forces and government

Controllers Institute of America has defined the following duties of

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

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