Hello,

Can anyone prepare a brief overview of the 20X6 results (Exhibit 1) in the report. Your discussion should highlight significant changes between 20X5 and 20X6 operations and between 20X6 actual and 20X6 budgeted operations.

Please make sure that you do analysis of 2015 to 2016, and Actual to Budget with CVP analysis formulas. Plus discussion should be more that one page for each.

Thank Yo

Management Accounting \"Adding time to your day\" is the slogan of Holzmann Cleaning Services (HCS). The company was started by Gretel, who began offering cleaning services to support herself while she was in university studying for a business degree. At the age of 21 she was determined to be known as more than a simple labourer who needed to fund her education. She researched different cleaning products and methodologies to deliver a fast and thorough service to her clients. Ten years later, the business has grown in size and has expanded throughout the city and local rural areas. Gretel is the majority shareholder of the private corporation with two other shareholders. The company consists of a full-time staff of three operations managers (one for commercial operations and two for residential operations), an administrative staff of three, and part-time cleaning staff of over 200 university students, called cleaning agents. Not only is Gretel able to provide high-quality cleaning services to her clients, but she is also able to offer university students part-time work, reducing the need for student loans. The company also owns a fleet of three vans that are used to transport cleaning agents to and from work sites. A fourth van is available for the operations managers to make site visits if necessary. Gretel's training regimen is thorough as potential hires are trained in the areas of cleaning products, effective cleaning methods and acceptable deportment when entering a client's residence or place of business. Through this training process, which Gretel carries out herself, she is able to hire only those individuals she feels would provide the high-quality service that keeps clients coming back. Recently, Gretel engaged Martine, a CPA and a local consultant, to review the latest operating statement. Gretel is discouraged with the 20X6 profit margin (Exhibit 1). Additionally, she is concerned with the cash flow as there are seasonal fluctuations in the work, with more work in the months of March and April when many homeowners request more hours for spring-cleaning chores. As such, Gretel must ensure that there is enough cash on hand to build cleaning supplies inventories and pay for training of any new recruits required to handle the extra work. Other than springtime, cleaning supplies inventory on hand is minimal. 2 / 13 Management Accounting Project She is hoping that Martine will provide some guidance that will help the company attain its profit margins. She has called a meeting with Martine, Sam, the operations manager of commercial operations and Ling, one of the operations managers of residential operations. GRETEL: I thought we had a pretty good year; sales were up, and we've had great reviews. Yet when I look at the bottom line, the profit margin is only 9%. I was hoping for at least 12%. According to industry statistics, the profit margins should be at least 25%. The other issue is that we were short on cash in the late summer. MARTINE: Have there been any significant changes in the operations in the past year? LING: I've noted that we're taking on more residential clients outside the city. I've had to make sure that we schedule in more travel time to reach the destination on time. SAM: And don't forget that at the request of a majority of our commercial clients, we've included more eco-friendly cleaning products. It helps boost their image of being socially responsible. MARTINE: I can imagine that this has increased both your travel and cleaning supplies costs. How do you currently cost out your services and how do you arrive at a chargeout rate? GRETEL: We treat the wage costs of our cleaning agents as direct costs. The cost of cleaning supplies, transportation and operations managers' salaries are considered overhead. We apply the overhead at $10 per direct labour hour and add on an additional 60% to arrive at our charge-out rate. MARTINE: Have you ever taken an activity-based approach to costing your services? Besides the increase in cleaning supplies' costs, are there some other significant differences in the costs consumed by your commercial clients versus the costs consumed by your residential clients? LING: Well, I've had a bit of free time on the residential side so I've helped Sam out on occasion with the commercial side. I've noted that most of the commercial clients are clustered around the downtown core. So it takes less time to travel there. GRETEL: Because our commercial clients have in-house accounts payable departments, we usually only bill them once per month. While our more recent residential clients are on monthly billing, we still have some that are on weekly billing. However, you should note that we spend almost three times more hours training cleaning agents who work for our commercial clients than training those who work for our residential clients. Part of the reason is that eco-friendly products require more application knowledge. 3 / 13 Management Accounting Project MARTINE: So I understand that the operations managers are not that busy on the residential side? What's the breakdown between residential and commercial clients? GRETEL: We have about 120 regular commercial clients. They account for 60% of the revenue, even though they amount to less than half of the clients. As for the residential side, I'm not sure we require both full-time operations managers. Alex has gone home early on some days because there was a shortage of work. MARTINE: And are your cash disbursements pretty much in line with your revenues? GRETEL: For the most part. Our major expenses are cleaning supplies and transportation, which mostly fluctuate with revenues, except for annual preventive maintenance on our vans, which takes place in the slower months of July and August. Oh, and one more thing: I would really like a solid way of giving a potential client a quote before we begin a contract with them. Right now, I measure the square metres and estimate how many hours it will take to complete the work. I multiply that by the direct labour hourly rate and then add on our $10 overhead factor per direct labour hour and 60% for profit. Any ideas? MARTINE: Let me work on this and get back to you with a full report. In the week following the meeting, Martine spent time with Gretel, the operations managers and the administrative staff. She developed the following: cost pools for indirect costs related to cleaning services along with the cost driver for each pool and activity breakdowns for residential and commercial clients (Exhibit 2) regression analyses summary results (Exhibit 3) to determine the statistical relationship between: o direct labour hours and transportation costs o direct labour hours and cleaning supplies costs details regarding expected growth for 20X7 (Exhibit 4) details regarding a typical commercial and residential client that could be used to develop quotes (Exhibit 5) details relating to cash collections and disbursements (Exhibit 6) Required: You are a partner in Martine's consulting business and Martine has contracted you to assist her with completing the analysis and developing a final report for Gretel. Prepare a report and supporting exhibits for Gretel, president of HCS, to analyze HCS's current cost allocations and provide advice for the future. It should include the following: 1. Profit analysis: Prepare a brief overview of the 20X6 results (Exhibit 1) in the report. Your discussion should highlight significant changes between 20X5 and 20X6 operations and between 20X6 actual and 20X6 budgeted operations. (8 marks) 4 / 13 Management Accounting Project Exhibit 1 EXHIBIT 1 Holzmann Cleaning Services Report on Operations REVENUES AND EXPENSES Total revenue 20X5 20X6 20X6 Budget Variance from 20X5 actual 728,910 819,000 778,050 90,090 12% 233,747 292,184 277,575 58,437 25% 66,406 88,541 67,291 22,135 33% 28% Cost of sales (direct expenses) Wages and benefits Cleaning supplies Transportation costs (including fuel, insurance, depreciation and maintenance) Salaries of operations managers Cost of sales (direct expenses) Gross margin Operating expenses (indirect expenses) Administrative labour (training and billing) Depreciation (excluding transportation vehicles) Repairs and maintenance (excluding transportation) 23,619 30,281 25,890 6,662 116,000 439,772 120,000 531,006 118,000 488,756 4,000 3% 91,234 21% 289,138 287,994 289,294 175,750 185,000 166,500 9,250 5% 2,703 2,350 2,303 (353) (13%) 881 890 872 9 1% 4,712 4,620 4,528 (92) (2%) 10,320 10,320 10,114 0 0% 998 1,050 1,029 52 5% Business fees 4,200 4,200 4,116 0 0% Advertising and promotion 1,890 2,520 2,470 630 33% 2,594 204,048 2,730 213,680 2,675 194,607 136 5% 9,632 5% 85,090 74,314 94,687 (10,776) (13%) Utilities and telephone/telecommunication Rent Interest and bank charges Insurance (excluding transportation) Net operating profit/loss 11.67% 9.07% 12.17%