Business Decision Case The sales department of Donovan Manufacturing, Inc. has completed the following sales forecast for the months of January through March 20X1 for its only two products: 50,000 units of J to be sold at $90 each and 30,000 units of K to be sold at $70 each. The desired unit inventories at March 31, 20X1, are 10% of the next quarters unit sales forecast, which are 60,000 units of J and 30,000 units of K. The January 1, 20X1, unit inventories were 5,000 units of J and 2,000 units of K. Each unit of J requires 3 pounds of material A and 2 pounds of material B for its manufacture; K requires 2 pounds of A and 4 pounds of B. The purchase cost of A is $9 per pound and the purchase cost of B is $5 per pound. Materials A and B on hand at January 1, 20X1, were 19,000 pounds of A and 7,000 pounds of B. Desired inventories at March 31, 20X1, are 14,000 pounds of A and 8,000 pounds of B. Each unit of J requires 0.5 hours of direct labor in the factory; each unit of K requires 1.0 hour of direct labor. The average hourly rate for direct labor is $12 per hour. Estimated manufacturing overhead cost is $6 per direct labor hour plus $90,000 per month. Selling and administrative expenses are estimated to be 10% of sales revenue plus $180,000 per month. Cash sales for the first quarter are estimated to be $300,000 per month. It is forecast that 30% of the credit sales for the quarter ended March 31, 20X1, will occur in January, 30% in February, and 40% in March. Of credit sales (December through March), 40% will be collected as cash in the month of sale and 55% will be collected in the following month. The remainder will be uncollectible. Cash collected in January 20X1 from December 20X0 sales will be $1,050,000. The January 1, 20X1, cash balance was $70,000. The minimum acceptable cash balance at the end of each month is $60,000. Short-term borrowings (6-month term) are made in multiples of $10,000. Interest is charged at the rate of 1% per month on short-term borrowings. The first interest payment is made the month following the borrowing. Cash disbursements (excluding interest on short-term borrowings) are estimated as follows:

	January	February	March
Manufacturing costs	$1,500,000	$1,300,000	$1,400,000
Selling and administrative expenses	390,000	410,000	400,000
Interest expense	90,000	90,000	90,000
Income tax payment	0	0	210,000
Capital expenditures	124,000	110,000	50,000
Cash dividends	300,000	0	0

Prepare the sales budget for the quarter ended March 31, 20X1.

Prepare the production budget for the quarter ended March 31, 20X1.

Prepare the direct materials budget for the quarter ended March 31, 20X1.

Prepare the direct labor budget for the quarter ended March 31, 20X1.

Prepare the manufacturing overhead budget for the quarter ended March 31, 20X1.

Prepare the selling and administrative expense budget for the quarter ended March 31, 20X1.

Prepare a schedule of cash collected from customers for the quarter ended March 31, 20X1.

Prepare the cash budget for the quarter ended March 31, 20X1.

How does the preparation of the operating budgets before financial budgets increase the usefulness of the budget process?

What value does a cash budget add to the master budgeting process?

\begin{tabular}{|l|l|l|} \hline \multicolumn{3}{|c|}{ Production budget } \\ \hline \multicolumn{3}{|c|}{ For the Quarter Ended March 31,201} \\ Forcast unit sales \\ Desired ending inventory \end{tabular} d Direct labor budget For the Quarter Ended March 31, 20x1 Direct labor hours required for production: Total direct labor hours Total direct labor cost h \begin{tabular}{|l|l|l|l|l|} \hline \multicolumn{3}{|c|}{ Cash budget } \\ \hline Seginning cash balance \\ Cash receipts: \end{tabular}