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Activity-Based Budgeting
Prepared by Douglas Cloud Pepperdine University
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Objectives
After studying this chapter, you should be able
to
1. Describe the shortcomings of the traditional
master budgeting process. 2. Define flexible
budgeting, and discuss its role in planning,
control, and decision making. 3. Define
activity-based budgeting, and discuss its role in
planning, control, and decision making.
Continue
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Objectives
4. Identify and discuss the key features that a
budgetary system should have to encourage
managers to engage in goal-congruent
behavior. 5. Describe budgets for merchandising
and service firms and zero-base budgeting.
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Shortcomings of the Traditional Master Budgeting
Process
The traditional master budget is

• department oriented and does not recognize the
  interdependencies among departments.
• static, not dynamic.
• results, not process, oriented.

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Static Budgets versus Flexible Budgets

• A static budget is a budget for a particular
  level of activity.
• A flexible budget is a budget that provides a
  firm with the capability to compute expected
  costs for a range of activity.

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Budgeted Information on ABT, Inc. (in thousands)
For the Year Ended December 31, 2004

Quarter
1 2 3 4
Year
Unit sales 2,000 6,000 6,000 2,000 16,000 Units
to be produced 2,400 6,000 5,600 2,000 16,000 Budg
eted fixed OH Supervision 100 100 100 100 400 D
epreciation 200 200 200 200 800 Rent 20 20 20 29
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Continued
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Budgeted Information on ABT, Inc. (in thousands)
For the Year Ended December 31, 2004

Quarter
1 2 3 4
Year
Budgeted unit costs Direct materials 0.26 Dire
ct labor 0.12 Variable overhead Supplies 0.03 I
ndirect labor 0.07 Power 0.02
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Performance Report Quarterly Production Costs
(in thousands)
Actual
Budgeted Variance
Units produced 3,000 2,400 600 F Direct materials
cost 927.3 624.0 303.3 U Direct labor
cost 360.0 288.0 72.0 U Overhead Variable Sup
plies 80.0 72.0 8.0 U Indirect
labor 220.0 168.0 52.0 U Power 40.0 48.0 -8.0
F Fixed Supervision 90.0 100.0 -10.0
F Depreciation 200.0 200.0 0.0 - Rent
30.0 20.0 10.0 U Total 1,947.3 1,520.
0 427.3 U
2,400,000 x 0.26
2,400,000 x 0.12
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Flexible Production Budget (in thousands)
Range of Production (units)
Variable Cost Per Unit
2,400 3,000 3,600
Production costs Variable Direct
materials 0.26 624 780 936 Direct
labor 0.12 288 360 432 Variable
overhead Supplies 0.03 72 90 108 Indirect
labor 0.07 168 210 252 Power 0.02 48
60 72 Total variable
costs 0.50 1,200 1,500 1,800
Continued
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Flexible Production Budget (in thousands)
Range of Production (units)
Variable Cost Per Unit
2,400 3,000 3,600
Production costs Fixed overhead Supervision
100 100 100 Depreciation 200 200 20
0 Rent 20 20 20
Total fixed costs 320 320 320 Total
production costs 1,520 1,820 2,120
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Actual versus Flexible Performance Report
Quarterly Production Costs (in thousands)

Actual Budgeted Variance
Units produced 3,000 3,000 ---- Production
costs Direct materials 927.3
780.0 147.3 U Direct labor 360.0 360.0 0.0
Variable overhead Supplies 80.0 90.0 -10.0 F I
ndirect labor 220.0 210.0 10.0 U Power
40.0 60.0 -20.0 F Total variable
costs 1,627.3 1,500.0 127.3 U
Continued
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Actual versus Flexible Performance Report
Quarterly Production Costs (in thousands)

Actual Budgeted Variance
Units produced 3,000 3,000 ---- Fixed
overhead Supervision 90.0 100.0
-10.0 F Direct labor 200.0 200.0 0.0 Rent
30.0 20.0 10.0 U Total fixed
costs 320.0 320.0 0.0 Total
production costs 1,947.3 1,820.0 127.3 U
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Budgets can be used to examine the efficiency and
effectiveness of a company.
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Efficiency is achieved when the business process
is performed in the best possible way, with
little or no waste.
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Managerial Performance Report Quarterly
Production (in thousands)
Flexible Budget Variance (3)
Actual Results (1)
Flexible Budget (2)
Static Budget (4)
Volume Variance (5)
Units produced 3,000 3,000 --- 2,400 600 F Produc
tion costs Direct materials 927.3
780.0 147.3 U 624.0 156.0 U Direct
labor 360.0 360.0 0.0 288.0 72.0 U Supplies 80.0
90.0 -10.0 F 72.0 18.0 U Indirect
labor 220.0 210.0 10.0 U 168.0 42.0 U Power 40.0
60.0 -20.0 F 48.0 12.0 U Supervision 90.0 100.0 -
10.0 F 100.0 0.0 Depreciation 200.0 200.0 0.0 20
0.0 0.0 Rent 30.0 20.0 10.0 U
20.0 0.0 Total costs 1,947.3 1,820.0
127.3 U 1,520.0 300.0 U
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Activity Flexible Budget
Driver Machine Hours
Formula
Level of Activity
Fixed Variable
8,000 16,000
Maintenance 20,000 5.50 64,000 108,000 Mac
hining 15,000 2.00 31,000 47,000
Subtotal 35,000 7.50 95,000 155,000
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Activity-Based Performance Budget

Actual Budgeted Budget

Costs Costs Variance
Maintenance 55,000 64,000
9,000 F Machining 29,000 31,000 2,000 F Inspection
125,500 132,500 7,000 F Setups 46,500 45,000 1,50
0 U Purchases 220,000 226,000 6,000 F
Total 476,000 498,500 22,500 F
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Traditional Budget for the Secure-Care Department
Expense
Budgeted
Category
Amount
Salaries and benefits Brad 110,000 Administrat
ive assistants 70,000 Receptionist
30,000 210,000 Rent 36,000 Supplies 10,000 PCs
and Internet 4,000 Travel 3,000 Investigative
services 6,000 Telephone 4,800
Total 273,800
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Flexible Budget for the Secure-Care Department
Expense
Budgeted Amounts
Category
for 60 Clients
Variable expenses Supplies
10,000 Telephone 3,600 Total
variable expenses 13,600 Fixed
expenses Salaries and benefits 210,000 Rent 36
,000 PC and Internet 4,000 Travel 3,000 Investi
gative services 6,000 Telephone 1,200
Total fixed expenses 260,200 Total
expenses 273,800
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Activity-Based Budget for
the Secure-Care Department
Activity Activity
Cost per Unit Amount of Activity
Description Driver
of Driver Driver Cost
Processing mail No. of clients 125.00 60
7,500 Paying bills No. of bills 1.75 12,000 21,000
Reconciling accounts No. of accounts 114.00 350
39,900 Advertising/ interviewing No. of new
hires 120.00 60 7,200 Investigating No. of new
hires 100.00 60 6,000 Visiting homes No. of
clients 650.00 60 39,000 Writing reports No. of
clients 175.00 60 10,500 Managing dept.
142,700 Total 273,800
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The Behavioral Dimension of Budgeting
Positive behavior occurs when the goals of
individual managers are aligned with the goals of
the organization and the manager has the drive to
achieve them.
If the budget is improperly administered, the
reaction of subordinate managers may be negative.
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Characteristics of a Good Budgetary System
An ideal budgetary system is one that achieves
complete goal congruence and simultaneously
creates a drive in managers to achieve the
organizations goals in an ethical manner.
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Monetary and Nonmonetary Incentives
Incentives are the means that are used to
encourage managers to work toward achieving the
organizations goals.
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Participative Budgeting
Participating budgeting has three potential
problems
1. Setting standards that are either too high or
too low 2. Building slack into the budget
(padding the budget) 3. Pseudoparticipation
Only superficial participation is sought from
lower-level managers
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Zero-Base Budgeting

• The prior years budgeted level is not taken for
  granted
• Existing operations are subject to in-depth
  analysis
• Continuance of the activity must be justified on
  the basis of need
• Each submit company starts from ground zero
• Time-consuming and costly

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Zero-Base Budgeting
A reasonable compromise to cost is to use
zero-base budgeting every three to five years in
order to weed out waste and inefficiency.
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End of
Chapter
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