Flexible Budget A versatile budget is a budget prepared using the ACTUAL level that production rather of the budgeted activity. The difference in between actual prices incurred and also the flexible spending plan amount because that that same level of operations is referred to as a budget variance. Budget variances have the right to indicate a department’s or company’s level of efficiency, because they emerge from a compare of what was v what should have actually been. The power report reflects the spending plan variance for each line item.

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A flexible budget permits volume distinctions to be gotten rid of from the analysis since we are using the very same actual level of activity for both budget and also actual. How deserve to we perform this? we will require to recognize the budgeted variable cost per unit because that each variable cost. Budgeted fixed costs would continue to be the same since they do not adjust based top top volume.

To highlight the computation of budget plan variances, assume the Leed’s monitoring prepared one overhead budget based upon an supposed volume the 100% capacity, or 25,000 units. In ~ this level of production, the budgeted quantity for gives is a variable expense at \$0.08 every unit for a full of \$2,000 (25,000 systems x \$0.08). By the end of the period, Leed has used \$1,900 that supplies. Our first impression is that a favorable variance of \$100 exist (\$1,900 actual lot is much less than the \$2,000 budget plan amount).

However, if Leed’s actual production for the period was only 22,500 units (90% that capacity), the firm would have an adverse variance of \$100. Why? since at 90% capacity of 22,500 units, the versatile operating budget plan for supplies would it is in \$1,800 (22,500 units x \$0.08). The \$1900 yes, really supplies offered is \$100 much more than the flexible budget plan amount that \$1,800. Consequently, it appears that Leed offered supplies inefficiently.

To give another example utilizing the data in exhibit 6, Leed’s monitoring may have budgeted maintenance at USD 5,600 for a given duration assuming the firm planned to develop 20,000 systems (80 per cent of operation capacity). However, Leed’s really maintenance costs may have been USD 6,200 because that the period. This an outcome does no necessarily median that Leed had negative variance of USD 600. The variance relies on actual production volume.

Assume as soon as again that Leed actually produced 22,500 units throughout the period. The agency had budgeted maintenance costs at USD 6,300 for that level of production. Therefore, there would certainly actually it is in a favorable variance the USD 100 (USD 6,300 – USD 6,200).

Flexible budgets often present budgeted quantities for every 10 per cent readjust in the level the operations, such as at the 70 every cent, 80 per cent, 90 every cent, and also 100 per cent level of capacity. However, really production might fall between the levels displayed in the flexible budget. If so, the company can uncover the budgeted amounts at that level that operations making use of the following formula:

Budgeted lot = Budgeted fixed part of costs +

Flexible operating budget and budget variances illustrated As proclaimed earlier, a functional operating budget plan provides comprehensive information around budgeted costs at various levels the activity. The main benefit of utilizing a flexible operating budget along with a to plan operating budget plan is that management deserve to appraise performance on 2 levels. First, management can compare the actual results with the planned operating budget, which enables management to analyze the deviation the actual output from meant output. Second, given the actual level that operations, management can compare actual prices at really volume v budgeted prices at actual volume. The usage of functional operating budgets offers a valid basis for comparison when actual production or sales volume different from expectations.

Using the data from exhibit 3, exhibition 7 and Exhibit 8, current Leed’s in-depth planned operation budget and flexible operating budget plan for the quarter ended 2010 march 31. The to plan operating budget was based upon a sales estimate of 20,000 units and also a production forecast the 25,000 units. Exhibition 7 and also Exhibit 8 show actual sales of 19,000 units and also actual manufacturing of 25,000 units. (As is typically the case, the budgeted and also actual amounts are not equal.) The actual offering price was USD 20 per unit, the exact same price the management had forecasted.

 Leed Company Comparison of planned operation budget and actual results For quarter finished 2010 march 31 Planned budget Actual Sales (budgeted 20,000 units, really 19,000 units) \$400,000 \$380,000 Cost of items sold: start finished goods inventory \$130,000 \$130,000 price of goods manufactured (25,000 units): straight materials \$ 50,000 \$ 62,500 straight labor 150,000 143,750 Variable production overhead 25,000 31,250 Fixed manufacturing overhead 75,000 75,000 cost of goods manufactured \$300,000 \$312,500 expense of goods available for sale \$430,000 \$442,500 finishing finished goods inventory 180,000 200,000 expense of items sold \$250,000 \$242,500 Gross margin \$150,000 \$137,500 Selling and also administrative expenses: Variable \$ 40,000 \$ 28,500 Fixed 100,000 95,000 total selling and administrative expenses \$ 140,000 \$123,500 Income before income taxes \$ 10,000 \$ 14,000 Deduct: approximated income count (40%) 4,000 5,600 Net income \$ 6,000 \$ 8,400

Exhibit 7: Leed Company: compare of planned operation budget and actual results

In exhibit 7 us compare the actual results with the planned operating budget. Comparison of actual results with the plan operating budget plan yields some beneficial information due to the fact that it mirrors where actual power deviated indigenous planned performance. Because that example, sales to be 1,000 units reduced than expected, sales revenue was USD 20,000 much less than expected, pistol margin to be USD 12,500 much less than expected, and net earnings was USD 2,400 more than expected.

The comparison of actual outcomes with the to plan operating budget does not administer a communication for analyzing whether or not administration performed effectively at the really level of operations. For example, in exhibition 7, the cost of items sold to be USD 7,500 much less than expected. The meaning of this difference is no clear, however, due to the fact that the actual expense of goods sold relates to the 19,000 units actually sold, when the planned cost of products sold relates to the 20,000 units expected.

A firm makes a valid analysis of expense controls by to compare actual outcomes with a versatile operating budget based on the levels of sales and production that actually occurred. Exhibit 8 mirrors the to compare of Leed’s flexible operating spending plan with the yes, really results. Keep in mind that the flexible spending plan in exhibit 8 is made up of several pieces. The versatile budget amounts for sales revenue and selling and administrative expenses come indigenous a versatile sales budget plan (not shown) for 19,000 devices of sales.

 Leed Company Comparison of flexible operating budget and also actual results For quarter finished 2010 march 31 Flexible budget Actual Budget variance over (under) Sales (19,000 units) \$ 380,000 \$ 380,000 \$ -0- Cost of items sold: Beginning finished goods inventory \$ 130,000 \$ 130,000 \$ -0- Cost of goods manufactured (25,000 units): direct materials \$ 50,000 \$ 62,500 \$ (12,500) straight labor 150,000 143,750 (6,250) Variable production overhead 25,000 31,250 6,250 Fixed production overhead 75,000 75,000 -0- expense of items manufactured) \$300,000 \$312,500 \$ 12,500 cost of goods obtainable for sale \$430,000 \$442,500 \$ 12,500 finishing finished items inventory 192,000 200,000 8,000 price of products sold (19,000 units) \$238,000 \$242,500 \$ 4,500 Gross margin \$ 142,000 \$ 137,500 \$ (4,500) Selling and also administrative expenses: Variable \$ 38,000 \$ 28,500 \$ (9,500) Fixed 100,000 95,000 (5,000) full selling and administrative expenses \$138,000 \$123,500 \$ (14,500) Income before income taxes \$ 4,000 \$ 14,000 \$ 10,000 Deduct: estimated taxes (40%) 1,600 5,600 4,000 Net income \$ 2,400 \$ 8,400 \$ 6,000

Exhibit 8: Leed Company: comparison of flexible operating budget and actual results

In comparisons such as these, if the number of units developed is equal to the number sold, plenty of companies execute not show their beginning and ending inventories in their flexible operating budgets. Instead, the functional operating budget may display the variety of units actually offered multiplied by the budgeted unit price of direct materials, straight labor, and also manufacturing overhead. This budget additionally shows actual prices for direct materials, direct labor, and also manufacturing overhead because that the variety of units sold.

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The comparison of the actual outcomes with the functional operating spending plan (Exhibit 8) reveals part inefficiencies for items in the expense of products manufactured section. For instance, direct materials and also variable overhead costs were considerably greater than expected. Straight labor costs, top top the various other hand, were somewhat lower than expected. Both variable and fixed selling and administrative costs were lower than expected. Net revenue was USD 6,000 an ext than meant at a sales level the 19,000 units.