Standard Costs and the

Balanced Scorecard

Chapter 10

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-2

Standard Costs

Standards are benchmarks or “norms”

for measuring performance. Two types
of standards are commonly used.

Quantity standards Cost (price)

specify how much of an standards specify
input should be used to how much should be
make a product or paid for each unit
provide a service. of the input.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-3

Standard Costs

Deviations from standards deemed significant

are brought to the attention of management, a
practice known as management by exception.

Standard
Amount

Direct
Material
Direct Manufacturing
Labor Overhead

Type of Product Cost

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-4 Exhibit

Variance Analysis Cycle

10-1

Take
Identify Receive corrective
questions explanations actions

Conduct next
Analyze period’s
variances operations

Prepare standard
Begin
cost performance
report

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-5

Setting Standard Costs

Accountants, engineers, purchasing

agents, and production managers
combine efforts to set standards that encourage
efficient future production.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-6

Setting Standard Costs

Should we use I recommend using practical

ideal standards that standards that are currently
require employees to attainable with reasonable and
work at 100 percent efficient effort.
peak efficiency?

Engineer Managerial
Accountant
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-7

Learning Objective 1

Explain how direct

materials standards
and direct labor
standards are set.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-8

Setting Direct Material Standards

Price Quantity
Standards Standards

Final, delivered Summarized in

cost of materials, a Bill of Materials.
net of discounts.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-9

Setting Standards

Six
Six Sigma
Sigma advocates
advocates have
have sought
sought to
to
eliminate
eliminate all
all defects
defects and
and waste,
waste, rather
rather than
than
continually
continually build
build them
them into
into standards.
standards.

As
As aa result
result allowances
allowances for for waste
waste and
and
spoilage
spoilage that
that are
are built
built into
into standards
standards
should
should bebe reduced
reduced overover time.
time.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-10

Setting Direct Labor Standards

Rate Time
Standards Standards

Often a single Use time and

rate is used that reflects motion studies for
the mix of wages earned. each labor operation.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-11

Setting Variable Overhead Standards

Rate Activity
Standards Standards

The rate is the The activity is the

variable portion of the base used to calculate
predetermined overhead the predetermined
rate. overhead.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-12
Standard Cost Card – Variable
Production Cost

A standard cost card for one unit

of product might look like this:
A B AxB
Standard Standard Standard
Quantity Price Cost
Inputs or Hours or Rate per Unit
Direct materials 3.0 lbs. $ 4.00 per lb. $ 12.00
Direct labor 2.5 hours 14.00 per hour 35.00
Variable mfg. overhead 2.5 hours 3.00 per hour 7.50
Total standard unit cost $ 54.50

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-13

Standards vs. Budgets

Are standards the A standard is a per

same as budgets? unit cost.
A budget is set for Standards are often
used when
total costs. preparing budgets.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-14

Price and Quantity Standards

Price and and quantity standards are

determined separately for two reasons:


 The
The purchasing
purchasing manager
manager is is responsible
responsible for
for raw
raw
material
material purchase
purchase prices
prices and
and the
the production
production manager
manager
is
is responsible
responsible for
for the
the quantity
quantity ofof raw
raw material
material used.
used.


 The
The buying
buying and
and using
using activities
activities occur
occur atat different
different times.
times.
Raw
Raw material
material purchases
purchases may
may be be held
held inin inventory
inventory forfor aa
period
period of
of time
time before
before being
being used
used inin production.
production.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-15

A General Model for Variance Analysis

Variance Analysis

Price Variance Quantity Variance

Difference between Difference between

actual price and actual quantity and
standard price standard quantity

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-16

A General Model for Variance Analysis

Variance Analysis

Price Variance Quantity Variance

Materials price variance Materials quantity variance

Labor rate variance Labor efficiency variance
VOH spending variance VOH efficiency variance

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-17

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-18

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

Actual quantity is the amount of direct

materials, direct labor, and variable
manufacturing overhead actually used.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-19

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

Standard quantity is the standard quantity

allowed for the actual output of the period.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-20

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

Actual price is the amount actually

paid for the input used.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-21

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

Standard price is the amount that should

have been paid for the input used.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-22

A General Model for Variance Analysis

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price

Price Variance Quantity Variance

(AQ × AP) – (AQ × SP) (AQ × SP) – (SQ × SP)

AQ = Actual Quantity SP = Standard Price
AP = Actual Price SQ = Standard Quantity

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-23

Learning Objective 2

Compute the direct

materials price and
quantity variances and
explain their significance.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-24

Material Variances Example

Glacier Peak Outfitters has the following direct

material 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 material
cost a total of $1,029.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-25

Material Variances Summary

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price
210 kgs. 210 kgs. 200 kgs.
× × ×
$4.90 per kg. $5.00 per kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000

Price variance Quantity variance

$21 favorable $50 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-26

Material Variances Summary

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price
210 kgs. 210 kgs. 200 kgs.
× × kgs
$1,029  210 ×
$4.90 per kg. $5.00per
= $4.90 perkg
kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000

Price variance Quantity variance

$21 favorable $50 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-27

Material Variances Summary

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price
210 kgs. 210 kgs. 200 kgs.
× 0.1 kg per parka× 2,000 parkas ×
$4.90 per kg. $5.00
= 200 per
kgs kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000

Price variance Quantity variance

$21 favorable $50 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-28
Material Variances:
Using the Factored Equations

Materials price variance

MPV = AQ (AP - SP)
= 210 kgs ($4.90/kg - $5.00/kg)
= 210 kgs (-$0.10/kg)
= $21 F
Materials quantity variance
MQV = 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

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-29

Isolation of Material Variances

I’ll start computing

I need the price variance the price variance
sooner so that I can better
when material is
identify purchasing problems.
purchased rather than
You accountants just don’t when it’s used.
understand the problems that
purchasing managers have.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-30

Material Variances

Hanson purchased and The price variance is

used 1,700 pounds. computed on the entire
quantity purchased.
How are the variances
computed if the amount The quantity variance
purchased differs from is computed only on
the amount used? the quantity used.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-31

Responsibility for Material Variances

Materials Quantity Variance Materials Price Variance

Production Manager Purchasing Manager

The
The standard
standard price
price is
is used
used to
to compute
compute the
the quantity
quantity variance
variance
so
so that
that the
the production
production manager
manager isis not
not held
held responsible
responsible for
for
the
the purchasing
purchasing manager’s
manager’s performance.
performance.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-32

Responsibility for Material Variances

Your poor scheduling

I am not responsible for sometimes requires me to
this unfavorable material rush order material at a
quantity variance. higher price, causing
unfavorable price variances.
You purchased cheap
material, so my people
had to use more of it.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-33

Quick Check  Zippy

Hanson Inc. has the following direct material

standard to manufacture one Zippy:
1.5 pounds per Zippy at $4.00 per pound

Last week, 1,700 pounds of material were

purchased and used to make 1,000 Zippies.
The material cost a total of $6,630.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-34

Quick Check  Zippy

Hanson’s
Hanson’s material
material price
price variance
variance (MPV)
(MPV)
for
for the
the week
week was:
was:
a.
a. $170
$170 unfavorable.
unfavorable.
b.
b. $170
$170 favorable.
favorable.
c.
c. $800
$800 unfavorable.
unfavorable.
d.
d. $800
$800 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-35

Quick Check  Zippy

Hanson’s
Hanson’s material
material price
price variance
variance (MPV)
(MPV)
for
for the
the week
week was:
was:
a.
a. $170
$170 unfavorable.
unfavorable.
b.
b. $170
$170 favorable.
favorable.
c.
c. $800
$800 unfavorable.
unfavorable.
MPV = AQ(AP - SP)
d. MPV = 1,700 lbs. × ($3.90 - 4.00)
d. $800
$800 favorable.
favorable.
MPV = $170 Favorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-36

Quick Check  Zippy

Hanson’s
Hanson’s material
material quantity
quantity variance
variance (MQV)
(MQV)
for
for the
the week
week was:
was:
a.
a. $170
$170 unfavorable.
unfavorable.
b.
b. $170
$170 favorable.
favorable.
c.
c. $800
$800 unfavorable.
unfavorable.
d.
d. $800
$800 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-37

Quick Check  Zippy

Hanson’s
Hanson’s material
material quantity
quantity variance
variance (MQV)
(MQV)
for
for the
the week
week was:
was:
a.
a. $170
$170 unfavorable.
unfavorable.
b.
b. $170
$170 favorable.
favorable.
c.
c. $800
$800 unfavorable.
unfavorable.
d.
d. $800
$800 favorable.
favorable.
MQV = SP(AQ - SQ)
MQV = $4.00(1,700 lbs - 1,500 lbs)
MQV = $800 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-38

Quick Check  Zippy

Actual Quantity Actual Quantity Standard Quantity

× × ×
Actual Price Standard Price Standard Price
1,700 lbs. 1,700 lbs. 1,500 lbs.
× × ×
$3.90 per lb. $4.00 per lb. $4.00 per lb.
= $6,630 = $ 6,800 = $6,000

Price variance Quantity variance

$170 favorable $800 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-39

Quick Check  Continued Zippy

Hanson Inc. has the following material standard

to manufacture one Zippy:
1.5 pounds per Zippy at $4.00 per pound

Last week, 2,800 pounds of material were

purchased at a total cost of $10,920, and 1,700
pounds were used to make 1,000 Zippies.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-40

Quick Check  Continued Zippy

Actual Quantity Actual Quantity

Purchased Purchased
× ×
Actual
2,800Price
lbs. Standard Price
2,800 lbs.
× ×
$3.90 per lb. $4.00 per lb.
= $10,920 = $11,200

Price variance increases

Price variance because quantity
$280 favorable purchased increases.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-41

Quick Check  Continued Zippy

Actual Quantity
Used Standard
Quantity
× ×
Standard Price Standard Price
1,700 lbs. 1,500 lbs.
× ×
$4.00 per lb. $4.00 per lb.
= $6,800 = $6,000
Quantity variance is
unchanged because
actual and standard Quantity variance
quantities are unchanged. $800 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-42

Learning Objective 3

Compute the direct labor

rate and efficiency
variances and explain
their significance.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-43

Labor Variances 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.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-44

Labor Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× × ×
$10.50 per hour $10.00 per hour. $10.00 per hour
= $26,250 = $25,000 = $24,000

Rate variance Efficiency variance

$1,250 unfavorable $1,000 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-45

Labor Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× $26,250×  2,500 hours ×
$10.50 per hour $10.00 per hour.
= $10.50 per hour $10.00 per hour
= $26,250 = $25,000 = $24,000

Rate variance Efficiency variance

$1,250 unfavorable $1,000 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-46

Labor Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× ×
1.2 hours per parka  2,000 ×
$10.50 per hour parkas
$10.00 per hour.
= 2,400 hours $10.00 per hour
= $26,250 = $25,000 = $24,000

Rate variance Efficiency variance

$1,250 unfavorable $1,000 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-47
Labor Variances:
Using the Factored Equations

Labor rate variance

LRV = AH (AR - SR)
= 2,500 hours ($10.50 per hour – $10.00 per hour)
= 2,500 hours ($0.50 per hour)
= $1,250 unfavorable
Labor efficiency variance
LEV = SR (AH - SH)
= $10.00 per hour (2,500 hours – 2,400 hours)
= $10.00 per hour (100 hours)
= $1,000 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-48

Responsibility for Labor Variances

Production managers are Mix of skill levels

usually held accountable assigned to work tasks.
for labor variances
because they can
Level of employee
influence the:
motivation.

Quality of production
supervision.

Quality of training
provided to employees.
Production Manager

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-49
Responsibility for
Labor Variances

I think it took more time

to process the
I am not responsible for materials because the
the unfavorable labor Maintenance
efficiency variance! Department has poorly
maintained your
You purchased cheap equipment.
material, so it took more
time to process it.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-50

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.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-51

Quick Check  Zippy

Hanson’s
Hanson’s labor
labor rate
rate variance
variance (LRV)
(LRV) for
for
the
the week
week was:
was:
a.
a. $310
$310 unfavorable.
unfavorable.
b.
b. $310
$310 favorable.
favorable.
c.
c. $300
$300 unfavorable.
unfavorable.
d.
d. $300
$300 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-52

Quick Check  Zippy

Hanson’s
Hanson’s labor
labor rate
rate variance
variance (LRV)
(LRV) for
for
the
the week
week was:
was:
a.
a. $310
$310 unfavorable.
unfavorable.
b.
b. $310
$310 favorable.
favorable.
c. LRV = AH(AR - SR)
c. $300
$300 unfavorable.
unfavorable.
LRV = 1,550 hrs($12.20 - $12.00)
d.
d. $300
$300 favorable.
favorable.
LRV = $310 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-53

Quick Check  Zippy

Hanson’s
Hanson’s labor
labor efficiency
efficiency variance
variance (LEV)
(LEV)
for
for the
the week
week was:
was:
a.
a. $590
$590 unfavorable.
unfavorable.
b.
b. $590
$590 favorable.
favorable.
c.
c. $600
$600 unfavorable.
unfavorable.
d.
d. $600
$600 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-54

Quick Check  Zippy

Hanson’s
Hanson’s labor
labor efficiency
efficiency variance
variance (LEV)
(LEV)
for
for the
the week
week was:
was:
a.
a. $590
$590 unfavorable.
unfavorable.
b.
b. $590
$590 favorable.
favorable.
c.
c. $600
$600 unfavorable.
unfavorable.
d.
d. $600
$600 favorable.
favorable.
LEV = SR(AH - SH)
LEV = $12.00(1,550 hrs - 1,500 hrs)
LEV = $600 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-55

Quick Check  Zippy

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
1,550 hours 1,550 hours 1,500 hours
× × ×
$12.20 per hour $12.00 per hour $12.00 per hour
= $18,910 = $18,600 = $18,000

Rate variance Efficiency variance

$310 unfavorable $600 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-56

Learning Objective 4

Compute the variable

manufacturing overhead
spending and efficiency
variances.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-57
Variable Manufacturing Overhead
Variances 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.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-58
Variable Manufacturing Overhead
Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× × ×
$4.20 per hour $4.00 per hour $4.00 per hour
= $10,500 = $10,000 = $9,600

Spending variance Efficiency variance

$500 unfavorable $400 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-59
Variable Manufacturing Overhead
Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× $10,500× 2,500 hours ×
$4.20 per hour $4.00 per per
= $4.20 hourhour $4.00 per hour
= $10,500 = $10,000 = $9,600

Spending variance Efficiency variance

$500 unfavorable $400 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-60
Variable Manufacturing Overhead
Variances Summary

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
2,500 hours 2,500 hours 2,400 hours
× ×
1.2 hours per parka  2,000 ×
$4.20 per hour parkas$4.00 per hour
= 2,400 hours $4.00 per hour
= $10,500 = $10,000 = $9,600

Spending variance Efficiency variance

$500 unfavorable $400 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 Variable Manufacturing Overhead
10-61

Variances: Using Factored Equations

Variable manufacturing overhead spending variance

VMSV = AH (AR - SR)
= 2,500 hours ($4.20 per hour – $4.00 per hour)
= 2,500 hours ($0.20 per hour)
= $500 unfavorable
Variable manufacturing overhead efficiency variance
VMEV = SR (AH - SH)
= $4.00 per hour (2,500 hours – 2,400 hours)
= $4.00 per hour (100 hours)
= $400 unfavorable

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-62

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.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-63

Quick Check  Zippy

Hanson’s
Hanson’s spending
spending variance
variance (VOSV)
(VOSV) for
for
variable
variable manufacturing
manufacturing overhead
overhead for
for
the
the week
week was:
was:
a.
a. $465
$465 unfavorable.
unfavorable.
b.
b. $400
$400 favorable.
favorable.
c.
c. $335
$335 unfavorable.
unfavorable.
d.
d. $300
$300 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-64

Quick Check  Zippy

Hanson’s
Hanson’s spending
spending variance
variance (VOSV)
(VOSV) forfor
variable
variable manufacturing
manufacturing overhead
overhead for
for
the
the week
week was:
was:
a.
a. $465
$465 unfavorable.
unfavorable.
b.
b. $400
$400 favorable.
favorable.
VOSV = AH(AR - SR)
c.
c. $335
$335 unfavorable.
unfavorable.
VOSV = 1,550 hrs($3.30 - $3.00)
d.
d. $300 favorable.VOSV = $465 unfavorable
$300 favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-65

Quick Check  Zippy

Hanson’s
Hanson’s efficiency
efficiency variance
variance (VOEV)
(VOEV) forfor
variable
variable manufacturing
manufacturing overhead
overhead for
for the
the
week
week was:
was:
a.
a. $435
$435 unfavorable.
unfavorable.
b.
b. $435
$435 favorable.
favorable.
c.
c. $150
$150 unfavorable.
unfavorable.
d.
d. $150
$150 favorable.
favorable.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-66

Quick Check  Zippy

Hanson’s
Hanson’s efficiency
efficiency variance
variance (VOEV)
(VOEV) forfor
variable
variable manufacturing
manufacturing overhead
overhead for
for the
the
week
week was:
was:
a.
a. $435
$435 unfavorable.
unfavorable.
b.
b. $435
$435 favorable.
favorable. 1,000 units × 1.5 hrs per unit
c.
c. $150
$150 unfavorable.
unfavorable.
d.
d. $150
$150 favorable.
favorable.
VOEV = SR(AH - SH)
VOEV = $3.00(1,550 hrs - 1,500 hrs)
VOEV = $150 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-67

Quick Check  Zippy

Actual Hours Actual Hours Standard Hours

× × ×
Actual Rate Standard Rate Standard Rate
1,550 hours 1,550 hours 1,500 hours
× × ×
$3.30 per hour $3.00 per hour $3.00 per hour
= $5,115 = $4,650 = $4,500

Spending variance Efficiency variance

$465 unfavorable $150 unfavorable
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-68
Variance Analysis and
Management by Exception

Larger variances, in
How do I know dollar amount or as
which variances to a percentage of the
investigate? standard, are
investigated first.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-69 Exhibit

A Statistical Control Chart

10-9

Warning signals for investigation

Favorable Limit
• •
• • •
Desired Value
• •
Unfavorable Limit •
•
1 2 3 4 5 6 7 8 9
Variance Measurements

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-70

Advantages of Standard Costs

Management by Promotes economy

exception and efficiency

Advantages
Enhances
Simplified responsibility
bookkeeping accounting

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-71

Potential Problems with Standard Costs

Emphasizing standards Favorable

may exclude other variances may
important objectives. be misinterpreted.
Potential
Problems
Standard cost Emphasis on
reports may negative may
not be timely. impact morale.

Continuous
Invalid assumptions improvement may
about the relationship be more important
between labor than meeting standards.
cost and output.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-72

Learning Objective 5

Understand how a
balanced scorecard
fits together and
how it supports a
company’s strategy.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-73

The Balanced Scorecard

Management
Management translates
translates its
its strategy
strategy into
into
performance
performance measures
measures that
that employees
employees
understand
understand and
and accept.
accept.

Financial Customers

Performance
measures
Internal Learning
business and growth
processes
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-74
The Balanced Scorecard: From Exhibit
10-11

Strategy to Performance Measures

Performance Measures
Financial What are our
Has our financial
financial goals?
performance improved?

Customer What customers do Vision

we want to serve and
Do customers recognize that how are we going to and
we are delivering more value? win and retain them? Strategy

Internal Business Processes What internal busi-

Have we improved key business ness processes are
processes so that we can deliver critical to providing
more value to customers? value to customers?

Learning and Growth

Are we maintaining our ability
to change and improve?
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-75
The Balanced Scorecard:
Non-financial Measures

The balanced scorecard relies on non-financial measures

in addition to financial measures for two reasons:


 Financial
Financial measures
measures are are lag
lag indicators
indicators that
that summarize
summarize
the
the results
results of
of past
past actions.
actions. Non-financial
Non-financial measures
measures are
are
leading
leading indicators
indicators of
of future
future financial
financial performance.
performance.


 Top
Top managers
managers are
are ordinarily
ordinarily responsible
responsible forfor financial
financial
performance
performance measures
measures –– not
not lower
lower level
level managers.
managers.
Non-financial
Non-financial measures
measures are
are more
more likely
likely to
to be
be
understood
understood and
and controlled
controlled by
by lower
lower level
level managers.
managers.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-76

The Balanced Scorecard for Individuals

The entire organization Each individual should

should have an overall have a personal
balanced scorecard. balanced scorecard.

AA personal
personal scorecard
scorecard should
should contain
contain measures
measures that
that can
can be
be
influenced
influenced by
by the
the individual
individual being
being evaluated
evaluated and
and that
that
support
support the
the measures
measures in in the
the overall
overall balanced
balanced scorecard.
scorecard.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-77

The Balanced Scorecard

A balanced scorecard should have measures

that are linked together on a cause-and-effect basis.

If we improve Another desired

Then
one performance performance measure
measure . . . will improve.

The balanced scorecard lays out concrete

actions to attain desired outcomes.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-78
The Balanced Scorecard
and Compensation

Incentive compensation
should be linked to
balanced scorecard
performance measures.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-79
The Balanced Scorecard Exhibit
10-13

Jaguar Example
Profit
Financial
Contribution per car

Number of cars sold

Customer
Customer satisfaction
with options

Internal
Business Number of Time to
options available install option
Processes

Learning Employee skills in

and Growth installing options
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-80
The Balanced Scorecard
Jaguar Example
Profit

Contribution per car

Number of cars sold

Customer satisfaction Results

with options Satisfaction
Increases
Strategies
Increase Number of Time to
Options options available install option Time
Decreases

Increase Employee skills in

Skills installing options
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-81
The Balanced Scorecard
Jaguar Example
Profit

Contribution per car

Results
Cars sold
Number of cars sold Increase

Customer satisfaction
with options Satisfaction
Increases

Number of Time to
options available install option

Employee skills in
installing options
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-82
The Balanced Scorecard
Jaguar Example
Profit
Results
Contribution per car Contribution
Increases

Number of cars sold

Customer satisfaction
with options Satisfaction
Increases

Number of Time to
options available install option Time
Decreases

Employee skills in
installing options
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-83
The Balanced Scorecard
Jaguar Example
Results
Profit Profits
Increase
If number
Contribution per car Contribution
of cars sold Increases
and contribution
Cars Sold
per car increase, Number of cars sold
Increases
profits
increase. Customer satisfaction
with options

Number of Time to
options available install option

Employee skills in
installing options
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-84

Advantages of Graphic Feedbck

Tim e to Install an Option

35
Time to Install in Minutes

30
25
20
15
10
5
0
1 2 3 4 5 6 7 8 9 10
Week

When interpreting its performance, Jaguar will look for

continual improvement. It is easier to spot trends or
unusual performance if these data are presented
McGraw-Hill/Irwin
graphically. Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-85

Learning Objective 6

Compute delivery cycle

time, throughput time,
and manufacturing
cycle efficiency (MCE).

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-86

Delivery Performance Measures

Order Production Goods

Received Started Shipped

Process Time + Inspection Time

Wait Time + Move Time + Queue Time

Throughput Time

Delivery Cycle Time

Process time is the only value-added time.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-87

Delivery Performance Measures

Order Production Goods

Received Started Shipped

Process Time + Inspection Time

Wait Time + Move Time + Queue Time

Throughput Time

Delivery Cycle Time

Manufacturing
Value-added time
Cycle =
Efficiency Manufacturing cycle time
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-88

Quick Check 

AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the throughput
throughput time?
time?
a.
a. 10.4
10.4 days
days
b.
b. 0.2
0.2 days
days
c.
c. 4.1
4.1 days
days
d.
d. 13.4
13.4 days
days
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-89

Quick Check 

AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the throughput
throughput time?
time?
a.
a. 10.4
10.4 days
days
b.
b. 0.2
0.2 days
Throughput days= Process + Inspection + Move + Queue
time
c.
c. 4.1 days= 0.2 days + 0.4 days + 0.5 days + 9.3 days
4.1 days
= 10.4 days
d.
d. 13.4
13.4 days
days
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-90

Quick Check 

AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the Manufacturing
Manufacturing Cycle
Cycle Efficiency?
Efficiency?
a.
a. 50.0%
50.0%
b.
b. 1.9%
1.9%
c.
c. 52.0%
52.0%
d.
d. 5.1%
5.1%
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-91

Quick Check 

AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the Manufacturing
Manufacturing Cycle
Cycle Efficiency?
Efficiency?
a.
a. 50.0%
50.0% MCE = Value-added time ÷ Throughput time
b.
b. 1.9%
1.9% = Process time ÷ Throughput time
c.
c. 52.0%
52.0% = 0.2 days ÷ 10.4 days
d.
d. 5.1%
5.1% = 1.9%
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-92

Quick Check 

AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the delivery
delivery cycle
cycle time?
time?
a.
a. 0.5
0.5 days
days
b.
b. 0.7
0.7 days
days
c.
c. 13.4
13.4 days
days
d.
d. 10.4
10.4 days
days
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-93

Delivery cycleQuick Check

time = Wait 
time + Throughput time
= 3.0 days + 10.4 days
= 13.4 days
AA TQM
TQM team
team at
at Narton
Narton Corp
Corp hashas recorded
recorded the
the
following
following average
average times
times for
for production:
production:
Wait
Wait 3.0
3.0 days
days Move
Move 0.5
0.5 days
days
Inspection
Inspection 0.4
0.4 days
days Queue
Queue 9.3
9.3 days
days
Process
Process 0.20.2 days
days
What
What is
is the
the delivery
delivery cycle
cycle time?
time?
a.
a. 0.5
0.5 days
days
b.
b. 0.7
0.7 days
days
c.
c. 13.4
13.4 days
days
d.
d. 10.4
10.4 days
days
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 General Ledger Entries
to Record Variances

Appendix 10A

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-95

Learning Objective 7

Prepare journal entries

to record standard
costs and variances.
(Appendix 10A)

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-96
Appendix 10A
Journal Entries to Record Variances

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
Material Labor
Labor
AQ
AQ ×× AP
AP == $1,029
$1,029 AH
AH ×× AR
AR == $26,250
$26,250
AQ
AQ ×× SP
SP == $1,050
$1,050 AH
AH ×× SR
SR == $25,000
$25,000
SQ
SQ ×× SP
SP == $1,000
$1,000 SH
SH ×× SR
SR == $24,000
$24,000
MPV
MPV == $21
$21 FF LRV
LRV == $1,250
$1,250 UU
MQV
MQV == $50
$50 UU LEV
LEV == $1,000
$1,000 UU

Now, let’s prepare the entries to record

the labor and material variances.
McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.
 10-97
Appendix 10A
Recording Material Variances

GENERAL JOURNAL Page 4

Post.
Date Description Ref. Debit Credit
Raw Materials 1,050
Materials Price Variance 21
Accounts Payable 1,029
To record the purchase of material

Work in Process 1,000

Materials Quantity Variance 50
Raw materials 1,050
To record the use of material

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-98
Appendix 10A
Recording Labor Variances

GENERAL JOURNAL Page 4

Post.
Date Description Ref. Debit Credit
Work in Process 24,000
Labor Rate Variance 1,250
Labor Efficiency variance 1,000
Wages Payable 26,250
To record direct labor

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-99
Appendix 10A – Recording Variable
Manufacturing Overhead Variances

Variable manufacturing
overhead variances are usually not
recorded in the accounts separately,
but are determined as part of the
general analysis of overhead that is
covered in the next chapter.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-100

Cost Flows in a Standard Cost System

•• Inventories
Inventories are
are recorded
recorded at
at standard
standard cost.
cost.
•• Variances
Variances are
are recorded
recorded as
as follows:
follows:
 Favorable
Favorable variances
variances are
are credits,
credits, representing
representing
savings
savings in
in production
production costs.
costs.
 Unfavorable
Unfavorable variances
variances are
are debits,
debits, representing
representing
excess
excess production
production costs.
costs.
•• Standard
Standard cost
cost variances
variances are
are usually
usually closed
closed to
to
cost
cost of
of goods
goods sold.
sold.
 Unfavorable
Unfavorable variances
variances increase
increase cost
cost of
of goods
goods sold.
sold.
 Favorable
Favorable variances
variances decrease
decrease cost
cost of
of goods
goods sold.
sold.

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.

 10-101

End of Chapter 10

McGraw-Hill/Irwin Copyright © 2008, The McGraw-Hill Companies, Inc.