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BAB I
PENDAHULUAN

A. LATARBELAKANG
Anggaran (dari tua Prancis bougette, tas) adalah daftar semua biaya yang direncanakan dan pendapatan. Anggaran (Budget) adalah rencana kuantitatif aktivitas usaha sebuah organisasi (pemasaran, produksi dan keuangan) anggaran mengidentifikasi sumber daya dan komitmen yang dibutuhkan untuk memenuhi tujuan organisasi selama periode dianggarkan. Ini adalah rencana untuk menyimpan dan pengeluaran. Anggaran adalah sebuah konsep penting dalam ekonomi mikro , yang menggunakan garis anggaran untuk mengilustrasikan trade-off antara dua atau lebih barang. Dalam hal lain, anggaran adalah sebuah rencana organisasi dinyatakan dalam istilah moneter.
Penganggaran adalah penciptaan suatu rencana kegiatan yang dinyatakan dalam ukuran keuangan. Penganggaran memainkan peran penting di dalam perencanaan, pengendalian, dan pembuatan keputusan. Anggaran juga untuk meningkatkan koordinasi dan komunikasi.Penganggaran merupakan salah satu jenis perencanaan. Penganggaran meliputi penganggaran perusahaan dan penganggaran bukan perusahaan. Penganggaran perusahaan berarti penganggaran untuk organisasi yang bertujuan mencari laba, sedangkan penganggaran bukan perusahaan (penganggaran nirlaba) berarti penganggaran untuk organisasi yang tidak bertujuan mencari laba..

B. RUMUSAN MASALAH

Adapun rumusan masalah yang akan dibahas adalah sebagai berikut :
1. Apa yang dimaksud dengan anggaran fleksibel ? 2. Perbedaan antara anggaran statis dan anggaran fleksibel ? 3. Karakteristik anggaran fleksibel ?

BAB II
PEMBAHASAN
A. Anggaran Fleksibel Dan Analisis Simpangan
Anggaran fleksibel adalah anggaran yang disusun untuk mencakup jangkauan aktivitas dan yang digunakan untuk mengembangkan biaya yang dianggarkan pada titik manapun dalam rentang tersebut untuk dibandingkan dengan biaya sesungguhnya yang dimasukkan. Anggaran fleksibel dibuat untuk suatu rentangan aktivitas, bukan hanya untuk satu tingkatan aktivitas saja, dan pada intinya merupakan suatu seri anggaran yang dapat disesuaikan pada tingkat-tingkat kegiatan yang berbeda. Idealnya, anggaran fleksibel disusun setelah kita memiliki analisa terperinci tentang bagaimana setiap biaya dipengaruhi oleh perubahan-perubahan kegiatan.

B. Karakteristik Anggaran Fleksibel

a. Disusun untuk suatu rentangan aktivitas dan bukan untuk satu tingkat aktivitas saja.
b. Memberikan dasar yang dinamis untuk membuat perbandingan-perbandingan, karena mereka secara otomatis akan memberikan informasi yang menyangkut tingkatan volume yang berbeda-beda.

Anggaran fleksibel berbeda dengan anggaran statis. Anggaran statis adalah anggaran yang dibuat untuk satu tingkat kegiatan (one level of activity) selama jangka waktu tertentu. Contohnya persentase dari kapasitas, jumlah produk yang dihasilkan selama jangka waktu tertentu, jumlah jam yang dikerjakan dan lainnya.

C. Kelemahan dan Kelebihan Anggaran Flekibel

Keuntungan Anggaran Fleksibel

Karena anggaran fleksibel restrukturisasi itu sendiri didasarkan pada tingkat aktivitas, itu adalah alat yang baik untuk mengevaluasi kinerja manajer - anggaran erat harus menyelaraskan harapan di sejumlah tingkat aktivitas. Ini juga merupakan alat perencanaan useul bagi manajer, yang dapat menggunakannya untuk model hasil keuangan mungkin pada berbagai tingkat aktivitas yang berbeda.

Kekurangan Anggaran Fleksibel

Meskipun anggaran fleksibel adalah alat yang baik, bisa sulit untuk merumuskan dan mengelola. Satu masalah dengan formulasi adalah bahwa biaya banyak yang tidak sepenuhnya variabel, bukannya memiliki komponen biaya tetap yang harus dimasukkan ke dalam rumus anggaran fleksibel. Masalah lainnya adalah bahwa banyak waktu dapat menghabiskan biaya mengembangkan langkah, yang merupakan waktu yang lebih dari staf akuntansi yang khas telah tersedia, terutama ketika di tengah-tengah menciptakan standar anggaran. Akibatnya, anggaran fleksibel cenderung untuk menyertakan hanya sejumlah kecil dari biaya langkah, serta biaya variabel yang tetap biaya komponen tidak sepenuhnya diakui.
Mengingat cukup banyak waktu yang diperlukan untuk mempertahankan anggaran fleksibel, beberapa organisasi malah dapat memilih untuk menghilangkan anggaran mereka sepenuhnya, mendukung penggunaan jarak pendek peramalan tanpa penggunaan setiap jenis standar (fleksibel atau sebaliknya).

Contoh Anggaran Fleksibel

Perusahaan ABC memiliki anggaran sebesar $ 10 juta pendapatan dan biaya $ 4 juta dari barang yang dijual. Dari $ 4 juta dalam biaya proyek yang dianggarkan pokok penjualan, $ 1 juta tetap, dan $ 3 juta bervariasi secara langsung dengan pendapatan. Dengan demikian, bagian variabel dari beban pokok penjualan adalah 30% dari pendapatan. Setelah periode anggaran telah selesai, ABC menemukan bahwa penjualan sebenarnya $ 9 juta. Jika menggunakan anggaran fleksibel, bagian tetap dari harga pokok penjualan masih akan $ 1 juta, namun bagian variabel akan turun menjadi $ 2,7 juta, karena selalu 30% dari pendapatan. Hasilnya adalah bahwa anggaran fleksibel menghasilkan biaya yang dianggarkan pokok penjualan sebesar $ 3,7 juta pada tingkat pendapatan $ 9 juta, bukan $ 4 juta yang akan tercantum dalam anggaran statis.

D. Perbedaan Anggaran Statis dengan Anggaran Fleksibel : a. Anggaran fleksibel tidak membatasi diri hanya pada satu tingkat aktivitas, tetapi pada beberapa tingkat kisaran aktivitas (range activity atau relevant activity). b. Anggaran Statis diarahkan pada satu tingkat saja.
Anggaran fleksibel memiliki banyak kegunaan baik sebelum maupun sesudah periode yang bersangkutan. Anggaran fleksibel akan banyak gunanya saat manajer berusaha memilih di antara berbagai rentangan aktivitas untuk tujuan perencanaan. Juga sangat membantu pada akhir periode, apabila manajer mencoba menganalisis hasil-hasil yang aktual.
Anggaran fleksibel merupakan anggaran yang bersifat dinamis, dimana didalamnya memuat anggaran dari beberapa aktivitas. Lazimnya, penyusunan anggaran fleksibel selalu dikaitkan dengan overhead pabrik, dan biaya overhead pabrik itu sendiri meliputi overhead pabrik variabel dan overhead pabrik tetap.
Karakteristik anggaran :
1. Anggaran mengestimasi potensi laba satuan bisnis
2. Anggaran dinyatakan dalam istilah moneter, walaupun jumlah moneter dapat saja ditunjang oleh jumlah non moneter (missalnya, unit yang dijual atau diproduksi).
3. Mencakup periode satu tahun.
4. Anggaran merupakan komitmen manajemen; manajer sepakat untuk mengemban tanggung jawab atas pencapaian tujuan yang dianggarkan.
5. Usulan anggaran ditelaah dan disetujui oleh otoritas yang lebih tinggi ketimbang oleh pihak yang menganggarkan (budgetee).

E. Model Anggaran Fleksibel

Dalam model anggaran fleksibel, Anda dapat mengatur setiap item baris beban baik sebagai akun beban fleksibel atau satu yang tetap dalam berbagai tingkat pendapatan. Jika tetap, tidak ada perlunya perubahan, kecuali ada perubahan besar dalam tingkat pendapatan dianggarkan. Namun demikian, beban lainnya akan bervariasi secara langsung dengan pendapatan; dalam kasus ini, adalah mungkin untuk merevisi formula anggaran sehingga mereka terdaftar sebagai persentase dari tingkat pendapatan bulanan.
Dengan membuat perubahan formula ini, menjadi suatu hal yang mudah untuk menyesuaikan pendapatan dan melihat petak perubahan beban riak melalui model anggaran - tanpa intervensi manual sama sekali. Meskipun pembahasan anggaran flex berpusat pada mengikat beban ke tingkat pendapatan tertentu, juga mungkin, dan mungkin lebih akurat, untuk mengikat beberapa pengeluaran untuk tingkat aktivitas lainnya. Misalnya, penggunaan telepon atau kantor biaya harus dihubungkan lebih tepat dengan jumlah karyawan yang dianggarkan, sedangkan biaya utilitas dapat terikat baik untuk ukuran luas digunakan atau jumlah mesin beroperasi.

F. Anggaran Fleksibel Varians Aktivitas

Varians utama yang digunakan dalam hubungannya dengan anggaran fleksibel adalah varian anggaran fleksibel, yang hanya selisih antara pendapatan atau beban item baris dalam model anggaran fleksibel dan hasil aktual. Untuk menyiapkan varian ini, Anda menunggu sampai akhir periode pelaporan untuk melihat apa hasil aktual, dan kemudian memuat aktivitas yang relevan dalam model untuk menentukan hasil anggaran fleksibel, dan kemudian membandingkan anggaran fleksibel mengakibatkan Anda yang sebenarnya hasil.

G. Varian Pendapatan dan Pengeluaran Varian Pendapatan (revenue variance) adalah perbedaan total pendapatan yang seharusnya terjadi, pada tingkat aktivitas aktual tertentu, selama periode tersebut dan total pendapatan aktual. Jika pendapatan aktual kurang dari yang seharusnya, maka varian ditandai sebagai menguntungkan. Jika pendapatan aktual kurang dari seharusnya, maka varian ditandai sebagai tidak menguntungkan. Varian Pengeluaran (spending variance) adalah perbedaan antara besar biaya yang seharusnya terjadi, pada tingkat aktivitas aktual tertentu, dan jumlah aktual biaya. Jika biaya aktual lebih besar dari yang seharusnya, maka varian ditandai sebagai tidak menguntungkan. Jika biaya aktual lebih rendah dari seharusnya, maka varian ditandai sebagai menguntungkan. H. Tujuan Anggaran Fleksibel

Meskipun anggaran fleksibel dapat bermanfaat untuk tujuan pengendalian mereka tidak terlalu berguna untuk perencanaan. Anggaran asli harus berisi tingkat target satu aktivitas sehingga manajer dapat merencanakan faktor-faktor seperti kebutuhan sumber daya dan kebijakan harga produk. Hal ini tidak akan mungkin jika mereka dihadapkan dengan berbagai tingkat aktivitas mungkin.

I. Selisih Biaya Overhead

Biasanya setiap akhir bulan, biaya overhead pabrik yang kurang atau lebih dibebankan dipindahkan dari rekening biaya overhead pabrik sesungguhnya ke rekening selisih biaya overhead pabrik. Selisih biaya overhead pabrik dicantumkan dalam neraca sebagai beban yang ditangguhkan (deferred charges). Perlakuan terhadap selisih biaya overhead pabrik ini seringkali digunakan tanpa memperhitungkan penyebab terjadinya selisih itu sendiri dengan alasan :
A. Manajemen tidak pernah mencoba menentukan penyebab terjadinya selisih biaya overhead pabrik.
B. Jumlah selisih relatif kecil bila dibandingkan dengan saldo rekening-rekening yang akan dibebani dengan pembagian selisih tersebut.
C. Saldo-saldo rekening barang dalam proses dan persediaan produk jadi biasanya relatif kecil bila dibandingkan dengan harga pokok penjualan.

J. Pengendalian Manajemen

Pengendalian manajemen merupakan beberapa bentuk kegiatan perencanaan dan pengendalian kegiatan yang terjadi pada suatu organisasi. Pengendalian manajemen merupakan kegiatan yang berada tepat di tengah dua kegiatan lainnya. Dua kegiatan yang dimaksud adalah perumusan strategik yang dilakukan manajemen puncak dan pengendalian tugas yang dilakukan manajemen paling bawah. Pengendalian manajemen dalam hal ini tidak berarti bahwa setiap tindakan/kegiatan harus sama dengan rencana. Pada prosesnya bisa saja berubah karena perbedaan waktu antara rencana dan kegiatan. Tujuan pengendalian manajemen adalah menjamin bahwa strategi yang dijalankan sesuai dengan tujuan organisasi yang akan dituju. Jika apabila seorang manajer menemukan cara yang lebih baik dalam operasi sehari-harinya, pengendalian manajemen seharusnya tidak melarang manajer tersebut melakukan dengan cara yang menurut dia benar.
Anggaran fleksibel adalah kunci untuk memberikan umpan balik secara lebih sering yang dibutuhkan para manjer untuk menerapkan pengendalian dan secara efektif menjalankan rencana perusahaan. Anggaran fleksibel merupakan alat pengendalian yang sangat bagus karena anggaran ini memungkinkan pihak manajemen untuk menghitung berapa biaya yang seharusnya untuk tingkat aktual output tersebut. Perbedaan antara jumlah aktual dan jumlah anggaran fleksibel disebut sebagai variansi anggaran fleksibel. Anggaran fleksibel menyediakan suatu ukuran efisiensi dari seorang manajer.
Perencanaan yang baik dapat membantu manajemen untuk mengadakan pengawasan terhadap kegiatan yang dilaksanakan. Disamping itu, dengan perencanaan dapat digunakan sebagai pengendalian biaya-biaya yang terjadi di perusahaan. Umumnya, pada perusahaan manufaktur biaya yang dikendalikan adalah biaya-biaya produksi membandingkan biaya standar yang telah ditetapkan dengan biaya produksi yang sesungguhnya terjadi. Sehingga dari analisis ini dapat diketahui penyimpangan atau selisih yang terjadi.. Salah satu alat analisis yang dapat digunakan untuk pengendalian biaya produksi adalah analisis varian. Biaya yang dianalisis adalah biaya bahan baku, biaya tenaga kerja langsung, dan biaya overhead pabrik.
Dengan penggunaan analisis varian yang meliputi varian bahan baku, varian tenaga kerja langsung, dan varian biaya overhead pabrik maka perusahaan lebih mudah dalam melakukan pengawasan dan pengendalian aktivitas produksi perusahaan. Perusahaan dapat mengetahui ada tidaknya penyimpangan atau selisih biaya-biaya produksi. Kemungkinan perusahaan dapat mencari alternatif tindakan korektif untuk menyikapi permasalahan yang ada. Dengan demikian proses produksi dapat berjalan dengan baik dan tujuan perusahaan dapat tercapai.

BAB III

KESIMPULAN

Sebuah anggaran fleksibel adalah anggaran yang menyesuaikan atau flexes untuk perubahan volume aktivitas Anggaran fleksibel lebih canggih dan berguna daripada anggaran yang statis, yang tetap pada satu jumlah terlepas dari volume kegiatan. Anggaran ini mengaitkan volume aktivitas dengan jumlah rupiah yang dianggarkan. Bermanfaat terutama dalam menaksir dan mengendalikan biaya pabrik dan beban operasi
Varians biaya bahan baku langsung dipecah menjadi varians kauntitas (apakah terlalu banyak bahan baku yang digunakan atau tidak), dan varians harga (apakah harganya terlalu tinggi daripada yang diharapkan atau tidak). Suatu varians kuantitas bahan baku tidak menguntungkan yang signifikan menyarankan suatu kebutuhan untuk meninjau ulang proses produksi. Varians kuantitas bahan baku tidak menguntungkan yang signifikan menunjuk pada departemen pembelian.
Dengan penggunaan analisis varian yang meliputi varian bahan baku, varian tenaga kerja langsung, dan varian biaya overhead pabrik maka perusahaan lebih mudah dalam melakukan pengawasan dan pengendalian aktivitas produksi perusahaan. Perusahaan dapat mengetahui ada tidaknya penyimpangan atau selisih biaya-biaya produksi. Kemungkinan perusahaan dapat mencari alternatif tindakan korektif untuk menyikapi permasalahan yang ada. Dengan demikian proses produksi dapat berjalan dengan baik dan tujuan perusahaan dapat tercapai.

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