Performance Management Flashcards
Explain what management by exceptions means
The Practice of examining financial & operational results that deviate significantly from what is expected, whether favorable or unfavorable.
Define the standard cost system
Is a system for applying standard cost into an accounting system. A standard cost is the input cost expected for the actual output received.
Reasons for adopting a standard cost system
1) Useful in planning (budgeting, project planning etc)
2) For control purposes (actual vs. standard costs)
3) Provides available costs immediately (decision making)
Describe the Performance Evaluation Cycle
- Prepare std. cost performance variance
- Analyze variances
- Receive feedback
- Respond to feedback
- Take corrective actions
- Conduct next periods operations
Identify & explain the different cost centers
1) Cost center - controls costs only
2) Revenue center - controls revenue only
3) Profit center - controls profit only
4) Investment center - controls cost, revenues & invested capital
Explain the Degree of Operating Leverage and how to calculate it
An evaluation tool to determine how responsive (or volatile) the changes in OI is to change in sales.
1) CM / OI
2) % chg in OI / % chg in Sales
Explain the product line as a segment evaluated by the organization
It’s evaluated by the product profitability analysis, which enables a company to identify product that will provide the max total CM or OI.
Explain the geographical area as a segment evaluated by the organization
It’s evaluated by the area profitability analysis in order to either reduce costs in low profit areas or increase sale in high profit areas.
Explain why the allocation of common costs among segments can be an issue in performance evaluations.
Common costs can’t be distributed using cause/effect relationship. They aren’t controllable and are imposed which demotivates management if not reasonably allocated.
Explain Stand-alone cost allocation
A method of allocating common costs which assumes each users is a separate entity. Total costs are allocated proportionately.
Explain Incremental cost allocation
A method of allocating common costs that categorize users as primary and secondary (incremental). Costs are charged first to primary users and remaining costs are allocated to secondary users.
Define transfer pricing
Transfer pricing is the price to transfer within an organization. It’s the price set by the selling division to the buying divisions for internal transfer of goods.
What are the objectives of transfer pricing
(MoGoFair)
Motivation - encourage autonomy
Goal Congruence - advantageous to the whole company
Fair Reward - efforts & effectiveness of decisions making must be rewarded fairly.
Explain what transfer prices impact
(GPS-M)
- Goal Congruence
- Performance Evaluation
- Sub-unit Autonomy
- Managerial Effort
Explain the advantages/disadvantages of Market Based Price in transfer pricing
The price @ which the services being transferred is sold to the outside market
Advantage: Used in a perfectly competitive market, it can promote the GPS-M
Disadvantage: Market price may not be available or easily determinable. Some products can fluctuate quickly/significantly. If the market prices are not competitive it can lead to unpractical decision making.
Explain the advantages/disadvantages of Cost Based Price in transfer pricing
The price used when market price isn’t available. Can be full cost, variable or others
Advantage: Costs are readily available from accounting records
Disadvantage: May lead to sub-optimization. The selling division has little or no incentive to control costs. Ignores the selling division’s effort to generate a profit.
Explain the advantages/disadvantages of Negotiated Price in transfer pricing
The price agreed upon between the selling & buying divisions.
Advantage: Conflicts can be reduced and everyone agrees on the price.
Disadvantage: Can reduce the autonomy of divisions, can be costly to implement, and negotiation can require too much time/effort.
Explain the Negotiated price method
The agreed upon price between buying/selling divisions
Explain how transfer pricing is affected by business issues such as outside suppliers
The presence of outside suppliers implies there is a market price. If there is no market price, the the transfer price will be either cost or a negotiated price.
Explain how transfer pricing is affected by opportunity costs associated with capacity usage
If the selling division is operating @ full capacity, the company must compare the savings from selling internally vs the opportunity cost of lost sales.
Explain the PASS-QAAS
Variance calculation where: P = Price/Rate Q = Quantity/Efficiency A = Actuals S= Standard
Calculate the DMQV, DLEV & VOHEV
Using the bottom portion of PASS - QAAS
(AQ-SQ) x SP
Calculate the DMPV, DLRM, VORV
Using the top portion of PASS - QAAS
(AP-SP) xAQ
Calculate the Fixed Spending Variance (ABS)
Difference of AFO & BFO
AFO= Actual FOH Rate x Actual Activity
BFO = Budgeted FOH Rate x Budgeted Activity
Calculate the Fixed Volume Variance (ABS)
Difference of BFO & SFO
BFO = Budgeted FOH Rate x Budgeted Activity
SFO = Budgeted FOH Rate x Standard Activity*
*Std Activity is Standard Input Allowed for Actual Output (SIAFAO)
Compute WASPAM
(Weighted Avg. Std. Price Actual Mix)
*Sales Actual Mix
(Actual Units / Total Actual Units) x Std UCM
Compute WASPSM
(Weighted Avg. Std. Price Std. Mix)
* Sales Std Mix
Std. UCM x Budgeted Qty.
Calculate the Sales Mix Variance
(WASPAM - WASPSM) x Total AU sold
Compute WASCAM
(Weighted Avg. Std Cost Actual Mix)
*Cost Actual Mix
Std. Cost x Actual Mix
Compute WASCSM
(Weighted Avg. Std. Cost Std. Mix)
*Cost Std. Mix
Std. Cost x Std. Mix
Calculate Mix Variance
*For Material/Labor
(WASCAM - WASCSM) x AQ
Calculate Yield Variance
*DM or Labor
(Total AQ - Total SQ) x WASCSM
Compute the Actual Mix & Std. Mix
*Materials/Labor
Actual mix x total output
Std. Mix x total output
Discuss performance measures
Evaluations measures show how the company is progressing towards strategic/operational goals & objectives.
Timely feedback is important to respond to gaps between actual and desired levels.
Performance measures should relate to factors that change revenues or costs.
Explain the difference performance evaluations
- Cost measurement: accumulating/recording costs
- Cost Allocation: critical to provide strategic/operating decisions. Must motivate mgmt to change.
- Investment: measures total assets, working capital & non-idle assets. Must be uniform among lines/units
Calculate ROI
Operating Income/ Invested asset
Unless otherwise noted
Calculate RI (Residual Income)
Operating Income - (Invested Assets x Required rate of return)
ROI Benefits & Limitations
1) Easy to calculate & understand
2) Comparable to company’s “Hurdle Rate”
3) Provides fair comparison
- 1)Focus on S/T and considers physicals/monetary assets only
- 2) Elements can be easily manipulated
- 3) May reject investments that are lower even it they would increase value.
RI Benefits & Limitations
1) Supports the acceptance of all investments w/positive income
2) Dollar amount which quantifies better analysis
3) Company can set different required rate of return
- 1) May not fairly evaluate units of differing sizies/require rate of returns
- 2) Require rate of return may not be available or obtainable
- 3) Focuses on S/T profitability
Impact of inventory on measurement policies
FIFO - Higher income LIFO - Lower Income Straight Line - Lower income DD Depr - Income lower, then higher Sum of Yrs - Income lower, then higher
Name the 4 perspectives evaluated on the scorecard
Financial
Customer
Internal business process
Learning & growth
