Professional Documents
Culture Documents
8
1(0 % $
$00 % (2 *
8 *1& ,er hour
2i5ed Manufacturing Overhead Variance Analysis for Esuire !lothing for "une 200#
A%&#al C(-&-
I"%#rr+
213
Sa! B#+'&+
L#!/ S#!
2a- i" S&a&i% B#+'&3
R'ar+l-- ($
O#&/#& L)l
243
Fl5ibl B#+'&6
Sa! B#+'&+
L#!/ S#!
2a- i" S&a&i% B#+'&3
R'ar+l-- ($
O#&/#& L)l
283
All(%a&+6
B#+'&+ I"/#& 0&,.
All(7+ $(r A%&#al
O#&/#&
1 B#+'&+ Ra&
293
*('%#1( *(2%$00 *(2%$00
($ 1 1%0+0 1 *1&)
*($%+00
*1%&1( 0 *2%$00 2
3,ending variance 4ever a variance 9roduction.volume variance
*1%&1( 0 *2%$00 2
2le5ible.budget variance 9roduction.volume variance
:he fi5ed manufacturing overhead s,ending variance and the fi5ed manufacturing
fle5ible budget variance are the same;;*1%&1( 0. Esuire s,ent *1%&1( above the *(2%$00
budgeted amount for "une 200#.
:he ,roduction.volume variance is *2%$00 2. :his arises because Esuire utili<ed its
ca,acity more intensively than budgeted (the actual ,roduction of 1%0+0 suits e5ceeds the
budgeted 1%0$0 suits). :his results in overallocated fi5ed manufacturing overhead of *2%$00 ($ )
$0 ) *1&). Esuire -ould -ant to understand the reasons for a favorable ,roduction.volume
variance. /s the mar=et gro-ing> /s Esuire gaining mar=et share> ?ill Esuire need to add
ca,acity>
+.2
8-18 ('0 min.) Variabl !a"#$a%&#ri"' ()r*a+ )aria"% a"al,-i-.
1. @enominator level 8 ('%200%000 ) 0.02 hours) 8 ($%000 hours
2. A%&#al
R-#l&-
Fl5ibl
B#+'& A!(#"&-
1. Out,ut units (baguettes) 2%+00%000 2%+00%000
2. @irect manufacturing labor.hours &0%$00 &(%000
a
'. Aabor.hours ,er out,ut unit (2 1) 0.01+ 0.020
$. Variable manuf. overhead (MOB) costs *(+0%$00 *&(0%000
&. Variable MOB ,er labor.hour ($ 2) *1'.&0 *10
(. Variable MOB ,er out,ut unit ($ 1) *0.2$' *0.200
a
2%+00%000 0.0208 &(%000 hours
Variable Manufacturing Overhead Variance Analysis for 2rench 7read !om,any for 200#
A%&#al C(-&-
I"%#rr+
A%&#al I"/#& 0&,.
1 A%&#al Ra&
213
A%&#al I"/#& 0&,.
1 B#+'&+ Ra&
243
Fl5ibl B#+'&6
B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
1 B#+'&+ Ra&
283
All(%a&+6
B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
1 B#+'&+ Ra&
293
(&0%$00 ) *1'.&0)
*(+0%$00
(&0%$00 ) *10)
*&0$%000
(&(%000 ) *10)
*&(0%000
(&(%000 ) *10)
*&(0%000
'. 3,ending variance of *1C(%$000. /t is unfavorable because variable manufacturing overhead
-as '&D higher than ,lanned. A ,ossible e5,lanation could be an increase in energy rates
relative to the rate ,er standard labor.hour assumed in the fle5ible budget.
Efficiency variance of *&(%0002. /t is favorable because the actual number of direct
manufacturing labor.hours reuired -as lo-er than the number of hours in the fle5ible budget.
Aabor -as more efficient in ,roducing the baguettes than management had antici,ated in the
budget. :his could occur because of im,roved morale in the com,any% -hich could result from
an increase in -ages or an im,rovement in the com,ensation scheme.
2le5ible.budget variance of *120%$000. /t is unfavorable because the favorable efficiency
variance -as not large enough to com,ensate for the large unfavorable s,ending variance.
+.'
*1C(%$00 0
3,ending variance
*&(%000 2
Efficiency variance 4ever a variance
*120%$00 0
2le5ible.budget variance 4ever a variance
8-1; ('0 min.) Fi5+ !a"#$a%&#ri"' ()r*a+ )aria"% a"al,-i- 2%("&i"#a&i(" ($ 8-183.
1. 7udgeted standard direct manufacturing labor used 8 0.02 ,er baguette
7udgeted out,ut 8 '%200%000 baguettes
7udgeted standard direct manufacturing labor.hours
8 '%200%000 ) 0.02
8 ($%000 hours
7udgeted fi5ed manufacturing overhead costs
8 ($%000 ) *$.00 ,er hour
8 *2&(%000
Actual out,ut 8 2%+00%000 baguettes
Allocated fi5ed manufacturing overhead
8 2%+00%000 ) 0.02 ) *$
8 *22$%000
2i5ed Manufacturing Overhead Variance Analysis for 2rench 7read !om,any for 200#
A%&#al C(-&-
I"%#rr+
213
Sa! B#+'&+
L#!/ S#!
2a- i" S&a&i% B#+'&3
R'ar+l-- ($
O#&/#& L)l
243
Fl5ibl B#+'&6
Sa! B#+'&+
L#!/ S#!
2a- i" S&a&i% B#+'&3
R'ar+l-- ($
O#&/#& L)l
283
All(%a&+6
B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
1 B#+'&+ Ra&
293
*2C2%000 *2&(%000 *2&(%000
(2%+00%000 ) 0.02 ) *$)
*22$%000
2. :he fi5ed manufacturing overhead is underallocated by *$+%000.
'. :he ,roduction.volume variance of *'2%0000 ca,tures the difference bet-een the budgeted
'%200%0000 baguettes and the lo-er actual 2%+00%000 baguettes ,roducedEthe fi5ed cost
ca,acity not used. :he s,ending variance of *1(%000 unfavorable means that the actual
aggregate of fi5ed costs (*2C2%000) e5ceeds the budget amount (*2&(%000). 2or e5am,le%
monthly leasing rates for baguette.ma=ing machines may have increased above those in the
budget for 200#.
+.$
*1(%000 0
3,ending variance 4ever a variance
*'2%000 0
9roduction.volume
variance
*1(%000 0
2le5ible.budget variance
*'2%000 0
9roduction.volume
variance
*$+%000 0
0nderallocated fi5ed overhead
(:otal fi5ed overhead variance)
8-4< ('0;$0 min.) Ma"#$a%&#ri"' ()r*a+, )aria"% a"al,-i-.
1. :he summary information isF
T* S(l#&i("- C(r/(ra&i(" 2=#" 4<<;3 A%&#al
Fl5ibl
B#+'&
S&a&i%
B#+'&
Out,uts units (number of assembled units) 21( 21( 200
Bours of assembly time $11 $'2
c
$00
a
Assembly hours ,er unit 1.#0
b
2.00 2.00
Variable mfg. overhead cost ,er hour of assembly time * '0.20
d
* '0.00 * '0.00
Variable mfg. overhead costs *12%$20 *12%#(0
e
*12%000
f
2i5ed mfg. overhead costs *20%&(0 *1#%200 *1#%200
2i5ed mfg. overhead costs ,er hour of assembly time * &0.02
g
* $+.00
h
a
200 units 2 assembly hours ,er unit 8 $00 hours
b
$11 hours 21( units 8 1.#0 assembly hours ,er unit
c
21( units 2 assembly hours ,er unit 8 $'2 hours
d
*12%$20 $11 assembly hours 8 *'0.22 ,er assembly hour
e
$'2 assembly hours *'0 ,er assembly hour 8 *12%#(0
f
$00 assembly hours
1
, ]
) * 0.(1
8 (''0%000 ; '00%000) ) *0.(1 8 *1+%'00 2
+.''
*1&0 0
3,ending variance
*+%+&0 2
Efficiency variance 4ever a variance
*(%000 0
3,ending variance 4ever a variance
*1+%'00 2
9roduction.volume variance
8-89 (20 min.) Dir%& Ma"#$a%&#ri"' Lab(r a"+ Variabl Ma"#$a%&#ri"' O)r*a+
Varia"%-
1. @irect Manufacturing Aabor variance analysis for 3arah 7ethPs Art 3u,,ly !om,any
A%&#al C(-&-
I"%#rr+
A%&#al I"/#& 0&,.
B#+'&+ Ra&
Fl5ibl B#+'&6
B#+'&+ I"/#& 0&,. All(7+
$(r A%&#al O#&/#&
B#+'&+ Pri%
1'%000 ) 0.C& ) 20.2 1'%000 ) 0.C& ) 20 1'%000 ) 0.& ) 20.0
*1#(%#&0 *1#&%000 *1'0%000
*1%#&0 0 *(&%000 0
9rice variance Efficiency variance
2. Variable Manufacturing Overhead variance analysis for 3arah 7ethPs Art 3u,,ly !om,any
A%&#al C(-&-
I"%#rr+
A%&#al I"/#& 0&,.
B#+'&+ Ra&
Fl5ibl B#+'&6
B#+'&+ I"/#& 0&,. All(7+
$(r A%&#al O#&/#&
B#+'&+ Ra&
1'%000 ) 0.C& ) #.C& 1'%000 ) 0.C& ) 10.0 1'%000 ) 0.& ) 10.0
*#&%0(2.& *#C%&00 *(&%000
*2%$'C.& 2 *'2%&00 0
3,ending variance Efficiency variance
'. :he favorable s,ending variance for variable manufacturing overhead suggests that less costly
items -ere used% -hich could have a negative im,act on labor efficiency. 7ut note that the
-or=ers -ere ,aid a higher rate than budgeted% -hich% if it indicates the hiring of more ualified
em,loyees% should lead to favorable labor efficiency variances. Moreover% the ,rice variance and
the s,ending variance are both very small% a,,ro5imately 1D and 2.&D res,ectively% -hile the
efficiency variances are very large% each eualing &0D of e5,ected costs. /t is clear therefore
that the efficiency variances are related to factors other than the cost of the labor or overhead.
$. /f the variable overhead consisted only of costs that -ere related to direct manufacturing
labor% then 3arah is correct . both the labor efficiency variance and the variable overhead
efficiency variance -ould reflect real cost overruns due to the inefficient use of labor. Bo-ever%
a ,ortion of variable overhead may be a function of factors other than direct labor (e.g.% the costs
of energy or the usage of indirect materials). /n this case% allocating variable overhead using
direct labor as the only base -ill inflate the effect of inefficient labor usage on the variable
overhead efficiency variance. :he real effect on firm ,rofitability -ill be lo-er% and -ill li=ely
be ca,tured in a favorable s,ending variance for variable overhead.
+.'$
8-8@ ('0 min.) Ca#-- ($ I"+ir%& Varia"%-
1. Variable Overhead Variance Analysis for BeatherPs Borse 3,a for August 200#
A%&#al A%&#al i"/#& B#+'&+ i"/#& all(7+ $(r
Variabl O)r*a+ 5 B#+'&+ ra& A%&#al (#&/#& 5 B#+'&+ ra&
(#&0 ) '+ ) *0.2) (#00 ) '+ ) *0.2)
*C%&00 *C%220 *(%+$0
*2+0 0 *'+0 0
3,ending variance Efficiency variance
2. 2i5ed Overhead Variance Analysis for BeatherPs Borse 3,a for August 200#
A%&#al S&a&i% B#+'& B#+'&+ i"/#& all(7+ $(r
Fi5+ O)r*a+ Fi5+ O)r*a+ A%&#al (#&/#& 5 B#+'&+ Ra&
(#00 5 $0 5 *1.&) (#00 ) '+ ) *1.&)
*&0%000 *&$%000 &1%'00
*$%000 2 *2%C00 0
3,ending variance 9roduction.volume variance
'. :he variable overhead s,ending variance arises from the fact that the cost of horse feed%
sham,oo% ribbons and other su,,lies -as higher% ,er -eighted average horse.guest -ee=%
than e5,ected (*C%&00I(#&0)'+)lbs 8 *0.20+ ,er lb Q *0.2 ,er lb). 0nli=e the material
and labor ,rice variances% -hich only reflect the ,rices ,aid% the s,ending variance could
have both a cost and usage com,onent. BB3 -ould have a negative s,ending variance if
they ,aid more for feed than e5,ected or if the horses ate more feed than e5,ected.
$. :he *'+0 unfavorable variable overhead efficiency variance reflects the fact that the
average -eight of a horse -as higher than e5,ected. BB3 e5,ected horses to -eigh an
average of #00 lbs but during August% the horses -eighed an average of #&0 lbs. Aarger
horses are e5,ected to consume more variable overhead% such as horse feed and sham,oo%
hence the unfavorable nature of the variance.
&. 2i5ed overhead is fi5ed -ith res,ect to horse -eight. :his does not mean that it can be
forecasted -ith 100D accuracy. 2or e5am,le% salaries or actual costs for advertising may
have been higher than e5,ected% leading to the *$%000 unfavorable variance.
(. :he ,roduction.volume variance of *2%C00 e5ists because the fi5ed overhead rate -as
based on the forecasted number of horse guest.-ee=s% $0% -hile the fi5ed overhead -as
a,,lied using the actual number of horse guest.-ee=s% '+. :he overestimation of the
number of horse guests in August -ould lead to an under.absor,tion of fi5ed overhead%
resulting in the unfavorable ,roduction.volume variance. /f the estimate -as too far off
from the actual number of horses% BB3 might ,otentially not charge enough to cover
their costs.
+.'&
8-86 (20 min.) A%&i)i&,-ba-+ %(-&i"', ba&%*-l)l )aria"% a"al,-i-
1. 3tatic budget number of crates 8 7udgeted ,airs shi,,ed I 7udgeted ,airs ,er crate
8 2$0%000I12
8 20%000 crates
2. 2le5ible budget number of crates 8 Actual ,airs shi,,ed I 7udgeted ,airs ,er crate
8 1+0%000I12
8 1&%000 crates
'. Actual number of crates shi,,ed 8 Actual ,airs shi,,ed I Actual ,airs ,er bo5
8 1+0%000I10
8 1+%000 crates
$. 3tatic budget number of hours 8 3tatic budget number of crates ) budgeted hours ,er bo5
8 20%000 ) 1.2 8 2$%000 hours
2i5ed overhead rate 8 3tatic budget fi5ed overhead I static budget number of hours
8 (0%000I2$%000
8 *2.&0 ,er hour
&. Variable Overhead Variance Analysis for HicaPs 2leet 2eet /nc. for 200+
A%&#al A%&#al *(#r- B#+'&+ *(#r- all(7+ $(r
Variabl O)r*a+ 5 B#+'&+ ra& A%&#al (#&/#& 5 B#+'&+ ra&
(1+%000 ) 1.1 ) *21) (1+%000 ) 1.1 ) *20) (1&%000 ) 1.2 ) *20)
*$1&%+00 *'#(%000 *'(0%000
*1#%+00 0 *'(%000 0
3,ending variance Efficiency variance
(. 2i5ed Overhead Variance Analysis for HicaPs 2leet 2eet /nc. for 200+
A%&#al S&a&i% B#+'& B#+'&+ *(#r- all(7+ $(r
Fi5+ O)r*a+ Fi5+ O)r*a+ A%&#al (#&/#& 1 B#+'&+ Ra&
(1&%000 ) 1.2 )*2.&)
*&&%000 *(0%000 *$&%000
*&%000 2 *1&%000 0
3,ending variance 9roduction volume variance
+.'(
8-8: ('0 min.) A%&i)i&,-ba-+ %(-&i"', ba&%*-l)l )aria"% a"al,-i-
1. 3tatic budget number of setu,s 8 7udgeted boo=s ,roducedI 7udgeted boo=s ,er setu,
8 200%000 1 &00 8 $00 setu,s
2. 2le5ible budget number of setu,s 8 Actual boo=s ,roduced I 7udgeted boo=s ,er setu,
8 21(%000 1 &00 8 $'2 setu,s
'. Actual number of setu,s 8 Actual boo=s ,roduced I Actual boo=s ,er setu,
8 21(%000I$+0 8 $&0 setu,s
$. 3tatic budget number of hours 8 3tatic budget R of setu,s ) 7udgeted hours ,er setu,
8 $00 ) ( 8 2%$00 hours
2i5ed overhead rate 8 3tatic budget fi5ed overhead I 3tatic budget number of hours
8 C2%000I2%$00 8 *'0 ,er hour
&. 7udgeted variable overhead cost of a setu,
8 7udgeted variable cost ,er setu,.hour ) 7udgeted number of setu,.hours
8 *100 ) ( 8 *(00.
7udgeted total overhead cost of a setu,
8 7udgeted variable overhead cost N 2i5ed overhead rate ) 7udgeted number of setu,.hours
8 *(00 N *'0 ) ( 8 C+0.
3o% the charge of *C00 covers the budgeted incremental (i.e.% variable overhead) cost of a
setu,% but not the budgeted full cost.
(. Variable 3etu, Overhead Variance Analysis for "o 4athan 9ublishing !om,any for 200#
A%&#al A%&#al *(#r- S&a"+ar+ *(#r-
Variabl O)r*a+ 5 B#+'&+ ra& 5 S&a"+ar+ ra&
($&0 ) (.& ) *#0) ($&0 ) (.& ) *100) ($'2 ) (.0 ) *100)
*2('%2&0 *2#2%&00 *2&#%200
*2#%2&02 *''%'000
3,ending variance Efficiency variance
+.'C
C. 2i5ed 3etu, Overhead Variance Analysis for "o 4athan 9ublishing !om,any for 200#
A%&#al S&a&i% B#+'& S&a"+ar+ *(#r-
Fi5+ O)r*a+ Fi5+ O)r*a+ 5 B#+'&+ Ra&
($'2 ) (.0 ) *'0)
*C#%000 *C2%000 *CC%C(0
*C%000 0 *&%C(0 2
3,ending variance 9roduction.volume variance
+. HeMecting an order may have im,lications for future orders (i.e.% ,rofessors -ould be
reluctant to order boo=s from this ,ublisher again). "o 4athan should consider factors
such as ,rior history -ith the customer and ,otential future sales.
/f a boo= is relatively ne-% "o 4athan might consider running a full batch and holding the
e5tra boo=s in case of a second s,ecial order or Must hold the e5tra boo=s until ne5t
semester.
/f the s,ecial order comes at heavy volume times% "o should loo= at the o,,ortunity cost
of filling it% i.e.% acce,ting the order may interfere -ith or delay the ,rinting of other
boo=s.
+.'+
8-88 ('& min.) Pr(+#%&i("-V(l#! Varia"% A"al,-i- a"+ Sal- V(l#! Varia"%.
1. and 2. 2i5ed Overhead Variance Analysis for @a-n 2loral !reations% /nc. for 2ebruary
A%&#al Fi5+ S&a&i% B#+'& S&a"+ar+ H(#r-
O)r*a+ Fi5+ O)r*a+ 1 B#+'&+ Ra&
((00 ) 1.& ) *(K)
*#%200 *#%000 *&%$00
*200 0 *'%(00 0
3,ending variance 9roduction.volume variance
K fi5ed overhead rate 8 (budgeted fi5ed overhead)I(budgeted @A hours at ca,acity)
8 *#%000I(1000 5 1.& hours)
8 *#%000I1%&00 hours
8 *(Ihour
'. An unfavorable ,roduction.volume variance measures the cost of unused ca,acity. 9roduction
at ca,acity -ould result in a ,roduction.volume variance of 0 since the fi5ed overhead rate is
based u,on e5,ected hours at ca,acity ,roduction. Bo-ever% the e5istence of an unfavorable
volume variance does not necessarily im,ly that management is doing a ,oor Mob or incurring
unnecessary costs. 0sing the suggestions in the ,roblem% t-o reasons can be identified.
a. 2or most ,roducts% demand varies from month to month -hile commitment to the
factors that determine ca,acity% e.g. si<e of -or=sho, or su,ervisory staff% tends to remain
relatively constant. /f @a-n -ants to meet demand in high demand months% it -ill have
e5cess ca,acity in lo- demand months. /n addition% forecasts of future demand contain
uncertainty due to un=no-n future factors. Baving some e5cess ca,acity -ould allo-
@a-n to ,roduce enough to cover ,ea= demand as -ell as slac= to deal -ith une5,ected
demand surges in non.,ea= months.
b. 7asic economics ,rovides a demand curve that sho-s a tradeoff bet-een ,rice charged
and uantity demanded. 9otentially% @a-n could have a lo-er net revenue if they
,roduce at ca,acity and sell at a lo-er ,rice than if they sell at a higher ,rice at some
level belo- ca,acity.
/n addition% the unfavorable ,roduction.volume variance may not re,resent a
feasible cost savings associated -ith lo-er ca,acity. Even if @a-n could shift to
lo-er fi5ed costs by lo-ering ca,acity% the fi5ed cost may behave as a ste,
function. /f so% fi5ed costs -ould decrease in fi5ed amounts associated -ith a range
of ,roduction ca,acity% not a s,ecific ,roduction volume. :he ,roduction.
volume variance -ould only accurately identify ,otential cost savings if
the fi5ed cost function is continuous% not discrete.
+.'#
$. :he static.budget o,erating income for 2ebruary isF
Hevenues *&& ) 1%000 *&&%000
Variable costs *2& ) 1%000 2&%000
2i5ed overhead costs #%000
3tatic.budget o,erating income * 21%000
:he fle5ible.budget o,erating income for 2ebruary isF
Hevenues *&& ) (00 *''%000
Variable costs *2& ) (00 1&%000
2i5ed overhead costs #%000
2le5ible.budget o,erating income * #%000
:he sales.volume variance re,resents the difference bet-een the static.budget o,erating income
and the fle5ible.budget o,erating incomeF
3tatic.budget o,erating income *21%000
2le5ible.budget o,erating income #%000
3ales.volume variance *12%000 0
Euivalently% the sales.volume variance ca,tures the fact that -hen @a-n sells (00 units instead
of the budgeted 1%000% only the revenue and the variable costs are affected. 2i5ed costs remain
unchanged. :herefore% the shortfall in ,rofit is eual to the budgeted contribution margin ,er
unit times the shortfall in out,ut relative to budget.
8 ; )
D (*&& ; *2&) ) $00 8 *'0 ) $00 8 *12%000 0
/n contrast% -e com,uted in reuirement 2 that the ,roduction.volume variance -as *'%(000.
:his ca,tures only the ,ortion of the budgeted fi5ed overhead e5,ected to be unabsorbed because
of the $00.unit shortfall. :o com,are it to the sales.volume variance% consider the follo-ingF
7udgeted selling ,rice *&&
7udgeted variable cost ,er unit *2&
7udgeted fi5ed cost ,er unit (*#%000 1 1%000) #
7udgeted cost ,er unit '$
7udgeted ,rofit ,er unit * 21
O,erating income based on budgeted ,rofit ,er unit
*21 ,er unit ) (00 units *12%(00
+.$0
:he *'%(00 0 ,roduction.volume variance e5,lains the difference bet-een o,erating income
based on the budgeted ,rofit ,er unit and the fle5ible.budget o,erating incomeF
O,erating income based on budgeted ,rofit ,er unit *12%(00
9roduction.volume variance '%(00 0
2le5ible.budget o,erating income * #%000
3ince the sales.volume variance re,resents the difference bet-een the static. and fle5ible.budget
o,erating incomes% the difference bet-een the sales.volume and ,roduction.volume variances%
-hich is referred to as the o,erating.income volume variance isF
O,erating.income volume variance
8 3ales.volume variance ; 9roduction.volume variance
8 3tatic.budget o,erating income . O,erating income based on budgeted ,rofit ,er unit
8 *21%000 0 ; *12%(00 0 8 *+%$00 0.
:he o,erating.income volume variance e5,lains the difference bet-een the static.budget
o,erating income and the budgeted o,erating income for the units actually sold. :he static.
budget o,erating income is *21%000 and the budgeted o,erating income for (00 units -ould have
been *12%(00 (*21 o,erating income ,er unit
B#+'&+ Pri%
Fl5ibl B#+'&6
B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
1 A%&#al Ra& P#r%*a-- U-a' 1 B#+'&+ Pri%
@irect
Materials
(2&%000 *&.20)
*1'0%000
(2&%000 *&.00)
*12&%000
(2'%100 *&.00)
*11&%&00
(2'%$00 *&.00)
*11C%000
*&%000 0 *1%&00 2
a. 9rice variance b. Efficiency variance
@irect
Manuf.
Aabor
($0%100 *1$.(0)
*&+&%$(0
($0%100 *1&.00)
*(01%&00
('#%000 *1&.00)
*&+&%000
*1(%0$0 2 *1(%&00 0
c. 9rice variance d. Efficiency variance
A%&#al
C(-&-
I"%#rr+
A%&#al I"/#& 0&,.
B#+'&+ Ra&
Fl5ibl B#+'&6
B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
B#+'&+ Ra&
All(%a&+6
2B#+'&+ I"/#& 0&,.
All(7+ $(r
A%&#al O#&/#&
B#+'&+ Ra&3
Variable
Manuf.
Overhead (not given)
($0%100 *(.00)
*2$0%(00
('#%000 *(.00)
*2'$%000
('#%000 *(.00)
*2'$%000
*(%(00 0
Efficiency variance 4ever a variance
2i5ed
Manuf.
Overhead (not given) *'20%000 *'20%000
('#%000 *+.00)
*'12%000
*+%000 0
K
4ever a variance 9rodn. volume variance
:otal
Manuf.
Overhead
(given)
*(00%000
(*2$0%(00 N *'20%000)
*&(0%(00
(*2'$%000 N *'20%000)
*&&$%000
(*2'$%000 N *'12%000)
*&$(%000
*'#%$00 0 *(%(00 0 *+%000 0
e. 3,ending variance f. Efficiency variance g. 9rodn. volume variance
K
@enominator level in hours $0%000
9roduction volume in standard hours allo-ed '#%000
9roduction.volume variance 1%000 hours 5 *+.00 8 *+%000 0
+.$&
8-91 (20 minutes) N("-$i"a"%ial )aria"%-
1. Variance Analysis of /ns,ection Bours for @aisy !anine 9roducts for May
A%&#al P(#"+- S&a"+ar+ P(#"+- I"-/%&+
A%&#al H(#r- I"-/%&+EB#+'&+ $(r A%&#al O#&/#& EB#+'&+
F(r I"-/%&i("- P(#"+- /r *(#r P(#"+- /r *(#r
200%000lbsI1%000 lbs ,er hour (2%2&0%000 5 .1)I1%000 lbs ,er hour
210 hours 200 hours 22& hours
10 hours 0 2& hours 2
E$$i%i"%, Varia"% 0#a"&i&, Varia"%
2. Variance Analysis of 9ounds 2ailing /ns,ection for @aisy !anine 9roducts for May
A%&#al /(#"+- S&a"+ar+ P(#"+- I"-/%&+
A%&#al P(#"+- I"-/%&+ 5 B#+'&+ $(r A%&#al O#&/#& 5 B#+'&+
Faili"' I"-/%&i("- I"-/%&i(" Fail#r Ra& I"-/%&i(" Fail#r Ra&
(200%000lbs 5 .02) (2%2&0%000 5 .1 5 .02)
'%&00 lbs $%000 lbs $%&00 lbs
500 lbs F 500 lbs F
E$$i%i"%, Varia"% 0#a"&i&, Varia"%
+.$(
8-94 (20 minutes) N("-$i"a"%ial /r$(r!a"% !a-#r-
1. :he cost of the ball bearings -ould be indirect materials if it is either not ,ossible to trace
the costs to individual ,roducts% or if the cost is so small relative to other costs that it is
im,ractical to do so. 3ince @e,artment 7 ma=es a fairly constant number of finished ,roducts
($00 units) each day% it -ould be easy to trace the cost of bearings to the -heels com,leted daily.
Bo-ever% the fact that Hollie measures ball bearings by -eight and discards leftover bearings at
the end of each day suggests that they are a relatively ine5,ensive item and not -orth the effort
to restoc= or trac= in inventory. As such% it could be argued that ball bearings should be classified
as overhead (e.g.% indirect materials).
2. 4on.financial ,erformance measures for @e,artment 7 might includeF
4umber or ,ro,ortion of -heels sent bac= for re-or= andIor amount or ,ro,ortion of
time s,ent on re-or=L
4umber of -heels thro-n a-ay% ratio of -heels thro-n a-ay to -heels re-or=ed% andIor
ratio of bad to good -heelsL
Amount of do-n time for bro=en machines during the dayL
?eight of ball bearings discarded% or ratio of -eights used and discarded.
'. /f the number of -heels thro-n a-ay is significant relative to the number of re-or=ed
-heels% then it is not efficient to re-or= them and so Hollie should re.e5amine the re-or= ,rocess
or even Must thro- a-ay all the bad -heels -ithout re-or=.
/f the amount of re-or= is significant then the original ,rocess is not turning out uality
goods in a timely manner. Hollie might slo- do-n the ,rocess in @e,artment 7 so it ta=es a
little longer to ma=e each good -heel% but the number of good -heels -ill be higher and may
even save time overall if re-or= time dro,s considerably. :hey might also need to service the
machines more often than Must after the total daily ,roduction run% in -hich case they -ill trade
off intentional do-n time for more efficient ,rocessing.
/f the amount of unintentional do-n time is significant they might bring in the mechanics
during the day to fi5 a machine that goes do-n during a ,roduction run.
2inally% Hollie might consider determining a better measure of ball bearings to reuisition
each day so that fe-er are discarded% and might also =ee, any leftover ball bearings for use the
ne5t day.
+.$C
C(llab(ra&i) Lar"i"' Pr(bl!
8-98 ($& min.) O)r*a+ )aria"%-, &*i%-.
1. a. :otal budgeted overhead *'1%2&0%000
7udgeted variable overhead
(*10 budgeted rate ,er machine.hour ) 2%&00%000
budgeted machine.hours) 2&%000%000
7udgeted fi5ed overhead * (%2&0%000
7udgeted fi5ed OB rate
*(%2&0%000 budgeted amount
8 *2.&0 ,er machine.hour
2%&00%000 budgeted machine.hours