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  1. Profile photo of Lamin says

    Thank you open tuition for your great assistance in lectures and course notes. Since i have the opportunity few weeks ago, i have benefit a lot of ideas that was never known to me before. Thank you once more and bravo to you all.

  2. avatar says

    Great lecture. Was previously worried when I didn’t see the solution to the examples in chapter 15 in the course notes and the definition of the different types of budget. The lectures has addressed my concerns. Thanks

  3. Profile photo of AYO says

    Hi, Mr. Moffat. i don’t understand examples four(4) and five(5) of depreciation; sale of non-current assets and revaluation. please, i need a detailed explanation. Thanks.

    • Profile photo of John Moffat says

      I am sorry but I have no idea which examples you are asking about – depreciation has nothing to do with budgeting in Paper F2.

      I suggest that you watch the F3 lectures on deprecation and if you still have problems then ask in the Ask the Tutor forum and not as a comment under a lecture on something completely different.

    • Profile photo of John Moffat says

      The volume variance is the difference between the original budget profit and the flexed budget profit.
      The original budget profit is 120,000. If you flex the budget for sales of 100,000 units, you get a flexed profit of (10,000) (I.e. a loss of 10,000). So the volume variance is 110,000 (adverse)

      The expenditure variance is the difference between the flexed budget profit and the actual profit. The flexed profit is a loss of (10,000); the actual profit is 5,000 and so the variance is 15,000 (favourable).

      (This question is a bit naughty of Kaplan. Firstly because it should really be in the variances section rather than the budget section, and secondly because ‘expenditure’ variance isn’t really the correct name.)

  4. avatar says

    Sir, how to work this out?
    A company manufactures a single product. Budgeted production for the first three months of next year is as follows :
    Month 1 :8k units
    Month 2 : 9k units
    Month 3 : 7k units
    Each unit uses 4kg of raw material costing $5 per kg. The budgeted raw material inventory at the end of each month is to be 20% of the following months production.
    What are the budgeted raw material purchases for month 2 of next year (in $’s)?
    (answer is $172,000)

    • Profile photo of John Moffat says

      Opening inventory for month 2 = 20% x 9,000 = 1,800
      Closing inventory for month 2 = 20% x 7,000 = 1,400
      So production in month 2 = 9,000 + 1,400 – 1,800 = 8,600

      So raw materials = 8,600 x 4 a 5 = $172,000

      • Profile photo of John Moffat says

        We sell 9,000. We start with 1800 in inventory, so that means we only need to produce 9000 – 1800. However we would then end up with no inventory at the end, but we want to have 1400 in inventory, so we need to make an additional 1400.

        Sales units are always equal to opening inventory + production – closing inventory.

  5. avatar says

    Sir, i have a question. a company uses flexed budgets. The fixed budget last month was based on 100% activity level and showed material costs of $200k. Last months actual material cost were $120k and showed a favourable variance of $5000 when compared with the flexed budget. What was the actual level of activity last month as a %?

    (answer is 62.5%)
    p.s i got wrong for this when doing the revision mock exam.

  6. Profile photo of siddiqui93 says

    HI sir there one problem in Flexed budget on Variable overhead side
    Variable OH Per unit = $12,500 / 10,000 Units = $2 per unit
    if we multiply it by actual level of activity we will get $24,000 for variable overhead in flexed budget

  7. avatar says

    Hi johnmoffat

    A Co. uses Flexed Budgets:The fixed budget last month was baase on 100% Activity level and show material cost of
    $200,000. Last month’s actual material cost were compared with the flexed budget and show the follow:

    material Actual 120,000 Variance 5000 favourable

    What was the actual activity last month as a percentage

    • Profile photo of John Moffat says

      Because the variance was 5000 favourable, it means that the flexed budget will show materials of 125,000.

      The original budget at 200,000, and so the actual activity must have been 125,000/200,000 x 100%

  8. Profile photo of m1n2b3v says

    lecturer.
    i feel sorry for you and you might send your students to TIME OUT for not remembering the term CONTRIBUTION………..even i named the term when you asked…………

  9. Profile photo of nakeshia says

    I have a question.

    QT co. Manufactures a single product and an extract from their flexed budget for production costs is as follows.
    80%. 90%
    Direct material. 2400. 2700
    Labour. 2120. 2160
    Production o/h. 4060. 4080

    What would the total production cost allowance be in a budget flexed at the 83% level of activity?

    I keep on getting 7121.4 which is wrong. Any help plz???????

    • Profile photo of John Moffat says

      You need to us high/low because some of the costs are variable and some of the costs are fixed.

      The total cost for 80% is 2400 + 2120 + 4060 = 8580
      The total cost for 90% is 2700 + 2160 + 4080 = 8940

      So, the variable cost for 10% is 8940 – 8580 = 360.
      So the variable cost for 3% (83% – 80%) is 3/10 x 360 = 108

      So the total cost for 83% is 8580 (the cost for 80%) + 108 (the extra variable cost for the extra 3%) = 8688.
      (there is obviously no extra fixed cost for the extra 3%)

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