Performance Management
Paper F5
Course Notes
ACF5CN07(D)
l
F5 Performance Management
Study Programme
Page
Introduction to the paper and the course............................................................................................................... (ii)
1
2a
2b
2c
2d
2e
Costing ........................................................................................................................................................ 1.1
Activity based costing................................................................................................................................ 2a.1
Target costing............................................................................................................................................ 2b.1
Life cycle costing ........................................................................................................................................2c.1
Backflush accounting................................................................................................................................. 2d.1
Throughput accounting.............................................................................................................................. 2e.1
End of Day 1 – refer to Course Companion for
3
4
5
6
Home Study
Progress test 1
Limiting factor analysis ................................................................................................................................ 3.1
Pricing decisions ......................................................................................................................................... 4.1
Short term decisions.................................................................................................................................... 5.1
Risk and uncertainty.................................................................................................................................... 6.1
End of Day 2 – refer to Course Companion for
Home Study
Progress test 2
Course exam 1
7
8
9a
9b
10
11a
Objectives of budgetary control ................................................................................................................... 7.1
Budgetary systems...................................................................................................................................... 8.1
Quantitative analysis in budgeting............................................................................................................. 9a.1
Learning curves......................................................................................................................................... 9b.1
Budgeting and standard costing ................................................................................................................ 10.1
Variance analysis .................................................................................................................................... 11a.1
End of Day 3 – refer to Course Companion for
11b
12
13
14
15
Home Study
Progress test 3
Further variance analysis ........................................................................................................................ 11b.1
Behavioural aspects of standard costing................................................................................................... 12.1
Performance management........................................................................................................................ 13.1
Divisional performance measures ............................................................................................................. 14.1
Further performance management............................................................................................................ 15.1
End of Day 4 – refer to Course Companion for
Home Study
Progress test 4
Course exam 2
16
17
18
19
20
Answers to lecture examples..................................................................................................................... 16.1
Question and Answer bank ....................................................................................................................... 17.1
Appendix A: Pilot Paper questions ........................................................................................................... 18.1
Appendix B: Relevant articles.................................................................................................................... 19.1
Appendix C: Mathematical formulae.......................................................................................................... 20.1
Don’t forget to plan your revision phase!
•
•
•
•
Revision of syllabus
Testing of knowledge
Question practice
Exam technique practice
BPP provides revision courses, question days,
mock days and specific material to assist you in
this important phase of your studies.
(i)
INTRODUCTION
Introduction to Paper F5 Performance Management
Overall aim of the syllabus
To develop knowledge and skills in the application of management accounting techniques to quantitative and
qualitative information for planning, decision-making, performance evaluation, and control.
The syllabus
The broad syllabus headings are:
A
B
C
D
E
Specialist cost and management accounting techniques
Decision making techniques
Budgeting
Standard costing and variance analysis
Performance Measurement and control
Main capabilities
On successful completion of this paper, candidates should be able to:
•
Explain, apply, and evaluate cost accounting techniques
•
Select and appropriately apply decision-making techniques to evaluate business choices and promote
efficient and effective use of scarce business resources, appreciating the risks and uncertainty inherent
in business and controlling those risks
•
Apply budgeting techniques and evaluate alternative methods of budgeting, planning and control
•
Use standard costing systems to measure and control business performance and to identify remedial
action
•
Assess the performance of a business from both a financial and non-financial viewpoint, appreciating
the problems of controlling divisionalised businesses and the importance of allowing for external
aspects.
Links with other papers
Advanced
Performance
Management (P5)
Performance
Management (F5)
Management
Accounting (F2)
(ii)
INTRODUCTION
F5 is the middle paper in the management accounting section of the qualification structure. It builds upon F2
which covers techniques and feeds into P5 which requires you to think strategically and consider environmental
factors.
F5 requires you to be able to apply techniques and think about their impact on the organisation. It seeks to
examine candidates’ understanding of how to manage the performance of a business.
Assessment methods and format of the exam
Examiner: Geoff Cordwell
The examination is a three hour paper with 15 minutes' reading time.
Format of the Exam
4 compulsory 25-mark questions
Questions on each paper will be drawn from as many of the five syllabus areas as possible. It is likely that
they will be based on simple, realistic scenarios. The paper will be approximately 50% calculation, 50%
discussion, but it is unlikely that a fully written question will be set. Wherever possible students will first be
asked to analyse / interpret given numbers and then prepare calculations of their own.
(iii)
INTRODUCTION
Course Aims
Achieving ACCA's Study Guide Outcomes
Amended to reflect presentation in main body
A
Specialist cost and management accounting techniques
A1
A2
A3
A4
A5
Activity based costing
Target costing
Life cycle costing
Backflush accounting
Throughput accounting
B
Decision-making techniques
B1
B2
B3
B4
Multi-limiting factors and the use of linear programming and shadow pricing
Pricing decisions
Make-or-buy and other short-term decisions
Dealing with risk and uncertainty in decision-making
C
Budgeting
C1
C2
C3
C4
C5
Objectives
Budgetary systems
Types of budget
Quantitative analysis in budgeting
Behavioural aspects of budgeting
D
Standard costing and variance analysis
D1
D2
D3
D4
D5
Budgeting and standard costing
Basic variances and operating statements
Material mix and yield variances
Planning and operational variances
Behavioural aspects of standard costing
E
Performance measurement and control
E1
E2
E3
E4
The scope of performance measurement
Divisional performance and transfer pricing
Performance analysis in not-for-profit organisations and the public sector
External considerations and behavioural aspects
Chapter 2a
Chapter 2b
Chapter 2c
Chapter 2d
Chapter 2e
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapters 7 & 8
Chapter 8
Chapters 9a & b
Chapter 7
Chapter 10
Chapter 11a
Chapter 11b
Chapter 11b
Chapter 12
(iv)
Chapter 13
Chapter 14
Chapter 15
Chapter 15
INTRODUCTION
Classroom tuition and Home study
Your studies for BPP consist of two elements, classroom tuition and home study.
Classroom tuition
In class we aim to cover the key areas of the syllabus. To ensure examination success you will to spend private
study time reinforcing your classroom course with question practice and reviewing areas of the Course Notes
and Study Text.
Home study
To support you with your private study BPP provides you with a Course Companion which helps you to work at
home and aims to ensure your private study time is effectively used. The Course Companion includes a Home
Study section which breaks down your home study by days, one to be covered at the end of each day of the
course. You will find clear guidance as to the time to spend on various activities and their importance.
You are also provided with progress tests and two course exams which should be submitted for marking as they
become due.
These may include questions on topics covered in class and home study.
BPP Learn Online
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health check.
ACCA Forum
We have thriving ACCA bulletin boards at www.bpp.com/accaforum. Register and discuss your studies with
tutors and students.
Helpline
If you have any queries during your private study simply contact your class tutor on the telephone number or
e-mail address that they will supply. Alternatively, call +44 (0)20 8740 2222 (or your local training centre if
outside the London area) and ask for a tutor for this paper to speak to you or to call you back within 24 hours.
Feedback
The success of BPP’s courses has been built on what you, the students tell us. At the end of the course for each
subject, you will be given a feedback form to complete and return.
If you have any issues or ideas before you are given the form to complete, please raise them with the course
tutor or relevant head of centre.
If this is not possible, please email
[email protected].
(v)
INTRODUCTION
Key to Icons
Exam alert
This is an area that commonly gets examined so you should make sure you are comfortable with
this section.
Formula to learn
This formula will not be provided in the exam so you need to learn it.
Question practice from the Course Companion
Question practice is key to passing the exam. Please refer to your Course Companion
Skills test standard
A area which has frequently been tested in skills tests
Course Companion reference
Further reading is needed in this area to consolidate your knowledge
(vi)
Costing
Syllabus Guide Detailed Outcomes
Having studied this chapter you will be able to:
•
Gain a broader background knowledge of areas covered in paper F2. These topics will be built upon throughout
F5
Exam Context
These topics will not be examined in their own right. However, this knowledge could be examined as part of other topics
such as ABC, pricing, etc.
Qualification Context
You will have studied these areas in F2 and will continue to build on them in your management accounting studies.
Business Context
Absorption costing is a method of apportioning all the production costs to a unit. Historically, this was a very common
costing method in the manufacturing industry.
1.1
1: COSTING
Overview
Costing
Absorption Costing
Marginal Costing
OAR
Contribution
Under / Over Absorption
Reconciliation of profit
1.2
1: COSTING
1
Principles of absorption costing
1.1
A method whereby all production costs are included in the costing of a cost unit, ie. direct
materials, direct labour, variable production overheads and fixed production overheads.
IAS2 requires an element of fixed production overhead to be ‘absorbed’ into product cost for
inventory valuation purposes. All production costs are charged to units of production.
Example of a standard cost card for a cost unit
1.2
$/unit
Direct costs:
Direct materials
Direct labour
(5kg @ $3/kg)
(3 hrs @ $6/hr)
Indirect costs:
Variable overheads
Fixed overheads
Full product cost
2
15.00
18.00
33.00
2.00
3.00
38.00
Calculating the cost per unit
2.1
1.3
1: COSTING
Revision Example: CD Factory
CD
50c
Overheads
???
Royalties
$1
Cost Card
Box
50c
Direct materials:
$
0.50
0.50
3.00
1.00
5.00
?
?
Blank CD
Box
Direct labour
Direct expense: Royalties
PRIME (direct) COST
Indirect production costs
TOTAL PRODUCTION COST
Labour
½ hr @ $6/hr
Indirect Production costs/ overheads
Costs such as rent, supervisor’s salary, electricity etc are also incurred during production but
they cannot be directly related to each CD.
How should these costs be allocated to a CD?
Three Step Process:
(1)
(2)
(3)
Allocate/apportion overheads to cost centres
Re-apportion service centre costs to production cost
centres
Absorb into production
For example:
Total overheads are $20,000
(1) Allocate: Pressing & packing
supervisors and a chef.
Apportion:
Rent based on floor space
$10,000 across 1,000m2
(2)
Pressing
$5,000
Packing
$3,000
Canteen
$2,000
500m2
$5,000
300m2
$3,000
200m2
$2,000
Re-apportion:
Direct method
Step Method
Reciprocal
: no inter-service cost centre work
: recognise significant inter-service cost centre work
: recognise all inter-service cost centre work
Eg. Direct method
Total production overheads
Split canteen based on no.
employees
(80% pressing, 20% packing)
(3)
Absorb into production
1.4
Total
$
20,000
Pressing
$
10,000
Packing
$
6,000
Canteen
$
4,000
20,000
3,200
13,200
800
6,800
(4,000)
Nil
1: COSTING
3
Overhead absorption rates
3.1
O.A.R =
Estimated overhead costs
Expected (normal) activity level
Example CD Factory continued.
(Step 3) Absorb into production –
Produce 20,000 CDs
Pressing = $13,200/20,000 CDs =
Packing = $6,800/20,000 CDs =
$0.66
$0.34
$1.00 → add to cost card
Absorption Costing Summary
3.2
PRODUCTION COSTS
DIRECT COSTS
$5.00 per unit
INDIRECT COST
1
Allocate + apportion:
Pressing
$10,000
Packing
$6,000
2
Re-allocate service CCs:
Pressing
$13,200
Packing
$6,800
2
Absorb into production
Pressing
$0.66
Packing
$0.34
Canteen
$4,000
COST CARD
$
1.00
3.00
1.00
5.00
1.00
6.00
Direct materials
Direct labour
Direct expenses
PRIME COST
Fixed overheads absorbed
TOTAL PRODUCTION COST
1.5
1: COSTING
4
Absorption into units of production
Bases
4.1
(a)
(b)
(c)
(d)
(e)
(f)
Per unit
Per direct labour hour
Most frequently used in exams
Per machine hour
Percentage of direct materials cost
Percentage of direct labour cost
Percentage of prime cost
4.2
The basis level is always determined by the normal level of activity (IAS2) and the basis
chosen should bear some reasonable relationship to the product.
Example CD Factory continued.
If the factory produces CDs and DVDs, it cannot absorb $1 per unit across both.
Labour hours are as follows:
DVD
CD
Pressing
1 hr
½ hr
Packing
¼ hr
¼ hr
Pressing
10,000 labour hours
5,000 labour hours
15,000 labour hours
Produce 10,000 DVDs
Produce 10,000 CDs
Packing
2,500 labour hours
2,500 labour hours
5,000 labour hours
OAR
Pressing = $13,200 / 15,000 labour hours = $0.88/hr
Packing = $6,800 / 5,000 labour hours = $1.36/hr
∴ DVD OAR:
Pressing
Packing
$
0.88
0.34
1.22
(1hr x $0.88)
(¼ hr x $1.36)
∴ CD OAR:
Pressing
Packing
(1/2 hr x $0.88)
(¼ hr x $1.36)
1.6
0.44
0.34
0.78
1: COSTING
5
Under / Over Absorption
5.1
$
X
(X)
X/(X)
Actual overhead expenditure
Amount of overhead absorbed
Under/(over) absorption
5.2
Reasons for under/over absorption:
Expenditure variance – Actual overhead expenditure differed from budgeted overhead
expenditure.
Volume variance
– Actual production activity differed from expected (normal) activity
level.
Lecture example 1
Preparation question
Selling price per unit
Variable costs per unit
direct materials
direct labour
production overhead
selling and distribution
Fixed costs:
Production: budgeted
actual
Selling and distribution:
(budgeted and actual)
$10
$2
$3
$1
$1
$8,000
$8,500
$2,000
Activity levels:
Year 1
Units
4,000
4,200
4,400
Budgeted production
Actual sales
Actual production
There is no opening inventory in Year 1.
Required
Prepare an income statement under absorption costing.
1.7
1: COSTING
Solution
Year 1
$
Sales
Cost of sales:
opening inventory
Production:
variable costs
fixed costs
closing inventory
(Over)/under absorption
Gross profit
Variable selling & distribution
Fixed selling & distribution
Net profit
Workings:
1.8
$
1: COSTING
6
Advantages and disadvantages of absorption costing
6.1
Advantages of absorption costing.
6.2
(a)
It recognises that selling prices must cover all costs.
(b)
It complies with IAS 2 on accounting for inventory, whereby the value of inventory
must include an appropriate amount of fixed production overhead.
Disadvantages of absorption costing.
(a)
Profits can be manipulated by simply changing production levels. This is because
overheads will be carried forward in closing inventory.
(b)
It is based on the assumption that overheads are volume related. In the next chapter
we will see that ABC assumes that many overheads are complexity and diversity
related, not merely volume related.
7
Principles of marginal costing (variable costing)
7.1
(a)
A principle whereby variable production costs only are charged to cost units and
the fixed costs attributable to the relevant period are written off in full against the
contribution for the period.
(b)
Inventory is valued at variable cost of production.
8
Contribution
8.1
Contribution towards fixed costs is represented by:
(a)
Selling price per unit less all variable costs per unit (whether production admin. or
selling etc).
(b)
Fixed costs + profit.
1.9
1: COSTING
Lecture example 2
Preparation question
There is no opening inventory in Year 1.
Selling price per unit
Variable costs per unit
direct materials
direct labour
production overhead
selling and distribution
Fixed costs:
Production: budgeted
actual
Selling and distribution:
(budgeted and actual)
$10
$2
$3
$1
$1
$8,000
$8,500
$2,000
Activity levels:
Units
4,000
4,200
4,400
Budgeted production
Actual sales
Actual production
Required
Complete the income statement under marginal costing principles.
Solution
$
Sales
Variable production costs:
opening inventory
production
closing inventory
Variable selling & distribution
CONTRIBUTION
Fixed costs:
production
selling & distribution
PROFIT
1.10
$
1: COSTING
Workings:
9
Advantages and disadvantages of marginal costing
Advantages
9.1
(a)
Most appropriate for decision making as it highlights contribution. (It is useful for
short-term pricing decisions or decisions on one-off or ad-hoc contracts.)
(b)
Fixed costs are treated in accordance with their nature, ie as period costs.
(c)
Profit depends on sales and efficiency not on production levels.
(d)
Slightly simpler variance analysis.
Disadvantages
9.2
(a)
There is a danger that products will be sold on an ongoing basis at a marginal
contribution which fails to cover fixed costs.
(b)
Does not comply with IAS 2, thus necessitating year end adjustments for the
preparation of published accounts.
(c)
Necessitates analysis of mixed costs between fixed and variable.
(d)
Seasonal variations in a year can cause unnecessary profit variances.
1.11
1: COSTING
10 Effect of inventory valuation on profit
10.1 (a)
Production = sales
(so inventory is constant)
AC profit = MC profit
(b)
Production < sales
(so inventory is falling)
AC profit < MC profit
(c)
Production > sales
(so inventory is climbing)
AC profit > MC profit
10.2 If there is a difference between the two profit figures the difference between the figures will
effectively be the OAR/unit x movement in inventory.
10.3 You can remember which profit will be highest using SIAM
S –
I –
A –
M–
Stock (Inventories)
Increase
Absorption profit
More
Lecture example 3
Preparation question
Reconcile the profit figures calculated in lecture examples 1 and 2.
Solution
1.12