CORNERSTONES of Managerial Accounting 5 e CHAPTER 10

CORNERSTONES of Managerial Accounting, 5 e

CHAPTER 10: STANDARD COSTING: A MANAGERIAL CONTROL TOOL Cornerstones of Managerial Accounting, 5 e © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Learning Objectives 1. Explain how unit standards are set and why standard 2. 3. 4. 5. 6. cost systems are adopted. Explain the purpose of a standard cost sheet. Describe the basic concepts underlying variance analysis, and explain when variances should be investigated. Compute the materials variances, and explain how they are used for control. Compute the labor variances, and explain how they are used for control. (Appendix 10 A) Prepare journal entries for materials and labor variances. © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Unit Standards § Budgets set standards that are used to control and evaluate managerial performance. § To determine the unit standard cost for a particular input, two decisions must be made: § The quantity decision: The amount of input that should be used per unit of output § The pricing decision: The amount that should be paid for the quantity of the input to be used LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Quantity and Price Standards § The quantity decision produces quantity standards. § The pricing decision produces price standards. § The unit standard cost can be computed by multiplying these two standards: Standard cost per unit = Quantity standard x Price standard LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

How Standards Are Developed § Three potential sources of quantitative standards are as follows: § Historical experience: Provides an initial guideline for setting standards, but should be used with caution because they can perpetuate existing inefficiencies. § Engineering studies: Identifies efficient approaches rigorous guidelines, but engineered standards often are too rigorous. § Input from operating personnel: Since operating personnel are accountable for meeting standards, they should have significant input in setting standards. LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Types of Standards § Standards are generally classified as either ideal or currently attainable. § Ideal standards demand maximum efficiency and can be achieved only if everything operates perfectly. § Currently attainable standards can be achieved under efficient operating conditions. Allowance is made for normal breakdowns, interruptions, and less than perfect skill. LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Types of Standards (cont. ) § Of the two types, currently attainable standards offer the most behavioral benefits. LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Why Standard Cost Systems Are Adopted § Two reasons for adopting a standard cost system are frequently mentioned: § To improve planning and control § Comparing actual costs with budgeted costs identifies variances, the difference between the actual and planned costs for the actual level of activity. § Overall variances can be further broken down into a price variance or a usage or efficiency variance if unit price or quantity standards have been developed. LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Why Standard Cost Systems Are Adopted (cont. ) § To facilitate product costing § Costs are assigned to products using quantity and price standards for all three manufacturing costs: direct materials, direct labor, and overhead. § Standard costing and variance analysis for controlling cost and evaluating performance can have strong ethical implications. LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cost Assignment Approaches LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Advantages of Standard Product Costing § Standard product costing has several advantages over normal costing and actual costing. § Greater capacity for control § Provides readily available unit cost information that can be used for pricing decisions at any time throughout the period because actual costs do not need to be known § No unit cost calculations for each equivalent unit category in process costing § No need to distinguish between FIFO and weighted average methods of accounting for beginning inventory costs LO-1 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Standard Product Costs § In manufacturing firms, standard costs are developed for direct materials, direct labor, and overhead. § Using these costs, the standard cost per unit is computed. § The standard cost sheet provides the production data needed to calculate the standard unit cost. LO-2 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Standard Cost Sheet § The standard cost sheet also shows the quantity of each input that should be used to produce one unit of output. § A manager should be able to compute the standard quantity of materials allowed (SQ) and the standard hours allowed (SH) for the actual output, where: and LO-2 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Standard Cost Sheet (cont. ) LO-2 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 1 Computing Standard Quantities Allowed (SQ & SH) LO-2 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Variance Analysis: General Description § Actual input cost can be calculated as: Actual cost = AP x AQ where AP = Actual price per unit AQ = Actual quantity of input used LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Variance Analysis: General Description § It is also possible to calculate the costs that should have been incurred for the actual level of activity. Planned cost = SP x SQ where SP = Standard price per unit SQ = Standard quantity of input allowed for the actual output LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Total Budget Variance § The total budget variance is the difference between the actual cost of the input and its planned cost: LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Total Budget Variance (cont. ) § Because responsibility for deviations from planned prices tends to be located in the purchasing or personnel department and responsibility for deviations from planned usage of inputs tends to be located in the production department, it is important to separate the total variance into price and usage (quantity) variances. LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Price and Usage Variances § For labor, the price variance is usually called a rate variance. § Price (rate) variance is the difference between the actual and standard unit price of an input multiplied by the number of inputs used: Price variance = (AP - SP) x AQ § The usage (quantity) variance is called an efficiency variance. LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Price and Usage Variances (cont. ) § Usage (efficiency) variance is the difference between the actual and standard quantity of inputs multiplied by the standard unit price of the input: Usage variance = (AQ - SQ) x SP LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Variance Analysis: General Description LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Unfavorable and Favorable Variances § Unfavorable (U) variances occur whenever actual prices or actual usage of inputs are greater than standard prices or standard usage. § When the opposite occurs, favorable (F) variances are obtained. § Favorable and unfavorable variances are not equivalent to good and bad variances. The terms merely indicate the relationship of the actual prices (or quantities) to the standard prices (or quantities). LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Decision to Investigate § As a general principle, an investigation should be undertaken only if the expected benefits are greater than the expected costs. § Managers determine whether variances are significant based on an acceptable range that has top and bottom measures called control limits. LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 2 Using Control Limits to Trigger A Variance Investigation LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 2 Using Control Limits to Trigger A Variance Investigation (cont. ) LO-3 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Variance Analysis: Materials § The total variance for materials measures the difference between the actual costs of materials and their budgeted costs for the actual level of activity: Total Variance = Actual cost - Planned cost = (AP x AQ) - (SP x SQ) LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 3 Calculating the Total Variance for Materials LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Direct Materials Variances § To help control the cost of materials, price and usage variances are calculated. § The materials price variance is computed by using the actual quantity of materials purchased, and the materials usage variance is computed by using the actual quantity of materials used, calculated as: LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 4 Calculating Materials Variances: Formula and Columnar Approaches LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 4 Calculating Materials Variances: Formula and Columnar Approaches LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Materials Price Variance § The materials price variance (MPV) measures the difference between what should have been paid for raw materials and what was actually paid and is calculated as: MPV = (AP - SP) x AQ § Where AP = Actual price per unit SP = Standard price per unit AQ = Actual quantity of material purchased LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Materials Usage Variance § The materials usage variance (MUV) measures the difference between the direct materials actually used and the direct materials that should have been used for the actual output. § The formula is: MUV = (AQ - SQ) x SP § AQ = Actual quantity of materials used § SQ = Standard quantity of materials allowed for the actual output § SP = Standard price per unit LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Using Materials Variance Information § Calculating materials variances is only the first step. § Using the variance information to exercise control is fundamental to a standard cost system. § Responsibility must be assigned, variance significance must be assessed, and the variances must be accounted for and disposed of at the end of the year. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Responsibility for Materials Price Variance § The responsibility for controlling the materials price variance usually belongs to the purchasing agent. § Admittedly, the price of materials is largely beyond the agent’s control and can have undesirable outcomes from an evaluation perspective. § Pressure to produce favorable variances may result in the purchase of materials of lower quality than desired or excessive inventory purchases in order to get quantity discounts. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Analysis of Materials Price Variance § The first step in variance analysis is to decide whether the variance is significant. § If so, what is its cause? § Once the reason is known, corrective action can be taken if necessary—and if possible. § For example, if high quality materials were purchased due to a supply shortage of usual materials, no action is needed. A firm has no control over the supply shortage; it will simply have to wait until market conditions improve. § If the variance is judged insignificant, no further steps are needed. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Responsibility for Materials Usage Variance § The responsibility for controlling the materials usage usually belongs to the production manager. § Minimizing scrap, waste, and rework are all ways in which the manager can ensure that the standard is met. § At times, the cause of the variance is attributable to others outside the production area. § Pressure to produce favorable variances may allow defective units to be transferred to finished goods and ultimately cause customer relations problems. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Analysis of Materials Usage Variance § If variance is significant, investigation is needed to find out the causes for the deviation. § It is important to note that standards are not static. § As improvements in production take place and conditions change, standards may need to be revised to reflect the new operating environment. § The importance of evaluating current business conditions and updating standards to reflect any changes in these conditions cannot be overlooked. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Accounting and Disposition of Materials Variances § Recognizing the price variance for materials at the point of purchase also means that the raw materials inventory is carried at standard cost. § In general, materials variances are not inventoried. § Typically, materials variances are added to cost of goods sold if unfavorable and are subtracted from cost of goods sold if favorable. LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Relationship between MPV and MUV LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Relationship between MPV and MUV (cont. ) LO-4 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Variance Analysis: Direct Labor § The total labor variance measures the difference between the actual costs of labor and their budgeted costs for the actual level of activity: LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 5 Calculating the Total Variance for Labor LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Direct Labor Variances § Labor hours cannot be purchased and stored for future use as can be done with materials (i. e. , there can be no difference between the amount of labor purchased and the amount of labor used). § The labor rate and labor efficiency variances always will add up to the total labor variance. § The rate (price) and efficiency (usage) variances for labor can be calculated by using either the columnar approach or the associated formulas. Total labor variance = Labor rate variance + Labor efficiency variance LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Labor Rate Variance § The labor rate variance (LRV) computes the difference between what was paid to direct laborers and what should have been paid: LRV = (AR - SR) x AH § AR = Actual hourly wage rate § SR = Standard hourly wage rate § AH = Actual direct labor hours used LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Labor Efficiency Variance § The labor efficiency variance (LEV) measures the difference between the labor hours that were actually used and the labor hours that should have been used: LEV = (AH - SH) x SR § AH = Actual direct labor hours used § SH = Standard direct labor hours that should have been used § SR = Standard hourly wage rate LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 6 Calculating Labor Variances: Formula and Columnar Approaches LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Cornerstone 10. 6 Calculating Labor Variances: Formula and Columnar Approaches LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Using Labor Variance Information § Calculating labor variances initiates the feedback process. § Using the labor variance information to exercise control is fundamental. § Responsibility must be assigned, variance significance must be assessed, and the variances must be accounted for and disposed of at the end of the year. LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Responsibility for the Labor Rate Variance § Labor rates are determined by such external forces as labor markets and union contracts. § Departures of actual rates from standard rates are rare and variances are usually due to unexpected overtime or the use of higher paid employees for less skilled tasks. § The use of labor is controllable by the production manager, so responsibility for the labor rate variance generally is assigned to the individuals who decide how labor will be used. LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Responsibility for the Labor Efficiency Variance § Production managers are responsible for the productive use of direct labor. § As is true of all variances, once the cause is discovered, responsibility may be assigned elsewhere. § Production managers may be tempted to engage in dysfunctional behavior if too much emphasis is placed on the labor efficiency variance. § For example, to avoid losing hours or using additional hours because of possible rework, a production manager could deliberately transfer defective units to finished goods. LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Analysis of the Labor Efficiency Variance § If variance is significant, investigation is needed to find out the causes for such variance. § Based on the findings, corrective actions may be taken, if necessary. LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Additional Cost Management Practices § In addition to standard costing, some companies choose to employ other cost management practices, such as kaizen costing and target costing. § Kaizen costing focuses on the continuous reduction of the manufacturing costs of existing products and processes. LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Additional Cost Management Practices (cont. ) § Target costing focuses on the reduction of the design costs of existing and future products and processes. § A target cost is the difference between the sales price needed to capture a predetermined market share and the desired perunit profit: Target cost per unit = Expected sales price per unit - Desired profit per unit LO-5 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Appendix 10 A: Accounting for Variances § The accounts containing the variances between applied standard costs and actual costs are closed, which allows the amount of actual costs to ultimately impact the final cost of goods sold number that appears in the financial statements. § In recording variances, unfavorable variances always are debits, and favorable variances always are credits. LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Entries for Direct Materials Variances: Materials Price Variance § The entry to record the purchase of materials follows (assuming an unfavorable MPV and that AQ is materials purchased): LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Entries for Direct Materials Variances: Materials Usage Variance § The general form for the entry to record the issuance and usage of materials, assuming a favorable MUV, is as follows: LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Entries for Direct Labor Variances § Unlike the materials variances, the entry to record both types of labor variances is made simultaneously. § If we assume an unfavorable labor rate variance and an unfavorable labor efficiency variance, the following entry will be made: LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Entries for Direct Labor Variances (cont. ) § Keep in mind that only standard hours and standard rates are used to assign costs to Work in Process. § Actual prices or quantities are not used. LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Disposition of Materials and Labor Variances § At the end of the year, the variances for materials and labor usually are closed to Cost of Goods Sold. § If the variances are material, they must be prorated among various accounts. § Materials variances are prorated on the basis of the materials balances in each of these accounts and the labor variances on the basis of the labor balances in the accounts. LO-6 © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.