FLEXIBLE BUDGETS STANDARD COSTS AND VARIANCE ANALYSIS Chapter
FLEXIBLE BUDGETS, STANDARD COSTS, AND VARIANCE ANALYSIS Chapter 08 Power. Point Authors: Susan Coomer Galbreath, Ph. D. , CPA Charles W. Caldwell, D. B. A. , CMA Jon A. Booker, Ph. D. , CPA, CIA Cynthia J. Rooney, Ph. D. , CPA Mc. Graw-Hill/Irwin Copyright © 2013 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
Variance Analysis Cycle Identify questions Receive explanations Take corrective actions Conduct next period’s operations Analyze variances Prepare standard cost performance report Begin 8 -2
Learning Objective 1 Prepare a flexible budget. 8 -3
Characteristics of Flexible Budgets Planning budgets are prepared for a single, planned level of activity. Hmm! Comparing static planning budgets with actual costs is like comparing apples and oranges. Performance evaluation is difficult when actual activity differs from the planned level of activity. 8 -4
Characteristics of Flexible Budgets May be prepared for any activity level in the relevant range. Show costs that should have been incurred at the actual level of activity, enabling “apples to apples” cost comparisons. Help managers control costs. Improve performance evaluation. Let’s look at Larry’s Lawn Service. 8 -5
Deficiencies of the Static Planning Budget Larry’s Lawn Service provides lawn care in a planned community where all lawns are approximately the same size. At the end of May, Larry prepared his June budget based on mowing 500 lawns. Since all of the lawns are similar in size, Larry felt that the number of lawns mowed in a month would be the best way to measure overall activity for his business. Larry’s Budget 8 -6
Deficiencies of the Static Planning Budget Larry’s Planning Budget 8 -7
Deficiencies of the Static Planning Budget Larry’s Actual Results 8 -8
Deficiencies of the Static Planning Budget Larry’s Actual Results Compared with the Planning Budget 8 -9
Deficiencies of the Static Planning Budget Larry’s Actual Results Compared with the Planning Budget F = Favorable variance that occurs when actual revenue is greater than budgeted revenue. U = Unfavorable variance that occurs when actual costs are greater than budgeted costs. F = Favorable variance that occurs when actual costs are less than budgeted costs. 8 -10
Deficiencies of the Static Planning Budget Larry’s Actual Results Compared with the Planning Budget Since these variances are unfavorable, has Larry done a poor job controlling costs? Since these variances are favorable, has Larry done a good job controlling costs? 8 -11
Deficiencies of the Static Planning Budget I don’t think I can answer the questions using a static budget. Actual activity is above planned activity. So, shouldn’t the variable costs be higher if actual activity is higher? 8 -12
Deficiencies of the Static Planning Budget § The relevant question is. . . “How much of the cost variances are due to higher activity and how much are due to cost control? ” § To answer the question, we must the budget to the actual level of activity. 8 -13
How a Flexible Budget Works To a budget, we need to know that: • Total variable costs change in direct proportion to changes in activity. • Total fixed costs remain unchanged within the relevant range. le b a i r a V Fixed 8 -14
How a Flexible Budget Works Let’s prepare a budget for Larry’s Lawn Service. 8 -15
Preparing a Flexible Budget Larry’s Flexible Budget 8 -16
Quick Check What should the total wages and salaries cost be in a flexible budget for 600 lawns? a. $18, 000. b. $20, 000. c. $23, 000. d. $25, 000. 8 -17
Quick Check What should the be the total wages andand salaries costinina aflexible be flexiblebudgetforfor 600 lawns? a. $18, 000 b. $20, 000. c. $23, 000. d. $25, 000. Total wages and salaries cost = $5, 000 + ($30 per lawn 600 lawns) $5, 000 + $18, 000 = $23, 000 8 -18
Learning Objective 2 Prepare a report showing revenue and spending variances. 8 -19
Revenue and Spending Variances Flexible budget revenue Actual revenue The difference is a revenue variance. Flexible budget cost Actual cost The difference is a spending variance. 8 -20
Revenue and Spending Variances Now, let’s use budgeting concepts to compute revenue and spending variances for Larry’s Lawn Service. 8 -21
Revenue and Spending Variances Larry’s Flexible Budget Compared with the Actual Results $1, 750 favorable revenue variance 8 -22
Revenue and Spending Variances Larry’s Flexible Budget Compared with the Actual Results Spending variances 8 -23
Learning Objective 3 Prepare a flexible budget with more than one cost driver. 8 -24
Flexible Budgets with Multiple Cost Drivers More than one cost driver may be needed to adequately explain all of the costs in an organization. The cost formulas used to prepare a flexible budget can be adjusted to recognize multiple cost drivers. 8 -25
Flexible Budgets with Multiple Cost Drivers Because of the large unfavorable wages and salaries spending variance, Larry decided to add an additional cost driver for wages and salaries. The variance is due primarily to the number of hours required for the additional edging and trimming. So Larry estimates the additional hours and builds those hours into both his revenue and expense budget formulas. Larry’s New Budget 8 -26
Flexible Budgets with Multiple Cost Drivers Larry’s Budget Based on More than One Cost Driver 8 -27
Standard Costs Standards are benchmarks or “norms” for measuring performance. In managerial accounting, two types of standards are commonly used. Quantity standards specify how much of an input should be used to make a product or provide a service. Price standards specify how much should be paid for each unit of the input. Examples: Firestone, Sears, Mc. Donald’s, hospitals, construction, and manufacturing companies. 8 -28
Setting Direct Materials Standard Price per Unit Standard Quantity per Unit Final, delivered cost of materials, net of discounts. Summarized in a Bill of Materials. 8 -29
Setting Direct Labor Standards Standard Rate per Hour Standard Hours per Unit Often a single rate is used that reflects the mix of wages earned. Use time and motion studies for each labor operation. 8 -30
Setting Variable Manufacturing Overhead Standards Price Standard Quantity Standard The rate is the variable portion of the predetermined overhead rate. The quantity is the activity in the allocation base for predetermined overhead. 8 -31
The Standard Cost Card A standard cost card for one unit of product might look like this: 8 -32
Using Standards in Flexible Budgets Standard costs per unit for direct materials, direct labor, and variable manufacturing overhead can be used to compute activity and spending variances. Spending variances become more useful by breaking them down into quantity and price variances. 8 -33
A General Model for Variance Analysis Quantity Variance Price Variance Difference between actual quantity and standard quantity Difference between actual price and standard price 8 -34
Quantity and Price Standards Quantity and price standards are determined separately for two reasons: The purchasing manager is responsible for raw material purchase prices and the production manager is responsible for the quantity of raw material used. The buying and using activities occur at different times. Raw material purchases may be held in inventory for a period of time before being used in production. 8 -35
A General Model for Variance Analysis Quantity Variance Price Variance Materials quantity variance Labor efficiency variance VOH efficiency variance Materials price variance Labor rate variance VOH rate variance 8 -36
A General Model for Variance Analysis (1) Standard Quantity Allowed for Actual Output, at Standard Price (SQ × SP) (2) Actual Quantity of Input, at Standard Price (AQ × SP) Quantity Variance (2) – (1) (3) Actual Quantity of Input, at Actual Price (AQ × AP) Price Variance (3) – (2) Spending Variance (3) – (1) 8 -37
A General Model for Variance Analysis Actual quantity is the amount of direct materials, direct labor, and variable manufacturing overhead actually used. (1) Standard Quantity Allowed for Actual Output, at Standard Price (SQ × SP) (2) Actual Quantity of Input, at Standard Price (AQ × SP) Quantity Variance (2) – (1) (3) Actual Quantity of Input, at Actual Price (AQ × AP) Price Variance (3) – (2) Spending Variance (3) – (1) 8 -38
A General Model for Variance Analysis Standard quantity is the standard quantity allowed for the actual output of the period. (1) Standard Quantity Allowed for Actual Output, at Standard Price (SQ × SP) (2) Actual Quantity of Input, at Standard Price (AQ × SP) Quantity Variance (2) – (1) (3) Actual Quantity of Input, at Actual Price (AQ × AP) Price Variance (3) – (2) Spending Variance (3) – (1) 8 -39
A General Model for Variance Analysis Actual price is the amount actually paid for the input used. (1) Standard Quantity Allowed for Actual Output, at Standard Price (SQ × SP) (2) Actual Quantity of Input, at Standard Price (AQ × SP) Quantity Variance (2) – (1) (3) Actual Quantity of Input, at Actual Price (AQ × AP) Price Variance (3) – (2) Spending Variance (3) – (1) 8 -40
A General Model for Variance Analysis Standard price is the amount that should have been paid for the input used. (1) Standard Quantity Allowed for Actual Output, at Standard Price (SQ × SP) (2) Actual Quantity of Input, at Standard Price (AQ × SP) Quantity Variance (2) – (1) (3) Actual Quantity of Input, at Actual Price (AQ × AP) Price Variance (3) – (2) Spending Variance (3) – (1) 8 -41
Learning Objective 4 Compute the direct materials quantity and price variances and explain their significance. 8 -42
Materials Variances – An Example Glacier Peak Outfitters has the following direct materials standard for the fiberfill in its mountain parka. 0. 1 kg. of fiberfill per parka at $5. 00 per kg. Last month 210 kgs. of fiberfill were purchased and used to make 2, 000 parkas. The materials cost a total of $1, 029. 8 -43
Materials Variances Summary Standard Quantity × Standard Price 200 kgs. × $5. 00 per kg. = $1, 000 Actual Quantity × Standard Price 210 kgs. × $5. 00 per kg. = $1, 050 Quantity variance $50 unfavorable Actual Quantity × Actual Price 210 kgs. × $4. 90 per kg. = $1, 029 Price variance $21 favorable 8 -44
Materials Variances Summary Standard Quantity × Standard Price Actual Quantity × Actual Price 200 kgs. 210 kgs. 0. 1 kg per parka 2, 000 parkas × × × = 200 kgs $5. 00 per kg. $4. 90 per kg. = $1, 000 = $1, 050 Quantity variance $50 unfavorable = $1, 029 Price variance $21 favorable 8 -45
Materials Variances Summary Standard Quantity × Standard Price 200 kgs. × $5. 00 per kg. = $1, 000 Actual Quantity × Standard Price 210 kgs. × 210 kgs $1, 029 $5. 00 per kg. = $4. 90 per kg = $1, 050 Quantity variance $50 unfavorable Actual Quantity × Actual Price 210 kgs. × $4. 90 per kg. = $1, 029 Price variance $21 favorable 8 -46
Materials Variances: Using the Factored Equations Materials quantity variance MQV = (AQ × SP) – (SQ × SP) = SP(AQ – SQ) = $5. 00/kg (210 kgs – (0. 1 kg/parka 2, 000 parkas)) = $5. 00/kg (210 kgs – 200 kgs) = $5. 00/kg (10 kgs) = $50 U Materials price variance MPV = (AQ × AP) – (AQ × SP) = AQ(AP – SP) = 210 kgs ($4. 90/kg – $5. 00/kg) = 210 kgs (– $0. 10/kg) = $21 F 8 -47
Responsibility for Materials Variances Materials Quantity Variance Production Manager Materials Price Variance Purchasing Manager The standard price is used to compute the quantity variance so that the production manager is not held responsible for the purchasing manager’s performance. 8 -48
Responsibility for Materials Variances I am not responsible for this unfavorable materials quantity variance. You purchased cheap material, so my people had to use more of it. Production Manager Your poor scheduling sometimes requires me to rush order materials at a higher price, causing unfavorable price variances. Purchasing Manager 8 -49
Quick Check Zippy Hanson Inc. has the following direct materials standard to manufacture one Zippy: 1. 5 pounds per Zippy at $4. 00 per pound Last week, 1, 700 pounds of materials were purchased and used to make 1, 000 Zippies. The materials cost a total of $6, 630. 8 -50
Quick Check Zippy How many pounds of materials should Hanson have used to make 1, 000 Zippies? a. 1, 700 pounds. b. 1, 500 pounds. c. 1, 200 pounds. d. 1, 000 pounds. 8 -51
Quick Check Zippy How many pounds of materials should Hanson have used to make 1, 000 Zippies? a. 1, 700 pounds. b. 1, 500 pounds. c. 1, 200 pounds. d. 1, 000 pounds. The standard quantity is: 1, 000 × 1. 5 pounds per Zippy. 8 -52
Quick Check Zippy Hanson’s materials quantity variance (MQV) for the week was: a. $170 unfavorable. b. $170 favorable. c. $800 unfavorable. d. $800 favorable. 8 -53
Quick Check Zippy Hanson’s materials quantity variance (MQV) for the week was: a. $170 unfavorable. b. $170 favorable. c. $800 unfavorable. d. $800 favorable. MQV = SP(AQ - SQ) MQV = $4. 00(1, 700 lbs - 1, 500 lbs) MQV = $800 unfavorable 8 -54
Quick Check Zippy Hanson’s materials price variance (MPV) for the week was: a. $170 unfavorable. b. $170 favorable. c. $800 unfavorable. d. $800 favorable. 8 -55
Quick Check Zippy Hanson’s materials price variance (MPV) for the week was: a. $170 unfavorable. b. $170 favorable. c. $800 unfavorable. d. $800 favorable. MPV = AQ(AP - SP) MPV = 1, 700 lbs. × ($3. 90 - 4. 00) MPV = $170 Favorable 8 -56
Quick Check Standard Quantity × Standard Price Zippy Actual Quantity × Standard Price Actual Quantity × Actual Price 1, 500 lbs. × $4. 00 per lb. 1, 700 lbs. × $3. 90 per lb. = $6, 000 = $ 6, 800 = $6, 630 Quantity variance $800 unfavorable Price variance $170 favorable 8 -57
Quick Check Zippy Recall that the standard quantity for 1, 000 Zippies is 1, 000 × 1. 5 pounds per Zippy = 1, 500 pounds. Standard Quantity × Standard Price Actual Quantity × Actual Price 1, 500 lbs. × $4. 00 per lb. 1, 700 lbs. × $3. 90 per lb. = $6, 000 = $ 6, 800 = $6, 630 Quantity variance $800 unfavorable Price variance $170 favorable 8 -58
Learning Objective 5 Compute the direct labor efficiency and rate variances and explain their significance. 8 -59
Labor Variances – An Example Glacier Peak Outfitters has the following direct labor standard for its mountain parka. 1. 2 standard hours per parka at $10. 00 per hour Last month, employees actually worked 2, 500 hours at a total labor cost of $26, 250 to make 2, 000 parkas. 8 -60
Labor Variances Summary Standard Hours × Standard Rate Actual Hours × Actual Rate 2, 400 hours × $10. 00 per hour 2, 500 hours × $10. 50 per hour = $24, 000 = $25, 000 = $26, 250 Efficiency variance $1, 000 unfavorable Rate variance $1, 250 unfavorable 8 -61
Labor Variances Summary Standard Hours × Standard Rate 2, 400 hours × $10. 00 per hour = $24, 000 Actual Hours × Standard Rate Actual Hours × Actual Rate 2, 500 hours 1. 2 hours ×per parka 2, 000 × parkasper = 2, 400 $10. 00 hours$10. 50 per hour = $25, 000 Efficiency variance $1, 000 unfavorable = $26, 250 Rate variance $1, 250 unfavorable 8 -62
Labor Variances Summary Standard Hours × Standard Rate Actual Hours × Actual Rate 2, 400 hours 2, 500 hours × × hours $26, 250 2, 500 $10. 00 per hour = $10. 50 $10. 00 per perhour 2, 500 hours × $10. 50 per hour = $24, 000 = $25, 000 Efficiency variance $1, 000 unfavorable = $26, 250 Rate variance $1, 250 unfavorable 8 -63
Labor Variances: Using the Factored Equations Labor efficiency variance LEV = (AH × SR) – (SH × SR) = SR (AH – SH) = $10. 00 per hour (2, 500 hours – 2, 400 hours) = $10. 00 per hour (100 hours) = $1, 000 unfavorable Labor rate variance LRV = (AH × AR) – (AH × SR) = AH (AR – SR) = 2, 500 hours ($10. 50 per hour – $10. 00 per hour) = 2, 500 hours ($0. 50 per hour) = $1, 250 unfavorable 8 -64
Responsibility for Labor Variances Production managers are usually held accountable for labor variances because they can influence the: Mix of skill levels assigned to work tasks. Level of employee motivation. Quality of production supervision. Production Manager Quality of training provided to employees. 8 -65
Responsibility for Labor Variances I am not responsible for the unfavorable labor efficiency variance! You purchased cheap material, so it took more time to process it. I think it took more time to process the materials because the Maintenance Department has poorly maintained your equipment. 8 -66
Quick Check Zippy Hanson Inc. has the following direct labor standard to manufacture one Zippy: 1. 5 standard hours per Zippy at $12. 00 per direct labor-hour Last week, 1, 550 direct labor-hours were worked at a total labor cost of $18, 910 to make 1, 000 Zippies. 8 -67
Quick Check Zippy Hanson’s labor efficiency variance (LEV) for the week was: a. $590 unfavorable. b. $590 favorable. c. $600 unfavorable. d. $600 favorable. 8 -68
Quick Check Zippy Hanson’s labor efficiency variance (LEV) for the week was: a. $590 unfavorable. b. $590 favorable. c. $600 unfavorable. d. $600 favorable. LEV = SR(AH - SH) LEV = $12. 00(1, 550 hrs - 1, 500 hrs) LEV = $600 unfavorable 8 -69
Quick Check Zippy Hanson’s labor rate variance (LRV) for the week was: a. $310 unfavorable. b. $310 favorable. c. $300 unfavorable. d. $300 favorable. 8 -70
Quick Check Zippy Hanson’s labor rate variance (LRV) for the week was: a. $310 unfavorable. b. $310 favorable. LRV = AH(AR - SR) c. $300 unfavorable. LRV = 1, 550 hrs($12. 20 - $12. 00) d. $300 favorable. LRV = $310 unfavorable 8 -71
Quick Check Zippy Standard Hours × Standard Rate 1, 500 hours × $12. 00 per hour Actual Hours × Standard Rate 1, 550 hours × $12. 00 per hour = $18, 000 = $18, 600 Efficiency variance $600 unfavorable Actual Hours × Actual Rate 1, 550 hours × $12. 20 per hour = $18, 910 Rate variance $310 unfavorable 8 -72
Learning Objective 6 Compute the variable manufacturing overhead efficiency and rate variances and explain their significance. 8 -73
Variable Manufacturing Overhead Variances – An Example Glacier Peak Outfitters has the following direct variable manufacturing overhead labor standard for its mountain parka. 1. 2 standard hours per parka at $4. 00 per hour Last month, employees actually worked 2, 500 hours to make 2, 000 parkas. Actual variable manufacturing overhead for the month was $10, 500. 8 -74
Variable Manufacturing Overhead Variances Summary Standard Hours × Standard Rate 2, 400 hours × $4. 00 per hour = $9, 600 Actual Hours × Standard Rate 2, 500 hours × $4. 00 per hour = $10, 000 Efficiency variance $400 unfavorable Actual Hours × Actual Rate 2, 500 hours × $4. 20 per hour = $10, 500 Rate variance $500 unfavorable 8 -75
Variable Manufacturing Overhead Variances Summary Standard Hours Actual Hours × × × Standard Rate Actual Rate 2, 400 hours 2, 500 hours × 1. 2 hours ×per parka 2, 000 × $4. 00 per hours $4. 20 per hour parkas = 2, 400 = $9, 600 = $10, 000 Efficiency variance $400 unfavorable = $10, 500 Rate variance $500 unfavorable 8 -76
Variable Manufacturing Overhead Variances Summary Standard Hours Actual Hours × × Standard Rate 2, 400 hours 2, 500 hours × × $10, 500 2, 500 hours $4. 00 per hour = $4. 20 = $9, 600 = $10, 000 Efficiency variance $400 unfavorable Actual Hours × Actual Rate 2, 500 hours × $4. 20 per hour = $10, 500 Rate variance $500 unfavorable 8 -77
Variable Manufacturing Overhead Variances: Using Factored Equations Variable manufacturing overhead efficiency variance VMEV = (AH × SR) – (SH – SR) = SR (AH – SH) = $4. 00 per hour (2, 500 hours – 2, 400 hours) = $4. 00 per hour (100 hours) = $400 unfavorable Variable manufacturing overhead rate variance VMRV = (AH × AR) – (AH – SR) = AH (AR – SR) = 2, 500 hours ($4. 20 per hour – $4. 00 per hour) = 2, 500 hours ($0. 20 per hour) = $500 unfavorable 8 -78
Quick Check Zippy Hanson Inc. has the following variable manufacturing overhead standard to manufacture one Zippy: 1. 5 standard hours per Zippy at $3. 00 per direct labor-hour Last week, 1, 550 hours were worked to make 1, 000 Zippies, and $5, 115 was spent for variable manufacturing overhead. 8 -79
Quick Check Zippy Hanson’s efficiency variance (VMEV) for variable manufacturing overhead for the week was: a. $435 unfavorable. b. $435 favorable. c. $150 unfavorable. d. $150 favorable. 8 -80
Quick Check Zippy Hanson’s efficiency variance (VMEV) for variable manufacturing overhead for the week was: a. $435 unfavorable. b. $435 favorable. 1, 000 units × 1. 5 hrs per unit c. $150 unfavorable. d. $150 favorable. VMEV = SR(AH - SH) VMEV = $3. 00(1, 550 hrs - 1, 500 hrs) VMEV = $150 unfavorable 8 -81
Quick Check Zippy Hanson’s rate variance (VMRV) for variable manufacturing overhead for the week was: a. $465 unfavorable. b. $400 favorable. c. $335 unfavorable. d. $300 favorable. 8 -82
Quick Check Zippy Hanson’s rate variance (VMRV) for variable manufacturing overhead for the week was: a. $465 unfavorable. b. $400 favorable. VMRV = AH(AR - SR) c. $335 unfavorable. VMRV = 1, 550 hrs($3. 30 - $3. 00) d. $300 favorable. VMRV = $465 unfavorable 8 -83
Quick Check Zippy Standard Hours × Standard Rate 1, 500 hours × $3. 00 per hour Actual Hours × Standard Rate 1, 550 hours × $3. 00 per hour Actual Hours × Actual Rate 1, 550 hours × $3. 30 per hour = $4, 500 = $4, 650 = $5, 115 Efficiency variance $150 unfavorable Rate variance $465 unfavorable 8 -84
Materials Variances―An Important Subtlety The quantity variance is computed only on the quantity used. The price variance is computed on the entire quantity purchased. 8 -85
Materials Variances―An Important Subtlety Glacier Peak Outfitters has the following direct materials standard for the fiberfill in its mountain parka. 0. 1 kg. of fiberfill per parka at $5. 00 per kg. Last month 210 kgs. of fiberfill were purchased at a cost of $1, 029. Glacier used 200 kgs. to make 2, 000 parkas. 8 -86
Materials Variances―An Important Subtlety Standard Quantity × Standard Price 200 kgs. × $5. 00 per kg. = $1, 000 Actual Quantity × Standard Price 200 kgs. × $5. 00 per kg. = $1, 000 Quantity variance $0 8 -87
Materials Variances―An Important Subtlety Actual Quantity × Standard Price 210 kgs. × $5. 00 per kg. = $1, 050 Actual Quantity × Actual Price 210 kgs. × $4. 90 per kg. = $1, 029 Price variance $21 favorable 8 -88
Variance Analysis and Management by Exception How do I know which variances to investigate? Larger variances, in dollar amount or as a percentage of the standard, are investigated first. 8 -89
Advantages of Standard Costs Management by exception Promotes economy and efficiency Advantages Simplified bookkeeping Enhances responsibility accounting 8 -90
Potential Problems with Standard Costs Emphasizing standards may exclude other important objectives. Standard cost reports may not be timely. Invalid assumptions about the relationship between labor cost and output. Potential Problems Favorable variances may be misinterpreted. Emphasis on negative may impact morale. Continuous improvement may be more important than meeting standards. 8 -91
PREDETERMINED OVERHEAD RATES AND OVERHEAD ANALYSIS IN A STANDARD COSTING SYSTEM Appendix 8 A Power. Point Authors: Susan Coomer Galbreath, Ph. D. , CPA Charles W. Caldwell, D. B. A. , CMA Jon A. Booker, Ph. D. , CPA, CIA Cynthia J. Rooney, Ph. D. , CPA Mc. Graw-Hill/Irwin Copyright © 2013 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
Learning Objective 7 (Appendix 8 A) Compute and interpret the fixed overhead volume and budget variances. 8 -93
Fixed Overhead Volume Variance Fixed Overhead Applied Budgeted Fixed Overhead Actual Fixed Overhead Volume variance = Budgeted fixed overhead – Fixed overhead applied to work in process 8 -94
Fixed Overhead Volume Variance Fixed Overhead Applied Budgeted Fixed Overhead DH × FR SH × FR Actual Fixed Overhead Volume variance = FPOHR × (DH – SH) FPOHR = Fixed portion of the predetermined overhead rate DH = Denominator hours SH = Standard hours allowed for actual output 8 -95
Fixed Overhead Budget Variance Fixed Overhead Applied Budgeted Fixed Overhead Actual Fixed Overhead Budget variance = Actual fixed overhead – Budgeted fixed overhead 8 -96
Computing Fixed Overhead Variances 8 -97
Computing Fixed Overhead Variances 8 -98
Predetermined Overhead Rates Predetermined Estimated total manufacturing overhead cost = overhead rate Estimated total amount of the allocation base $360, 000 Predetermined = 90, 000 Machine-hours overhead rate Predetermined = $4. 00 per machine-hour overhead rate 8 -99
Predetermined Overhead Rates Variable component of the predetermined overhead rate $90, 000 = 90, 000 Machine-hours Variable component of the predetermined overhead rate = $1. 00 per machine-hour Fixed component of the predetermined overhead rate $270, 000 = 90, 000 Machine-hours Fixed component of the predetermined overhead rate = $3. 00 per machine-hour 8 -100
Applying Manufacturing Overhead applied = Predetermined overhead rate × Standard hours allowed for the actual output Overhead applied = $4. 00 per machine-hour × 84, 000 machine-hours Overhead applied = $336, 000 8 -101
Computing the Volume Variance Volume variance = Budgeted fixed overhead – ( Fixed overhead applied to work in process ) $3. 00 per $84, 000 × machine-hours Volume variance = $270, 000 – Volume variance = $18, 000 Unfavorable 8 -102
Computing the Volume Variance Volume variance = FPOHR × (DH – SH) FPOHR = Fixed portion of the predetermined overhead rate DH = Denominator hours SH = Standard hours allowed for actual output ( Volume variance $3. 00 per = × machine-hour Volume variance = 18, 000 Unfavorable ) 90, 000 84, 000 – mach-hours 8 -103
Computing the Budget Variance Actual fixed overhead Budgeted fixed overhead Budget variance = $280, 000 – $270, 000 Budget variance = $10, 000 Unfavorable – 8 -104
A Pictorial View of the Variances Fixed Overhead Applied to Work in Process 252, 000 Budgeted Fixed Overhead 270, 000 Volume variance, $18, 000 unfavorable Actual Fixed Overhead 280, 000 Budget variance, $10, 000 unfavorable Total variance, $28, 000 unfavorable 8 -105
Fixed Overhead Variances – A Graphic Approach Let’s look at a graph showing fixed overhead variances. We will use Cola. Co’s numbers from the previous example. 8 -106
Graphic Analysis of Fixed Overhead Variances Budget $270, 000 t a d lie r p u p o a h d d a r e a h er tand v o s r d e e x p i F 0 0. $3 Denominator hours 0 0 Machine-hours (000) 90 8 -107
Graphic Analysis of Fixed Overhead Variances Actual $280, 000 Budget $270, 000 { Budget Variance 10, 000 U t a d lie r p u p o a h d d a r e a h er tand v o s r d e e x p i F 0 0. $3 Denominator hours 0 0 Machine-hours (000) 90 8 -108
Graphic Analysis of Fixed Overhead Variances Actual $280, 000 Budget $270, 000 Applied $252, 000 { { Budget Variance 10, 000 U Volume Variance 18, 000 U t a d lie r p u p o a h d d a r e a h er tand v o s r d e e x p i Standard F 0. 0 hours 3 $ Denominator hours 0 0 Machine-hours (000) 84 90 8 -109
Reconciling Overhead Variances and Underapplied or Overapplied Overhead In a standard cost system: Favorable variances are equivalent to overapplied overhead. The sum of the overhead variances equals the under- or overapplied overhead cost for the period. 8 -110
Reconciling Overhead Variances and Underapplied or Overapplied Overhead 8 -111
Computing the Variable Overhead Variances Variable manufacturing overhead efficiency variance VMEV = (AH × SR) – (SH × SR) = $88, 000 – (84, 000 hours × $1. 00 per hour) = $4, 000 unfavorable 8 -112
Computing the Variable Overhead Variances Variable manufacturing overhead rate variance VMRV = (AH × AR) – (AH × SR) = $100, 000 – (88, 000 hours × $1. 00 per hour) = $12, 000 unfavorable 8 -113
Computing the Sum of All Variances 8 -114
GENERAL LEDGER ENTRIES TO RECORD VARIANCES Appendix 8 B Power. Point Authors: Susan Coomer Galbreath, Ph. D. , CPA Charles W. Caldwell, D. B. A. , CMA Jon A. Booker, Ph. D. , CPA, CIA Cynthia J. Rooney, Ph. D. , CPA Mc. Graw-Hill/Irwin Copyright © 2013 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
Learning Objective 8 (Appendix 8 B) Prepare journal entries to record standard costs and variances. 8 -116
Glacier Peak Outfitters ― Revisited We will use information from the Glacier Peak Outfitters example presented earlier in the chapter to illustrate journal entries for standard cost variances. Recall the following: Material AQ × AP = $1, 029 AQ × SP = $1, 050 SQ × SP = $1, 000 MPV = $21 F MQV = $50 U Labor AH × AR = $26, 250 AH × SR = $25, 000 SH × SR = $24, 000 LRV = $1, 250 U LEV = $1, 000 U Now, let’s prepare the entries to record the labor and material variances. 8 -117
Recording Materials Variances 8 -118
Recording Labor Variances 8 -119
Cost Flows in a Standard Cost System Inventories are recorded at standard cost. Variances are recorded as follows: w Favorable variances are credits, representing savings in production costs. w Unfavorable variances are debits, representing excess production costs. Standard cost variances are usually closed out to cost of goods sold. w Unfavorable variances increase cost of goods sold. w Favorable variances decrease cost of goods sold. 8 -120
End of Chapter 08 8 -121
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