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Essential Ratta List for F5 Exam Success

The document provides a concise list of key concepts for the F5 exam referred to as a "ratta list". It summarizes important throughput accounting topics, decision making techniques, costing concepts like break even analysis, variances, and performance measurement ratios in point form for easy memorization. The goal is to help students recall these essential topics during the exam to solve questions more easily.

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Fatima Sher
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0% found this document useful (0 votes)
13 views46 pages

Essential Ratta List for F5 Exam Success

The document provides a concise list of key concepts for the F5 exam referred to as a "ratta list". It summarizes important throughput accounting topics, decision making techniques, costing concepts like break even analysis, variances, and performance measurement ratios in point form for easy memorization. The goal is to help students recall these essential topics during the exam to solve questions more easily.

Uploaded by

Fatima Sher
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

PM Ratta List

Created by sanaullah aka MSB


Opening notes

After reviewing handouts of many f5 teachers and studying both study texts and
reviewing examiner reports i came to know that there are many things in f5 which
are pure ratta and students perform poor in that, if the same student is provided
with this ratta list on exam day he will solve many questions easily. The point is many
topics just require remembrance. So remember these notes just and this will help
you in exam alot atleast you will not be forgetting anything.
Throughput Accounting

● Throughput or return per factory hour

= throughput per unit/product time on bottleneck resource

● Cost per factory hour

=total factory cost/total bottleneck resource time available

● Throughput accounting ratio

=return per factory hour/cost per factory hour


Multi product decision making in throughput
accounting
● Calculate throughput per unit
● Calculate (throughput per unit/ bottleneck resource per unit)
● Rank
If question is asking life
cycle costing never count
relevant costing because life
cycle costing and relevant
costing are two different

Life cycle costing vs


concepts

relevant costing
DECISION MAKING
Make or buy 1. Calculate saving/unit
2. Calculate saving/unit
With multiple products & limiting per limiting factor
factors 3. rank
BEP units =fc/cont per unit
*fc=production+non production

BEP revenue= FC/cs ratio

Margin of safety= activity above BEP


(profitable area)

BREAK-EVEN MOS%=mos/budgeted or actual units x


100

Single product Target sales units =(FC+TP)/cont per unit

Target sales revenue=(FC+TP)/cs ratio


Break even ( multiple products)
Break even point for multiple products
= BEP = FC/cont per mix

Break even revenue for multiple products


=FC/ weighted average cs ratio

Weighted average cs ratio = total cont per mix/ total revenue per mix

Target sales = (FC+TP)/weighted avg cs ratio


Note

In multi product profit volume chart pv chart

Straight line = as per given ratio mix

Curved line = as per changing mix


Margin of safety multiple products

1. Calculate cont per unit


2. Calculate cont per mix
3. Calculate BEP in mixes
4. Calculate BEP in units
5. Calculate BEP in revenue
6. Calculate the MOS
Linear Programming

Greater than >

Less than <

Maximum or upto matlab less than or equals to

Minimum or atleast matlab greater than or equals to


Steps of linear programming

1. Assign variables to product like x and y


2. Establish contranits & write non negativity
3. Objective function
4. Plot constraints on graph
5. Identify feasible area
6. Iso contribution line
7. Optimal production plan
Shadow price (dual price)

This is the extra contribution by acquiring 1 extra binding constraint

The maximum extra amount over and above the normal price that should be paid for
one additional unit of scarce resource
Calculating shadow dual price

1. Write optimal point


2. Just increase 1 of binding constraint
3. Solve; new production
4. New contribution
5. Extra contribution (shadow price)
The demand equation
The equation analyses the pattern of selling price and demand change and helps
management to decide optimal selling price for optimal quantity

P=a-bQ

p= optimal selling price

Q= optimal quantity demanded

b= change in price/ change in quantity

a= selling price where demand is zero (nil)

a= current sp+((current Q/change in Q)x change in SP)


Optimal quantity

Optimal quantityis when Marginal revenue= marginal cost

Marginal revenue = a-2bQ

mc= vc per unit

To maximise profit equate MC and Marginal revenue & solve to find Q

But remember when there is incremental fc so mc=mr metod is not used


Cost equations including volume based discounts

fc= 250000

vc= 6$/unit upto 5000 units, 10% discount on all units purchased over 5000 units

y=250000+6x for x<5000 less than or equals to

y=250000+5.4x for x>5000 greater than 5000


Maximax, maximin and minimax regret
Maximax technique for risk seeker (best out of best)

Maximin for risk averse manager best out of worst

Minimax regret rule= this technique is for looser manager who took wrong decision
in the past

Note: application of this technique

1. Calculate the regret value in line with uncomfortable factors


2. Find the maximum possible regret in line with controllable factors
3. Select the option having the regret minimum
The correlation coefficient

Degree of correlation/ how strong the relationship is


The correlation coefficient

R must always be between -1 and +1

r=1 means perfect positive correlation

r=0 there is no linear correlation

r= -1 means there is perfect negative correlation

If r>0.8 then there is strong positive correlation

If r < 0.8 then there is strong negative correlation


Index adjustment factor

This topic is rarely tested however the formula is

Index level to which costs will be adjusted divided by actual index level of costs
The coefficient of determination = r^2

The coefficient of determination represents the proportion of the total variation in y


variable that is explained by the regression equation

For eg factory overhead is a function of machine hours with r^2= 0.80

This means 80% of the total variation of factory overhead is explained by the
machine hours
Linear regression

y=a+bx

y= dependent variable

a= y-intercept

b=gradient of a straight line

x= independent variable
continued

n= no of pairs of data

a= y-bx

y=average (mean) of y= sum y divide by n

x= avg (mean) of x = sum x divide by n


Learning curves
As cumulative output doubles, cumulative average time per unit falls to a given % of
the previous average time per unit

y= avg time a= time taken on first unit b= learning index = logR/log2


Learning rate formula

Y=ar^n

y=cumulative average time per unit to produce x units

a= time required to produce the 1st unit

r=learning rate expressed as decimal

n= the number of times the units have doubled since the first unit was produced.
Time series

The additive model = T + SV

The multiplicative model= T x SV


Basic variances
Material price variances

Actual quantity purchased X actual price

Actual quantity purchased X standard price

Material usage variances

Actual quantity used x standard price

Std quantity for actual units x standard price


Labour basic variances

Labour rate variance


Actual labour hours x actual labour rate
Actual labour hours x std labour rate

Labour efficiency variance


Actual units should take _____ hours
But actually took ______ hours
Diff = variance hours X std hourly rate
Basic sales variance

Sales price variance = actual quantity sold x actual price

Actual quantity sold x std price


Sales volume variance

Actual quantity sold x std margin

Budgeted quantity sold x std margin

Note = std margin = cont per unit if marginal costing or profit per unit if absorption
costing used
Advance
variances
Next page
Material basic usage variance

Should use x kg

Actual used y kg

Diff x std cost

This material basic usage is divided into mix and yield further
Dm mix variance

It only checks whatever the actual quantity are used- whether or not - it is as per
RATIO eg of format
Materials Ratios Mix should Actual mix Diff kgs Std cost Varaince
be used

M1 3 3696 kg 3750kg 54 adv 4$ 216 adv

M2 2 2464 kg 2410 kg 54 fav 6$ 351 fav


Dm yield variance = quantity + ratio

For example
Per unit std (3:2) that is 5kg per unit
Dm should be used 5kg x 12000 units = 6000kgs
Actual used both total (3750+2410) = 6160 kgs
Waste = 160 kg
Ratio = (3:2)
Now divide this waste as per ratio and calculate variance of each material
Sales yield variance

Many students do mistake in calculating sales yield variance

The mistake is they take selling price

Never take sp

Take profit

Standard profit or contribution per unit

When multiplying with quantities


Point to remember

Market size variance is also known as sales volume planning variance

Market share variance is also known as sales volume operational variance


Losses

Losses only affect yield variance not mixed variance

Input = output + wastage

Eg 100= 80 + 20
Basic usage with losses

First calculate DMs should be used (input should be 100%)=xxxx

Break this into ratio

Compare with actual used each product


Index adjustment factors

Index level to which costs will be adjusted

—-----------------------------------------------------------------------------------------------

Divided by actual index level of cost


Performance
measurement
Profitability ratios
1) Gross profit margin

Why GP may be high bcz either SP is high or costs are low

2) Operating profit margin


3) ROCE shows profit from each 1$ of capital employed

Capital = total assets - current liabilities

Capital = NCL + equity

Profit = operating profit (PBIT)

A high roce can be achieved by reducing capital employed by reducing long term
liabilities
Efficiency ratios
Asset turnover ratio =
Revenue divided by assets
Or capital employed
It shows the turnover from each 1$ of capital employed

Inventory holding period= inventory/cost of sales x 365


Receivable collection period= recievables/creditsalesx365
Payables payment period =payables/credit-purchases x 365
If credit purchases are not available then use cogs
Gearing/risk Ratios
Operating gearing

Financial gearing

Interest cover
The balanced score card

Common questions

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Shadow pricing, or dual pricing, reflects the additional contribution gained by acquiring an extra unit of a binding constraint. It influences managerial decisions by helping managers determine the maximum price they should be willing to pay for additional resources. This is particularly useful when resources are scarce, as it helps in assessing whether purchasing additional resources at a certain price will enhance profitability or merely cover costs .

Life cycle costing involves accounting for the total costs associated with the life of a product from research and development through to disposal. Relevant costing, on the other hand, considers only the costs that will be affected by a particular decision and are hence relevant to that decision. Life cycle costing should be applied when assessing the long-term financial implications of a new product, while relevant costing is more suitable for short-term decision-making scenarios, such as analyzing whether to accept a special order .

The balanced scorecard provides a comprehensive framework for performance measurement by incorporating financial and non-financial metrics. Pros include linking operational performance with strategic goals and offering a holistic view of organizational effectiveness. However, it can be complex to implement due to its multidimensional nature and requires consistent updates to remain relevant. Additionally, it might lead to information overload if not properly streamlined .

The maximax technique is for risk-seeking managers, emphasizing the best possible outcome. Maximin caters to risk-averse managers, choosing the best of the worst-case scenarios. Minimax regret is intended for managers who prefer minimizing past decision-making mistakes, focusing on minimizing potential future regrets. Each technique serves different managerial risk appetites and strategic needs .

Learning curves impact production efficiency by indicating that as cumulative production doubles, the cumulative average time per unit falls to a specified percentage of the prior average time per unit. This effect is mathematically modeled with the formula Y=ar^n, where Y is the cumulative average time per unit for x units, a is the time required to produce the first unit, r is the learning rate (expressed as a decimal), and n is the number of doublings of the cumulative output .

Volume-based discounts influence cost equations by reducing the variable cost per unit once a certain quantity threshold is surpassed. For example, if a discount applies for quantities exceeding 5,000 units, the cost equation changes from y=250000+6x to y=250000+5.4x for x>5000. This impacts cost management by allowing for reduced per-unit costs at higher volumes, thereby supporting economies of scale and encouraging bulk purchasing to lower overall expenditures .

The throughput accounting ratio, calculated as the return per factory hour divided by the cost per factory hour, helps in evaluating the efficiency and profitability of different products. In a multi-product environment, it allows managers to prioritize production resources toward products with higher throughput accounting ratios, thereby optimizing the use of bottleneck resources and maximizing overall profitability .

Sales yield variance evaluates the difference between actual sales and expected performance, focusing on profit rather than selling price. It differs from market size and share variances, which assess sales volume planning and operational variances based on market conditions. Understanding these differences is crucial as it helps in identifying whether variances arise from internal inefficiencies or external market factors, hence guiding more informed corrective actions .

To identify the optimal production plan using linear programming, the following steps are essential: (1) Assign variables to products, (2) Establish constraints and write non-negativity constraints, (3) Define the objective function, (4) Plot constraints on a graph, (5) Identify the feasible area, (6) Utilize an iso-contribution line to determine the optimal solution. This methodology is crucial for optimizing the allocation of limited resources in a way that maximizes profit or minimizes costs, thereby enhancing decision-making efficiency .

The coefficient of determination, denoted as r², represents the proportion of the total variation in the dependent variable that is explained by the independent variable in a regression equation. In the context of factory overhead and machine hours, if r² is 0.80, it indicates that 80% of the variation in factory overhead costs is explained by machine hours. This helps managers understand the strength of the relationship and the extent to which changes in machine hours can predict changes in overhead costs .

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