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ACCA F5 习题详解 Performance Management(PM)

业绩管理

ACCA Lecturer: Belinda Qiu

Copyright © ACCAspace.com ACCAspace 中国ACCA国际注册会计师教育平台 2

Part C


Part C-Budgetary systems



(a) Hierarchy



(b) Budgetary system-top-down & bottom-up



(b) Budgetary system-incremental & ZBB & rolling



(b) Budgetary system- Activity-based budget



(b) Budgetary system-feedforward control



(c) Information used in budgeting



(d) Difficulty in changing budget system



(e) Deal with uncertainty


Part C-Budgetary systems-2015.Jun.Q5

2015.Jun.Q5



(a) Three steps of ZBB



(b) Difficulty in using ZBB

Thinking from the way you doing something

--three steps

9/2=4.5----5 points

Step 1-define the range

-wide range

-understanding of the activity

-time consuming

Step 2-rank

-the criteria of the ranking



-people’s response on the ranking

Step 3-allocation of resource

-resource is in lack

-department’s conflicts



(c) Benefits of ZBB

Why you do something from zero?

-Historical information is useless

-restart for a better future

-check whether there are some mistake in the past

-better knowledge of what we are doing everyday

-……



2013.Jun.Q5



(a) Budget-见excel

参照考官已经给出的format


Part C



(b) Advantages & disadvantages of incremental budget

adv.

-time-saving

-information

-easy

Disadv.

-past budget slack

-ignore some new change

-lack of self-check



(c) 略

(d) the extent of the use of ZBB

从change入手

两个changes

Kitchen & gym

4=2*2，各两点


Part C-Budgetary systems-2012.Dec.Q4

2012.Dec.Q4



(a) Definition of rolling budget



(b) Difficulty in changing + the case background

Difficulties

-relevant people’s attitude

-knowledge---training

-time to be familiar

-workload

Background

-part-qualified accountant

-heavy workload



(c) Problems and suggestions

Link with the case information

找出相关的描述-分析描述的告诉了你什么



(d) Common sense

-safety of information

-mistake( what kinds of mistakes)

-double check

-workload


Part C Quantitative analysis



(a) & (e)

Previous knowledge

High-low method+EV



(b) & (c) & (d) learning curve


Part C Quantitative analysis-2015.Jun.Q3

2015.Jun.Q3



(a) Calculation using learning curve



(b) Impact

Learning curve-提高了工作效率



-找答题角度

-流程：采购、生产、销售、考核

-盈利：销售、成本、利润

采购：人工快，材料供应不足

生产：提前完工，但是因材料不足而idle time；雇佣过多的劳动力

销售：定价，产量

考核：基于variance的绩效考核，mgt.的工作积极性

销售：定价，销量

成本：material+labor+other

利润：从定价和效率考虑


Part C Quantitative analysis-2014.Dec.Q1

2014.Dec.Q1



(a) Calculation

Total for 8 units-total for 7 units=for 8th



(b) Learning curve中参数的含义


Part C Standard costing



a) the use of standard costing



b) Drive standard cost + types

Material-purchase & production

Labor-production

Overheads-OAR

Selling price



c) Usefulness of flexible budget



d)


Part C Standard costing a) Variance and reasons


Part C Standard costing-2015.Dec.Q3

2015.Dec.Q3



(a)



(b) Adverse material yield variance—less output/more input

联系生产过程和生活实际

-machine for mixing-lost some material in machine

-hand-made-different size

-food bank-poor quality



2014.Dec.Q5



(a)



(b)(i) adverse mix variance & favorable yield variance

分别解释+两者乊间的关系

Adverse mix variance-是什么+为什么

Favorable yield variance-是什么+为什么

改变产品的mix，原来耗用量多的产品少使用，原来耗用量少的多

使用，加上材料乊间的价格差异，导致了这两种variance



(b)(ii)

`First response-yes-change mix may change the quality

`Look for relevant information in the case

`No sufficient information about the relationship between the

quality and the changed mix

`More discussion about the two variances


Part C Standard costing-2014.Jun.Q5

2014.Jun.Q5



(a)



(b) Definition of the two variances

是什么+产生的原因



(c)

Base for your discussion:

1. background



2.financial statement



3. Your calculation



Answer structure

-overall performance valuation

-some critical point

-reasons for the result

-future expectation


Part C Operational and planning variances



(a) & (b) revised budget



(c)


Part C Operational and planning variances -2013.Jun.Q4

2013.Jun.Q4



(a)



(c) Performance measurement

Information:

Sales price variance

-operational=$35,760A+$25,840F+$33,280F=$23,360F

-planning=$65,560F+$56,240A+$64,000A=$54,680A

-total=$23,360F+$54,680A=$31,320A

Sales mix variance=$13,366A

Sales quantity variance=$16,406F

Total variance=$28,280A



Answer structure

-overall performance valuation

-some critical point

-reasons for the result

-future expectation


Part C Performance analysis


Part C


Part C

(c) & (e) Factors influencing behaviors

Common sense

Budget

Motivation policy

Performance measurement


Part C

(d) Difficulty level


Part C

(f)


Part C

(g) JIT & TQM

JIT


Part C

TQM


Part C

(h)

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