AccountingTools Series. Fixed Asset. Accounting. A Comprehensive Guide. Steven M. Bragg, CPA

Transcription

1 AccountingTools Series Fixed Asset Accounting A Comprehensive Guide Steven M. Bragg, CPA

2 Fixed Asset Accounting The Comprehensive Guide Steven M. Bragg

3 Copyright 2011 by Steven M. Bragg. All rights reserved. Published by Steven M. Bragg, Centennial, Colorado. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the Publisher. Requests to the Publisher for permission should be addressed to Steven M. Bragg, 6727 E. Fremont Place, Centennial, CO Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. For more information about AccountingTools products, visit our Web site at ISBN-13: Printed in the United States of America

4 Table of Contents Chapter 1 - Introduction to Fixed Assets 1 What are Fixed Assets? 1 The Fixed Asset Designation 3 Fixed Asset Classifications 4 Applicable Accounting Frameworks 7 Accounting for Fixed Assets 7 Accounting for Intangible Assets 9 Accounting for Not-for-Profit Fixed Assets 9 Fixed Asset Disclosures 10 Fixed Asset Controls 10 Fixed Asset Policies and Procedures 11 Fixed Asset Record Keeping 11 Fixed Asset Auditing 12 Fixed Asset Measurements 12 Chapter 2 - Capital Budgeting Analysis 17 Overview of Capital Budgeting 17 Bottleneck Analysis 19 Net Present Value Analysis 20 The Payback Method 23 Capital Budget Proposal Analysis 24 The Outsourcing Decision 26 The Capital Budgeting Application Form 28 The Post Installation Review 32 The Lease or Buy Decision 33 Chapter 3 - Initial Fixed Asset Recognition 39 The Capitalization Limit 39

5 The Base Unit 41 GAAP: Initial Measurement of a Fixed Asset 44 GAAP: Measurement of Assets Acquired in a Business Combination 45 GAAP: Measurement of Assets Acquired in a Capital Lease 45 GAAP: Non-Monetary Exchanges 47 IFRS: Initial Inclusions in a Fixed Asset 53 IFRS: Initial Cost of a Fixed Asset 55 IFRS: Measurement of Assets Acquired in a Business Combination 58 IFRS: Measurement of Assets Acquired in a Capital Lease 58 IFRS: Non-Monetary Exchanges 60 Chapter 4 - Interest Capitalization 66 Why and When Do We Capitalize Interest? 66 Assets for Which You Must Capitalize Interest 68 Assets for Which You Do Not Capitalize Interest 68 The Interest Capitalization Period 69 The Capitalization Rate 71 Calculating Interest Capitalization 73 Derecognizing Capitalized Interest 75 Interest Capitalization Under IFRS 75 Chapter 5 - Asset Retirement Obligations 81 The Liability for an ARO 81 The Initial Measurement of an ARO 83 Subsequent Measurement of an ARO 85 Settlement of an ARO 86 AROs Under IFRS 88 Chapter 6 - Depreciation and Amortization 92

6 The Purpose of Depreciation 93 Depreciation Concepts 93 Accelerated Depreciation 95 Straight-Line Method 97 Sum-of-the-Years Digits Method 97 Double-Declining Balance Method 98 Depletion Method 100 Units of Production Method 103 MACRS Depreciation 104 The Depreciation of Land 106 The Depreciation of Land Improvements 107 Depreciation Accounting Entries 108 Accumulated Depreciation 109 Depreciation Under IFRS 110 Other Depreciation Topics 111 Chapter 7 - Subsequent Fixed Asset Measurement 116 The Capitalization of Additional Expenditures 116 Asset Revaluation for Tangible Assets 120 Asset Revaluation for Intangible Assets 124 Chapter 8 - Fixed Asset Impairment 129 Asset Impairment Under GAAP 129 Asset Impairment Under IFRS 134 Chapter 9 - Fixed Asset Disposal 156 Asset Derecognition 156 The Held-for-Sale Classification 156 Reclassification from Held for Sale 161 Discontinued Operations 164 Abandoned Assets 166

7 Idle Assets 166 Asset Disposal Accounting 166 Asset Disposal Under IFRS 168 Chapter 10 - Fixed Asset Disclosures 173 GAAP Disclosures 173 IFRS Disclosures 179 Chapter 11 - Not-for-Profit Fixed Asset Accounting 197 Initial Recognition of Fixed Assets 197 Restrictions on Contributed Assets 199 Valuation of Contributed Assets 200 Valuation of Contributed Services 201 Valuation of Art and Similar Items 202 Depreciation of Fixed Assets 202 Recordation of Fixed Assets 203 Fixed Asset Controls in a Not-for-Profit Entity 203 Chapter 12 - Fixed Asset Record Keeping 208 Fixed Asset Accounts 208 Construction Project Record Keeping 212 Building Record Keeping 213 Equipment Record Keeping 215 Land Record Keeping 218 Lease Record Keeping 219 Document Retention 221 Fixed Asset Reports 222 Chapter 13 - Fixed Asset Controls 236 Controls for Fixed Asset Acquisition 236 Controls for Fixed Asset Construction 239

8 Controls for Fixed Asset Theft 240 Controls for Fixed Asset Valuation 242 Controls for Fixed Asset Depreciation 244 Controls for Fixed Asset Disposal 245 The Control of Laptop Computers 246 Chapter 14 - Fixed Asset Policies and Procedures 251 Capital Budgeting Policies and Procedures 251 Asset Recognition Procedures 256 Asset Revaluation Policies and Procedures 259 Asset Exchange Policies and Procedures 261 Depreciation Policies and Procedures 262 Impairment Policies and Procedures 266 Asset Retirement Obligation Policies and Procedures 267 Intangible Asset Policies and Procedures 268 Transfer Policies 269 Disposal Policies and Procedures 270 Record Keeping Policies 271 Tracking Policies and Procedures 272 The Fixed Asset Manual 274 Chapter 15 - Fixed Asset Tracking 280 Tag Tracking 280 Bar Code Tracking 282 RFID Tracking Active Transmission 283 RFID Tracking Passive Transmission 284 Wireless Monitoring 284 Chapter 16 - Fixed Asset Measurements 290 Sales to Fixed Assets Ratio 290 Repairs and Maintenance Expense to Fixed Assets Ratio 292

9 Accumulated Depreciation to Fixed Assets Ratio 294 Cash Flow to Fixed Asset Requirements Ratio 295 Return on Assets Employed 296 Return on Operating Assets 298 Bottleneck Utilization 299 Unscheduled Machine Downtime 300 Chapter 17 - Fixed Asset Auditing 306 Fixed Asset Audit Objectives 306 Fixed Asset Audit Procedures 307 Auditor Requests 311 Appendix - Journal Entries 318 Glossary 324

10 Preface Fixed Asset Accounting describes every aspect of the accounting for fixed assets under both GAAP and IFRS, illustrates key concepts with numerous examples, and adds review questions and answers to improve your comprehension. There are also dozens of tips and definitions throughout the text. The book is designed for both practicing accountants and students, since both can benefit from its detailed descriptions of fixed asset budgeting, acquisition, disposition, and more. Fixed Asset Accounting addresses four major fixed asset accounting topics, which are: Part I Accounting for Fixed Assets. Chapters 1 through 9 cover the complete range of accounting activities related to fixed assets, including capital budgeting, asset recognition, interest capitalization, asset retirement obligations, depreciation, impairment, and disposal. Part II Special Accounting for Fixed Assets. Chapter 10 notes the various financial statement disclosures associated with fixed assets, while Chapter 11 delves into special considerations for the not-for-profit entity. Part III Fixed Asset Systems. Given the high cost of fixed assets, you need to surround them with a strong control system, which is addressed in four chapters. Chapter 12 describes fixed asset record keeping, while Chapter 13 delves into a variety of controls over all aspects of fixed asset usage. Chapter 14 itemizes many policies and procedures for fixed asset transactions. Finally, Chapter 15 addresses a number of available fixed asset tracking technologies. Part IV Related Topics. There are several ancillary areas that may be of interest to the fixed asset practitioner. Chapter 16 describes a number of ratios that can be used to monitor fixed assets. Chapter 17 gives an overview of the procedures that auditors typically follow during the fixed asset portion of an audit, and describes the information they will request as part of this audit.

11 There is also an appendix that contains templates for the journal entries used in most fixed asset transactions, as well as a comprehensive glossary of fixed asset terms. Fixed Asset Accounting gives you a complete grounding in every aspect of the accounting systems needed for fixed assets. As such, it may earn a place on your book shelf as a reference tool for years to come. Centennial, Colorado March, 2011

12 About the Author Steven Bragg, CPA, has been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst & Young. He received a master s degree in finance from Bentley College, an MBA from Babson College, and a Bachelor s degree in Economics from the University of Maine. He has been a twotime president of the Colorado Mountain Club, and is an avid alpine skier, mountain biker, and certified master diver. Mr. Bragg resides in Centennial, Colorado. He has written the following books: Accounting and Finance for Your Small Business Accounting Best Practices Accounting Control Best Practices Accounting Policies and Procedures Manual Advanced Accounting Systems Bookkeeping Essentials Billing and Collections Best Practices Business Ratios and Formulas Controller s Guide to Costing Controller s Guide to Planning and Controlling Operations Controller s Guide: Roles and Responsibilities for the New Controller Controllership Cost Accounting Fundamentals Cost Reduction Analysis Essentials of Payroll Fast Close Financial Analysis Fixed Asset Accounting GAAP Guide GAAP Policies and Procedures Manual GAAS Guide IFRS Made Easy Inventory Accounting Inventory Best Practices

13 Investor Relations Just-in-Time Accounting Management Accounting Best Practices Managing Explosive Corporate Growth Mergers and Acquisitions Outsourcing Payroll Accounting Payroll Best Practices Revenue Recognition Run the Rockies Running a Public Company Sales and Operations for Your Small Business The Controller s Function The New CFO Financial Leadership Manual The Ultimate Accountants Reference The Vest Pocket Controller s Guide The Vest Pocket GAAP Guide The Vest Pocket IFRS Guide Throughput Accounting Treasury Management Free On-Line Resources Mr. Bragg maintains the web site, which contains the accounting best practices podcast, an accounting blog, and a comprehensive index of articles on all possible accounting subjects.

14 Chapter 1 Introduction to Fixed Assets Introduction Why is a fixed asset different from other expenditures that are charged to expense right away? And how do we classify these fixed assets? This chapter introduces the concept of the fixed asset, describes when you should classify an expenditure as a fixed asset, and provides further references to additional information about various fixed asset concepts that we will deal with later in this book. What is an Expenditure? An expenditure is a payment or the incurrence of a liability by an entity. What are Fixed Assets? The vast majority of the expenditures that a company makes are for consumables, such as office supplies, wages, or products that it sells to customers. The effect of these items pass through the company quickly they are used or sold and converted to cash, and they are recorded as expenses immediately, or with a slight delay (if they involve inventory). Thus, the benefits they generate are short-lived. Fixed assets are entirely different. These are items that generate economic benefits over a long period of time. Because of the long period of usefulness of a fixed asset, it is not justifiable to charge its entire cost to expense when incurred. Instead, the matching principle comes into play. Under the matching principle, you should recognize both the benefits and expenses associated with a transaction (or, in this case, an asset) at the same time. To do so, we convert an expenditure into an asset, and use depreciation to gradually charge it to expense over the time period when it is providing benefits.

15 Introduction to Fixed Assets What is Depreciation? Depreciation is the gradual charging to expense of an asset's cost over its expected useful life. By designating an expenditure as a fixed asset, we are shifting the expenditure away from the income statement, where expenditures normally go, and instead place it in the balance sheet. As we gradually reduce its recorded cost through depreciation, the expenditure gradually flows from the balance sheet to the income statement. Thus, the main difference between a normal expenditure and a fixed asset is that the fixed asset is charged to expense over a longer period of time. What is the Income Statement? The income statement is a financial report that summarizes an entity's revenue and expenses, as well as its net income or loss. The income statement shows an entity's financial results over a specific time period, usually a month, quarter, or year. What is the Balance Sheet? The balance sheet is a report that summarizes all of an entity s assets, liabilities, and equity as of a given point in time, which is usually the end of an accounting period. The process of identifying fixed assets, recording them as assets, and depreciating them is time-consuming, so it is customary to build some limitations into the process that will route most expenditures directly to expense. One such limitation is to charge an expenditure to expense immediately unless it has a useful life of at least one year. Another limitation is to only recognize an expenditure as a fixed asset if it exceeds a certain dollar amount, known as the capitalization limit (see the Initial Fixed Asset Recognition chapter). These limits keep the vast majority of expenditures from being classified as fixed assets, which reduces the work of the accounting department. 2

16 Introduction to Fixed Assets EXAMPLE Henderson Industrial incurs expenditures for three items, and must decide whether it should classify them as fixed assets. Henderson s capitalization limit is $2,500. The expenditures are: It buys a used mold for its plastic injection molding operation for $5,000. Henderson expects that the mold only has two months of useful life left, after which it should be scrapped. Since the useful life is so short, Henderson elects to charge the expenditure to expense immediately. It buys a laptop computer for $1,500, which has a useful life of three years. This expenditure is less than the capitalization limit, so Henderson charges it to expense. It buys a 10-ton injection molding machine for $50,000, which has a useful life of 10 years. Since this expenditure has a useful life of longer than one year and a cost greater than the capitalization limit, Henderson records it as a fixed asset, and will depreciate it over its 10-year useful life. An alternative treatment of the $5,000 mold in the preceding example would be to record it under the Other Assets account in the balance sheet, and charge the cost to expense over two months. This is a useful alternative for expenditures that have useful lives of greater than one accounting period, but less than one year. It is a less time-consuming alternative for the accounting staff, which does not have to create a fixed asset record or engage in any depreciation calculations. The Fixed Asset Designation The fixed asset name is used in this book to describe the group of assets that generate economic benefits over a long period of time. The accounting literature and common usage have derived a somewhat longer name for the same assets, which is property, plant, and equipment (PP&E). You will find fixed assets listed as property, plant, and equipment in many balance sheets. The PP&E term is not used in this book for two reasons: The name describes a subset of all fixed assets, since it only implies the existence of land, buildings, and machinery. 3

17 Introduction to Fixed Assets The PP&E name is simply too long. Thus, we are using the more all-encompassing fixed assets term throughout the book. Fixed Asset Classifications If an expenditure qualifies as a fixed asset, then you need to decide what its proper account classification should be. Account classifications are used to aggregate fixed assets into groups, so that you can apply the same depreciation methods and useful lives to them. What is a Useful Life? A useful life is the estimated lifespan of a depreciable fixed asset, during which it can be expected to contribute to company operations. You also usually create general ledger accounts by classification, and store fixed asset transactions within the classifications to which they belong (as described further in the Fixed Asset Record Keeping chapter). Here are the most common classifications used: Buildings. This account may include the cost of acquiring a building, or the cost of constructing one (in which case it is transferred from the Construction in Progress classification, described below). If the purchase price of a building includes the cost of land, then apportion some of the cost to the Land account (which is not depreciated). Computer equipment. This classification can include a broad array of computer equipment, such as routers, servers, and backup power generators. It is useful to set the capitalization limit higher than the cost of desktop and laptop computers, so that you do not have to track these items as assets. Construction in progress. This account is a temporary one, and is intended to store the ongoing cost of constructing a building; once completed, you shift the balance in this account to the Buildings account, and then start depreciating 4

18 Introduction to Fixed Assets it. Besides the materials and labor required for construction, you can also store in this account architecture fees, the cost of building permits, and so forth. Equipment. This category includes production equipment, materials handling equipment, molds, the more expensive tools, and similar items. Furniture and fixtures. This is one of the broadest categories of fixed assets, since it can include such diverse assets as warehouse storage racks, office cubicles, and desks. Intangible assets. This is a non-physical asset, examples of which are trademarks, customer lists, literary works, broadcast rights, and patented technology. Land. This is the only asset that is not depreciated, because it is considered to have an indeterminate useful life. Include in this category all expenditures to prepare the land for its intended purpose, such as demolishing an existing building, or grading the land. Land improvements. Include any expenditures that add functionality to a parcel of land, such as irrigation systems, fencing, and landscaping. Leasehold improvements. These are improvements to leased space that are made by the tenant, and typically include office space, air conditioning, telephone wiring, and related permanent fixtures. Office equipment. This account contains such equipment as copiers, printers, and video equipment. Some companies elect to merge this classification into the furniture and fixtures classification, especially if they have few office equipment items. Software. Includes larger types of departmental or company-wide software, such as enterprise resources planning software or accounting software. Many desktop software packages are not sufficiently expensive to exceed the corporate capitalization limit. Vehicles. This account contains automobiles, tractors, trucks, and similar types of rolling stock. 5

19 Introduction to Fixed Assets A capital lease is not usually identified as a separate asset, since a lease merely identifies a form of financing; it does not identify the type of asset. Consequently, you should record the asset side of a capital lease in one of the above classifications. The liability side of the capital lease should be identified as a capital lease. See the Initial Fixed Asset Recognition chapter for more information. Tip: Do not create too many sub-classifications of fixed assets, such as automobiles, vans, light trucks, and heavy trucks within the main vehicles classification. If the classification system is too finely divided, there will inevitably be some cross over assets that could fall into several classifications. Also, having a large number of classifications requires extra tracking work by the accounting staff. EXAMPLE Henderson Industrial decides to construct a new production facility. It purchases land for $2 million, updates the land with irrigation systems and a parking lot for $300,000, and constructs the building for $5 million. It then purchases production equipment for the facility for $8 million, office equipment for $100,000, and furniture and fixtures for $400,000. It aggregates these purchases into the following fixed asset classifications: Expenditure Item Classification Useful Life Depreciation Method Building - $5 million Building 30 years Straight line Furniture and fixtures Furniture and 7 years Straight line - $400,000 fixtures Irrigation, parking lot Land improvements 15 years Straight line - $300,000 Land - $2 million Land Indeterminate None Office equipment - $100,000 Office equipment 5 years Straight line Production equipment Equipment 15 years Straight line - $8 million 6

20 Introduction to Fixed Assets Tip: The local government that charges a company a personal property tax may require that you complete its tax forms using certain asset classifications. It may make sense to contact the government to see which classifications under which it wants you to report, and adopt these classifications as the company s official classification system. By doing so, you do not have to re-aggregate assets for personal property tax reporting. Applicable Accounting Frameworks The accounting for fixed assets is not uniform throughout the world. There are two primary accounting frameworks in use. One is Generally Accepted Accounting Principles (GAAP), which was founded in the United States, and which uses an extremely detailed, rules-oriented approach to mandating the treatment of accounting transactions. The other framework is International Financial Reporting Standards (IFRS), which has a greater orientation toward issuing higher-level guidelines than specific rules. IFRS is rapidly gaining acceptance outside of the United States, and it will likely become the dominant accounting framework at some point in the future. Working committees from the organizations that create and update GAAP and IFRS are continually meeting to resolve the differences in their approaches to fixed assets, but there are still differences in the two frameworks. Because of these differences, we are presenting both the GAAP and IFRS requirements for fixed asset accounting in the following chapters. Accounting for Fixed Assets There are several key points in the life of a fixed asset that require recognition in the accounting records; these are the initial recordation of the asset, the recognition of any asset retirement obligations, depreciation, subsequent changes in the recorded cost of the asset, impairment, and the eventual derecognition of the asset. We describe these general concepts below, and include a reference to the more comprehensive treatment in later chapters: 7

21 Introduction to Fixed Assets Initial recognition. There are a number of factors to consider when initially recording a fixed asset, such as the base unit, which costs to include, and when to stop capitalizing costs. These issues are dealt with in the Initial Fixed Asset Recognition chapter, along with special situations involving capital leases, non-monetary exchanges, and business combinations. Interest capitalization. If you are constructing an asset, or it is requiring some time to bring a fixed asset to the condition and location intended for its use, then you may be able to capitalize the cost of the interest associated with the purchase. There are very specific rules for the use of interest capitalization, which are covered in the Interest Capitalization chapter. Asset retirement obligations. There are situations where you can reasonably calculate the costs associated with retiring an asset, such as environmental remediation for a strip mine. These costs are known as asset retirement obligations, and you are required to recognize their costs as part of the initial recordation of an asset. The Asset Retirement Obligations chapter addresses this topic. Depreciation. You should gradually charge the cost of a fixed asset to expense over time, using depreciation. There are a variety of depreciation methods available, which are described further in the Depreciation and Amortization chapter. Subsequent changes. Under limited circumstances under IFRS, you are allowed to revalue your fixed assets, which has special accounting and disclosure requirements. This option, as well as the capitalization of subsequent expenditures, is discussed in the Subsequent Fixed Asset Measurement chapter. Impairment. If the fair value of a fixed asset falls below its recorded cost at any point during its useful life, you are required to reduce its recorded cost to its fair value, and recognize a loss for the difference between the two amounts. 8

22 Introduction to Fixed Assets The Fixed Asset Impairment chapter delves into this accounting, as well as the options for reversing impairment if the fair value of a fixed asset subsequently rises. Derecognition. When an asset comes to the end of its useful life, a company will likely sell or otherwise dispose of it. At this time, you must remove it from the accounting records, as well as record a gain or loss (if any) on the final disposal transaction. This issue is discussed in the Fixed Asset Disposal chapter. The accounting transactions noted above can involve a considerable range of journal entries. Though the entries are integrated into the text of each chapter, they are also itemized in a journal entries appendix. The appendix includes a description of each journal entry and a sample layout. Accounting for Intangible Assets The bulk of this book deals with tangible fixed assets that is, assets having a physical presence. However, there are also intangible fixed assets, such as patents and copyrights, which have no physical substance. An intangible asset derives its value from the rights or privileges to which they entitle the entity that owns them. They are largely accounted for in the same manner as tangible fixed assets. When there is a unique accounting treatment for intangible assets, we make note of it, usually in a separate section within a chapter. Accounting for Not-for-Profit Fixed Assets An entity that is designated as a not-for-profit business may receive quite a large number of fixed assets as donations, which means that it does not incur a cost to obtain its assets. Since the initial recognition of a fixed asset is normally at its acquisition cost, how do you record a donated asset? Or do you not record it at all? This accounting is addressed in the Not-for-Profit Fixed Asset Accounting chapter. 9

23 Introduction to Fixed Assets Fixed Asset Disclosures Fixed assets can comprise a large part of the assets listed on a company s balance sheet, so it is no surprise that both GAAP and IFRS require extensive disclosures of a variety of issues involving fixed assets, including: Asset impairment Asset retirement obligations Assets held for sale Capitalized interest Changes in accounting estimate Depreciation Estimates of recoverable amounts Intangible assets GAAP and IFRS have different disclosure requirements, so we separately list their requirements in the Fixed Asset Disclosures chapter. Fixed Asset Controls Fixed assets can be quite expensive, and are also more mobile than the designation fixed assets would imply. Thus, there is a risk that they will be lost, damaged, or stolen. There are a number of controls over fixed assets that result in a close watch being maintained over them, such as asset tags, radio frequency identification tags that trigger an alarm if they pass a building exit, and assigning responsibility for each asset to a designated manager. Further, there is a risk that a fixed asset will be sold off without permission, or that the proceeds from the sale will be diverted. The controls for all of these issues and more are addressed in the Fixed Asset Controls chapter. Fixed assets must be properly maintained to ensure that they remain usable through their useful lives. This calls for the use of ongoing preventive maintenance, but you can also install controls in the form of sensors to warn of any impending equipment fail- 10

24 Introduction to Fixed Assets ures. These sensors, as well as location tracking sensors, are described in the Fixed Asset Tracking chapter. As just noted, fixed assets can be quite expensive, so you need controls over how they are approved for initial purchase or construction. This is an elaborate analysis and permission system called capital budgeting, and we cover it in the Capital Budgeting Analysis chapter. Fixed Asset Policies and Procedures There are many transactions involved in the life of a fixed asset, including such activities as capital budgeting, determining the correct costs to capitalize upon initial asset recognition, impairment testing, asset revaluation, and asset disposal. If you do not handle these transactions in a consistent manner, the accuracy and reliability of the accounting records will likely suffer, and auditors will have an extremely difficult time verifying your fixed asset records. You can greatly improve the consistency of fixed asset record keeping by formulating and closely adhering to a set of policies and procedures that address the most common fixed asset transactions. The Fixed Asset Policies and Procedures chapter contains a baseline set of policies and procedures that you can modify to meet the specific requirements of your business. Fixed Asset Record Keeping The preceding list of accounting activities should make it clear that a considerable amount of record keeping is required over the life span of a fixed asset. At a minimum, this includes the proper classification of asset classes, and setting up account numbers in the general ledger for assets, accumulated depreciation, and depreciation. It may also include more specialized accounting for construction projects. Furthermore, you should maintain different types of records for buildings, equipment, land, and leases, and decide how long to retain these documents. It is also useful to aggregate fixed asset information into the following reports: 11

25 Introduction to Fixed Assets Asset replacement report. Includes information about each asset that allows you to predict when a fixed asset should be replaced. Audit report. Gives descriptive and location information for selected assets, so that you can more easily locate them. Depreciation report. Summarizes the periodic depreciation and accumulated depreciation for each fixed asset. Maintenance report. Aggregates the scheduled and unscheduled maintenance associated with each asset, and links it to capacity utilization. Responsibility report. Notes the name of the person responsible for each asset, as well as the location of the asset. All of the record keeping issues noted here, as well as the reports just described, are addressed in considerably more detail in the Fixed Asset Record Keeping chapter. Fixed Asset Auditing If a company has a loan outstanding with a lender, or is publicly held, it will likely undergo an annual audit. If the company has a large investment in fixed assets, the audit team will spend a considerable amount of time reviewing a selection of the fixed asset accounting transactions that arose in the period being audited. The accounting, procedures, and controls already noted will probably cover the majority of the issues the auditors would normally find. Nonetheless, it is useful to know what specific items auditors ask for as part of an audit, as well as the audit steps normally included in their audit procedures. The Fixed Asset Auditing chapter provides this information. Fixed Asset Measurements A good management team wants to measure all aspects of a business, in order to maximize its efficiency, cash usage, and profits. The Fixed Asset Measurements chapter shows how to calculate the following metrics: 12

26 Introduction to Fixed Assets Measurement Accumulated depreciation to fixed assets ratio Bottleneck utilization Cash flow to fixed asset requirements ratio Repairs and maintenance expense to fixed assets ratio Return on assets employed Return on operating assets Sales to fixed assets ratio Unscheduled machine downtime Reason for Use Determine whether asset replacement levels are changing over time Determine the level of utilization of a constrained resource Determine whether a business has sufficient cash flow to pay for planned fixed asset purchases Determine whether a company has unusual proportions of old assets or utilization levels Calculate the return on all assets (not just fixed assets) Calculate the return on all assets that are being actively used to create revenue Determine fixed asset usage levels compared to those of competitors Determine the extent to which unscheduled machine downtime is interfering with production Summary This chapter has provided an overview of the nature of fixed assets, how you account for them, and a variety of other topics related to their management. We also provided references to the chapters later in this book that address these topics in much greater detail. In addition, a complete listing of the journal entries you may need for the recording of transactions over the life of a fixed asset are noted in the Journal Entries appendix. Also, if you are uncertain of the meaning of a term, definitions are provided in the glossary at the end of the book. 13

27 Introduction to Fixed Assets Review Questions 1. An expenditure is: a. An expense b. A fixed asset c. A payment or the incurrence of a liability d. An obligation to pay 2. A fixed asset is: a. Charged to expense when incurred b. Fixed in place c. Designed to have a useful life of at least three years d. An item that generates an economic benefit over a long time period 3. Fixed assets are also known as: a. Current assets b. Property, plant, and equipment c. Goodwill d. Investments 4. The land improvements account contains balances that are: a. Depreciable b. Not depreciable c. Periodically rolled into the land account d. Inclusive of the cost to demolish an existing building 14

28 Introduction to Fixed Assets Review Answers 1. An expenditure is: a. Incorrect. An expense is the reduction in value of an asset as it is used to generate an economic return. b. Incorrect. A fixed asset is an item costing in excess of a business capitalization limit, which is expected to generate economic benefits for at least one year. c. Correct. An expenditure is a payment or the incurrence of a liability. d. Incorrect. An obligation to pay is a liability already incurred that creates a legal requirement to pay a third party in the future. 2. A fixed asset is: a. Incorrect. A fixed asset is charged to expense over its useful life through depreciation. b. Incorrect. A fixed asset can be easily movable, as long as it meets the criteria for a fixed asset. c. Incorrect. A fixed asset has a useful life of at least one year. d. Correct. A fixed asset is an item that generates an economic benefit over a long time period. 3. Fixed assets are also known as: a. Incorrect. Current assets are supposed to be settled within one year, whereas fixed assets should generate economic benefits for more than one year. b. Correct. A fixed asset is also known as property, plant, and equipment. c. Incorrect. Goodwill is a non-specific, intangible asset arising from a business combination. d. Incorrect. An investment is funds invested in an instrument or entity from which you expect to generate a return. 15

29 Introduction to Fixed Assets 4. The land improvements account contains balances that are: a. Correct. Expenditures classified as land improvements can be depreciated. b. Incorrect. You should depreciate expenditures classified as land improvements. c. Incorrect. Land improvement expenditures are kept separate from the land account, since land improvements are depreciable and land is not. d. Incorrect. The cost to demolish an existing building is recorded in the land account. 16

30 Chapter 2 Capital Budgeting Analysis Introduction Capital budgeting is a series of analysis steps followed to justify the decision to purchase an asset, usually including an analysis of the costs, related benefits, and impact on capacity levels of the prospective purchase. In this chapter, we will address a broad array of issues that you should consider when deciding whether to recommend the purchase of a fixed asset, including constraint analysis, the lease versus buy decision, and post acquisition auditing. Overview of Capital Budgeting The normal capital budgeting process is for the management team to request proposals to acquire fixed assets from all parts of the company. Managers respond by filling out a standard request form, outlining what they want to buy and how it will benefit the company. The financial analyst or accountant then assists in reviewing these proposals to determine which are worthy of an investment. Any proposals that are accepted are included in the annual budget, and will be purchased during the next budget year. Fixed assets purchased in this manner also require a certain number of approvals, with more approvals required by increasingly senior levels of management if the sums involved are substantial. These proposals come from all over the company, and so are likely not related to each other in any way. Also, the number of proposals usually far exceeds the amount of funding available. Consequently, management needs a method for ranking the priority of projects, with the possible result that some proposals are not accepted at all. The traditional method for doing so is net present value (NPV) analysis, which focuses on picking proposals with the largest amount of discounted cash flows. The trouble with NPV analysis is that it does not account for how an investment might impact the profit generated by the entire system of production; instead, it tends to favor the optimization of

31 Capital Budgeting Analysis specific work centers, which may have no particular impact on overall profitability. Also, the results of NPV are based on the future projections of cash flows, which may be wildly inaccurate. Managers may even tweak their cash flow estimates upward in order to gain project approval, when they know that actual cash flows are likely to be lower. Given these issues, we favor constraint analysis over NPV, though NPV is also discussed later in this chapter. A better method for judging capital budget proposals is constraint analysis, which focuses on how to maximize use of the bottleneck operation. The bottleneck operation is the most constricted operation in a company; if you want to improve the overall profitability of the company, then you must concentrate all attention on management of that bottleneck. This has a profound impact on capital budgeting, since a proposal should have some favorable impact on that operation in order to be approved. There are two scenarios under which certain project proposals may avoid any kind of bottleneck or cash flow analysis. The first is a legal requirement to install an item. The prime example is environmental equipment, such as smokestack scrubbers, that are mandated by the government. In such cases, there may be some analysis to see if costs can be lowered, but the proposal must be accepted, so it will sidestep the normal analysis process. The second scenario is when a company wants to mitigate a high-risk situation that could imperil the company. In this case, the emphasis is not on profitability at all, but rather on the avoidance of a situation. If so, the mandate likely comes from top management, so there is little additional need for analysis, other than a review to ensure that the lowest-cost alternative is selected. A final scenario is when there is a sudden need for a fixed asset, perhaps due to the catastrophic failure of existing equipment, or due to a sudden strategic shift. These purchases can happen at any time, and so usually fall outside of the capital budget s annual planning cycle. It is generally best to require more than the normal number of approvals for these items, so that management is made fully aware of the situation. Also, if there is time to do so, they are 18

32 Capital Budgeting Analysis worthy of an unusually intense analysis, to see if they really must be purchased at once, or if they can be delayed until the next capital budgeting approval period arrives. Once all items are properly approved and inserted into the annual budget, this does not end the capital budgeting process. There is a final review just prior to actually making each purchase, with appropriate approval, to ensure that the company still needs each fixed asset. The last step in the capital budgeting process is to conduct a post-implementation review, in which you summarize the actual costs and benefits of each fixed asset, and compare these results to the initial projections included in the original application. If the results are worse than expected, this may result in a more in-depth review, with particular attention being paid to avoiding any faulty aspects of the original proposal in future proposals. Bottleneck Analysis Under constraint analysis, the key concept is that an entire company acts as a single system, which generates a profit. Under this concept, capital budgeting revolves around the following logic: 1. Nearly all of the costs of the production system do not vary with individual sales; that is, nearly every cost is an operating expense; therefore, 2. You need to maximize the throughput of the entire system in order to pay for the operating expense; and 3. The only way to increase throughput is to maximize the throughput passing through the bottleneck operation. Consequently, you should give primary consideration to those capital budgeting proposals that favorably impact the throughput passing through the bottleneck operation. What is Throughput? Throughput is revenues minus totally variable costs. Totally variable costs are usually just the cost of materials, since direct labor does not typically vary directly with sales. 19

33 Capital Budgeting Analysis This does not mean that all other capital budgeting proposals will be rejected, since there are a multitude of possible investments that can reduce costs elsewhere in a company, and which are therefore worthy of consideration. However, throughput is more important than cost reduction, since throughput has no theoretical upper limit, whereas costs can only be reduced to zero. Given the greater ultimate impact on profits of throughput over cost reduction, any non-bottleneck proposal is simply not as important. Net Present Value Analysis Any capital investment involves an initial cash outflow to pay for it, followed by a mix of cash inflows in the form of revenue, or a decline in existing cash flows that are caused by expense reductions. We can lay out this information in a spreadsheet to show all expected cash flows over the useful life of an investment, and then apply a discount rate that reduces the cash flows to what they would be worth at the present date. This calculation is known as net present value. What is a Discount Rate? A discount rate is the interest rate used to discount a stream of future cash flows to their present value. Depending upon the application, typical rates used as the discount rate are a firm's cost of capital or the current market rate. Net present value is the traditional approach to evaluating capital proposals, since it is based on a single factor cash flows that can be used to judge any proposal arriving from anywhere in a company. EXAMPLE Milford Sound, a manufacturer of audio equipment, is planning to acquire an asset that it expects will yield positive cash flows for the next five years. Its cost of capital is 10%, which it uses as the discount rate to construct the net present value of the project. The following table shows the calculation: 20

34 Capital Budgeting Analysis Year Cash Flow 10% Discount Factor Present Value 0 -$500, $500, , , , , , , , , , ,717 Net Present Value -$7,196 The net present value of the proposed project is negative at the 10% discount rate, so Milford should not invest in the project. In the 10% Discount Factor column, the factor becomes smaller for periods further in the future, because the discounted value of cash flows are reduced as they progress further from the present day. The discount factor is widely available in textbooks, or can be derived from the following formula: Present value of a future cash flow Future cash flow = (1 + Discount rate) squared by the number discounting periods To use the formula for an example, if we forecast the receipt of $100,000 in one year, and are using a discount rate of 10 percent, then the calculation is: Present value $100,000 = (1+.10) 1 Present value = $90,909 A net present value calculation that truly reflects the reality of cash flows will likely be more complex than the one shown in the preceding example. It is best to break down the analysis into a number of sub-categories, so that you can see exactly when cash flows are 21

35 Capital Budgeting Analysis occurring and with what activities they are associated. Here are the more common contents of a net present value analysis: Asset purchases. All of the expenditures associated with the purchase, delivery, installation, and testing of the asset being purchased. Asset-linked expenses. Any ongoing expenses, such as warranty agreements, property taxes, and maintenance, that are associated with the asset. Contribution margin. Any incremental cash flows resulting from sales that can be attributed to the project. Depreciation effect. The asset will be depreciated, and this depreciation shelters a portion of any net income from income taxes, so note the income tax reduction caused by depreciation. Expense reductions. Any incremental expense reductions caused by the project, such as automation that eliminates direct labor hours. Tax credits. If an asset purchase triggers a tax credit (such as for a purchase of energy-reduction equipment), then note the credit. Taxes. Any income tax payments associated with net income expected to be derived from the asset. Working capital changes. Any net changes in inventory, accounts receivable, or accounts payable associated with the asset. Also, when the asset is eventually sold off, this may trigger a reversal of the initial working capital changes. By itemizing the preceding factors in a net present value analysis, you can more easily review and revise individual line items. We have given priority to bottleneck analysis over net present value as the preferred method for analyzing capital proposals, because bottleneck analysis focuses on throughput. The key improvement factor is throughput, since there is no upper limit on the amount of throughput that can be generated, whereas there are only so many operating expenses that can be reduced. This does not 22

36 Capital Budgeting Analysis mean that net present value should be eliminated as a management tool. It is still quite useful for operating expense reduction analysis, where throughput issues are not involved. The Payback Method The most discerning method for evaluating a capital budgeting proposal is its impact on the bottleneck operation, while net present value analysis yields a detailed analysis of cash flows. The simplest and least accurate evaluation technique is the payback method. This approach is still heavily used, because it provides a very fast back of the envelope calculation of how soon a company will earn back its investment. This means that it provides a rough measure of how long a company will have its investment at risk, before earning back the original amount expended. Thus, it is a rough measure of risk. There are two ways to calculate the payback period, which are: 1. Simplified. Divide the total amount of an investment by the average resulting cash flow. This approach can yield an incorrect assessment, because a proposal with cash flows skewed far into the future can yield a payback period that differs substantially from when actual payback occurs. 2. Manual calculation. Manually deduct the forecasted positive cash flows from the initial investment amount, from Year 1 forward, until the investment is paid back. This method is slower, but ensures a higher degree of accuracy. EXAMPLE Milford Sound has received a proposal from a manager, asking to spend $1,500,000 on equipment that will result in cash inflows in accordance with the following table: Year Cash Flow 1 +$150, , , , ,000 23

37 Capital Budgeting Analysis The total cash flows over the five-year period are projected to be $2,000,000, which is an average of $400,000 per year. When divided into the $1,500,000 original investment, this results in a payback period of 3.75 years. However, the briefest perusal of the projected cash flows reveals that the flows are heavily weighted toward the far end of the time period, so the results of this calculation cannot be correct. Instead, the accountant runs the calculation year by year, deducting the cash flows in each successive year from the remaining investment. The results of this calculation are: Year Cash Flow Net Invested Cash 0 -$1,500, $150,000-1,350, ,000-1,200, ,000-1,000, , , ,000 0 The table indicates that the real payback period is located somewhere between Year 4 and Year 5. There is $400,000 of investment yet to be paid back at the end of Year 4, and there is $900,000 of cash flow projected for Year 5. The accountant assumes the same monthly amount of cash flow in Year 5, which means that he can estimate final payback as being just short of 4.5 years. The payback method is not overly accurate, does not provide any estimate of how profitable a project may be, and does not take account of the time value of money. Nonetheless, its extreme simplicity makes it a perennial favorite in many companies. Capital Budget Proposal Analysis Reviewing a capital budget proposal does not necessarily mean passing judgment on it exactly as presented. You can attach a variety of suggestions to your analysis of the proposal, which management may incorporate into a revised proposal. Here are some examples: Asset capacity. Does the asset have more capacity than is actually needed under the circumstances? Is there a history of usage spikes that call for extra capacity? Depending on 24