财政预算-hnd

PreparingFinancialForecastsOutcome3&4IntroductionThisreportshowsthevariancesofdirectmaterialtotal,usage,price,directlabortotal,rate,efficiency,andtotaloverheadbyatableandofflexedbudget.Andalsogivetherecommendationandconclusion.FlexbudgetTricolPlcFlexedBudgetForJune2008OriginalBudget2,000unitsFlexedBudget1,600unitsActualResults1,600unitsVarianceF/A￡￡￡￡Directmaterials80,00064,00061,6002,400FDirectLabor36,00028,80035,2006,400AVariableoverheads4,0003,2003,2000Insurance2,2002,2002,400200ADepreciation1,5001,5001,5000RentandRates2,5002,5002,5000Administration2,0002,0002,200200ATotal128,200104,200108,6004,400AVariancesanalysisThedirectmaterialusagevarianceis8000(F),itshowsthattheflexedbudgetis￡8,000morethantheactualcost,asaresultoftheusingofhigher-gradematerialsandchangingofthewayofproduction.Thedirectmaterialpricevarianceis5600(A),whichmeansthattheactualpriceis￡5600morethantheflexedbudgetprice,becauseoftheTricolPLChadchangedtheirsupplierandpurchasethehigher-gradematerialleadtothepriceraisedfrom￡10per/kgto￡11per/kg.Thedirectmaterialtotal=directmaterialusage–directmaterialprice.Ascalculatedabove,8000-5600=2400,thedirectmaterialtotalvarianceis￡2400.Thedirectlaborratevarianceis3520(A),whichmeansthattheactuallaborrateis￡3520morethantheflexedbudget,causedbythecompanysuppliedahigher-than-expectedwage,thelaborcostraisedfrom￡9perhourto￡10perhour,andmaybecauseSomeemployeesstillapprentices,withpoorefficiency.Thedirectlaborefficiencyvarianceis2880(A),astosay,theactuallaborefficiencyis￡2880morethanflexedbudgetefficiency.Itmaybebecausethemachineontheproductionlineequipmentgettingoldanditinfluencetheefficiencyofemployeesatthetimeofproduction,ormaybethecultureofthecompanyisnotsowellatcurrenttime,whichresultinreducedefficiency.Thedirectlabortotalvarianceis6400(A)causedbythelaborratevarianceandefficiencyvariance.Itshowsthattheactualtotallaboris￡6400morethantheflexedbudgettotallabor.Thetotaloverheadvarianceis400(A)thatmeanstheactualtotaloverheadis￡400morethanflexedbudget,whichcausedbythechangingofadministrationoverheadandinsurancecostboth.Thesetwothingsmaychangebythecompanychangethesalaryofthemanagement,andtheymayaddextrainsurancesfortheemployeesorthemachinery.ConclusionThereisapolicyofthecompanyinwhichthecompanyappliesarateofsignificanceof3%foranyVarianceanalysis.Accordingtothedataabove,wecanclearlyseethatalltheactualvariancesarehigherthan3%,itmaycausedbytheactualproductionforJunewas80%ofthetargetamount,andtherearesomerespectshadbeenchangedinthefactory.RecommendationI’dgivesomeadvicestoTricolPlcforimprovingtheirbusiness.Toimprovetheefficiencynotonlybyincreasethesalarybutalsochangethewayofproduction.Thecompanymaydiscusswiththenewsuppliertolowerrawmaterialprices.Trainingagroupofexperiencedstaff.Appendix1.Directmaterialtotalvariance(Standardunitsofactualproduction*standardprice)-(actualquantity*actualprice)10*4*1600-61600=2,400(F)2400/64000=3.75%2.DirectmaterialusagevarianceStandardprice*(standardunitsofactualproduction–actualunits)10*(4*1600-5600)=8,000(F)8000/64000=12.5%3.DirectmaterialpricevarianceActualquantity*(standardprice–actualprice)5600*(10-11)=5,600(A)5600/64000=8.75%4.Directlabortotalvariance(Standardhoursofactualproduction*standardrateph)–(actualhours*actualrateph)2*1600*9-35,200=6400(A)6400/28800=22.22%5.DirectlaborefficiencyvarianceStandardrateph*(standardhoursofactualproduction-actualhours)9*(1,600*2-3,520)=2880(A)2880/28800=10%6.DirectlaborratevarianceActualhours*(standardrateph-actualrateph)3520*(9-10)=3,520(A)3520/28800=12.22%7.TotaloverheadvarianceTotalstandardoverheadforactualproduction-totalactualoverheads(1600*2-3,200)-(8,200-8,600)=400(A)400/(3200+8200)=3.51%IntroductionI’mgoingtocalculatesomeperiodsinordertohelpTricalPlcmakecorrectdecisionaboutthenewinvestment.Theseperiodsinclude:thepaybackperiod,ARRandNPV.AssumptionsThereisnotaxationandinflation,bywhichtheaccountingstatementsandthevalueofmoneywouldbeeffected.Theappropriatediscountrateisknowninabletocalculateeasier.Thecompanyhasenoughmoneytopaythetotalcostinordertoavoidthechainbrokenofcapitalhappen.ThepaybackperiodYearAnnualcashflow￡Cumulativecashflow￡0(1000,000)(1000,000)1160,000(840,000)2160,000(680,000)3320,000(360,000)4320,000(40,000)5320,000280,000Netcashbenefit280,000280,000ARRProject￡CapitalCost1000,000Profitinyear1160,000Profitinyear2160,000Profitinyear3320,000Profitinyear4320,000Profitinyear5320,000Totalprofitafterdepreciation256,000TotalprofitProjectlifeinyears256000/5Averageprofit￡51200￡256000￡1000000*100125.6%NPVThecalculationofnetpresentvalueat10%yearCashFlowpresentvaluefactorat10%presentvalue￡￡￡0(1,000,000)1.000(1,000,000)1160,0000.909145,4402160,0000.826132,1603320,0000.751240,3204320,0000.683218,5605320,0000.621198,720935,200NetPresentValue(64,800)AnalysisPaybackisthesimplestmethodtoappraiseiftheinvestmentandprojectwillmakeprofit.Paybackmeasuresthenumberofyearsitisexpectedtotaketorecoverthecostoftheoriginalinvestment.Theshortestpaybackperiodofinvestmentorprojectwillbechosen.However,paybackperiodisbasedontheaccountingstatements,inflationma