‘SCAN ‘AND Standard Costing a Page No.1 Page No.1 ¢ Standard Costing VARIANCES ) 1 2 ( Profit Variance Direct MaterialVariance —) x 4:5 Labour Var Overhead Variances ) 6 7 C i Concept of Marginal with Market > Sales Variance Size & Market Share Variance 7-8 jation of Profit asting approach 8 Factor to be considered when investigation variance 10 Methods used for investigation > variance 10 MeDonoldization ) a3 sen TST eee) jetary control & Standai Srosting -HAL 37-19 Question 2-ABC & Standard ing SPS Ltd. 21-25 Question 4 - AliVariances & Reconciliation -ZCL Ltd. 30-31 Question 6 -Planning & > operation Variance “AGF 2-9 CPianning foperational variance 2 Possible interdependence between Variance 1-2 SeHI- Siandardcorting with learning curve BM Ltd 19-21 ‘Question 3- Reconciliation Statement -WF 26-29) ‘Question 5 - Market Size & Market Size -ZM Inc. ®a9—eO—oO—O0O—0O—9O—9O—O0—90—-9— 0 e@—o—O—9—odO—O0—O0—O9—0—-90—-0 Ge STUDY d ==MENTORmmm Strary Charts el Memes Stender Costing Ustanaara costing Wlossectives oF ADOPTING STANDARD COSTING SYSTEM a 4 x ¥ Cost Management Planning & Control Decision Making Product Costing G Advantages G Disadvantages Step of Standard Costing cost Control [Departmental Conficts |! ravestigate the reason Price Fixation 1 Not Realistic |. Identify the problems. ‘+ Measuring Performance + Ignores Inflation & eae eee cae \-optimum Resource Utilisation | Other Uncertainties. | ‘A Technique of cost ascertainment and control whereby standard cost are ! determined and subsequently compared with 4 ¥v Variances of Efficiency Variance of Price Rates Variance Due to Volume Variances due to the effective or ineffective | |Variance arising due to change| |Variance due to the effect of difference| use of materials quantities, inunit material prices, | | between actual activity and the level of labour hours, once actuel quantities are standard labour hour rates activity assumed when the compared with the predetermined standards. and standard allow. standard was set Controlled by the Departmental Head. Beyond Control of Departmental head. Price variances becomes controllable if the production | [Price Variance regarded as uncontrollable if the Contrellr has filed Yo place orders in tne and urgent price increase is due to MARKET purchase was made at extra cost. es y Total Sales Variance Total Cost Variance a5 ' Poa SS) ¥ Y y v y Sales Sales Material Labour Variable Fixed ‘Margin Value Cost Cost Overhead} |Overhead| Variance Variance Variance, Variance. Variance} Variance} (72) 71) @ ©) 1) 62) a OPTHISED “HG 200! i: TC Ser kesjal Variane: Direct Material Cost Variance is difference between Standard cost of INPUTS (ie MATERIALS) specified and the Actual cost Material used. Bilresponsibitity of Material cost Variance ¥ ¥ Material Price Le "Purchase Manager Preduction Manager } >| Material Usage GE anauvsts oF material VARIANCE ‘Material Cost Variance (Standard Material Cost - Actuel Material Cost) Do (SQ x SR - AQ x AR) ({Stendard Quantity of input for Actuol output(SQ) x Standord rate of input (SR)] ~{Actual Quantity consumed (AQ) x Actual rate of input (AR)]) co “1 ¥ ¥ Material Price Variance Material Usage Variance |Grandard rte -Actual rate) (Gandara quantity of input for actual X¢ Aet¥al quantity of inpat eutput = Actual input) x Standard rate (SR - AR) x AQ (SQ - AQ)x SR Derivation of Sub Usage Variance Adding & Subtracting 5MQ from both sides (SQ - SMQ + SMQ - AQ) x SR (SQ SMQ) x SR 6 (SMQ- AQ) SR ¥ ¥ Material Sub Usage Variance Material Mix Variance. [When the roval quantity of stendard ‘(When the ratio of standard and actuals aiferent) and actual quantity is different) (SQ - SMQ) x SR (SMQ - AQ) x SR Where, SMQ = StUndord Mix Quantity Calculated as Total of Actuol Quantity in Stondord Ratio \Variance Table = If, SM > AM = (F) SM > SMM = (F) SMM > AM = (F) SE OPTNISED “HG 200! TT Sykesmmm Strary Charts el Memes Stender Costing [ETA Gea “These two basic variances that can be calculated in respect of direct labour total variance (also known as labour cast variance) are (a) Rate variance and (b) Efficiency variance EE Responsibility of tabour Cost Variance our Ri 7 r Labour Ff Labour Rate 1. Tpersonnel / HR Manager Tabour Manager] »{ tabour Efficiency [El Anavysis oF Lazour variance Labour Cost Variance (Standard Labour Cost - Actual Labour cost) (Standard hours for Actual output x Standard Rate per labour hour ~ Actual Hour paid x Actual Rote) Y Y Y our Efficiency Variance Tle Time Variance ‘abour Rate Variance [Groves for Actual Output-Actualhes) | [Actual Hrs Paid - Actual Hrs Worked)) | [(Std Rate - Actual Rote) x Std Rate per labour hr} x Standard Rate per labour hr < Actual Labour hrs PAID] Derivation of Sub Efficiency Variance 35 (SR- AR) x AH. (Sit- ai) xR (ata Nevers (SH- SMH + SMH - AH) x SR (SH SMH) x SR» (SMH- AH) x SR ¥ Labour Sub Efficiency Variance Labour Mix Variance (When TOTAL of Standard hours (When RATIO of Standard ‘ond Actual hours is different) cond Actual hours is different) (SH- SMH) x SR (SMH - AH) x SR ‘Adding & Subtracting SMH form both sides (SH- SMH + SMH - AH) x SR Idle Time Where, SMH = Standard Mix Hours ‘SMH = Total of Actual Hours in Standard Ratio Actual hours paid (gross hours) ~ Actual hours worked (net hours) [Fotal Hour is same for Labour, Variable and Fixed Overheads] Variance Table = If, SH > AH = (F) SMH > AH = ) SE OPTNISED “HG 200k! i ——— TC Searelsmmm Strary Charts el Memes Stender Costing PRT key 2) Fixed Overhead Variances b) Variable Overhead Variances GG anatysis oF VARIABLE OVERHEAD VARIANCES Variable Cost Variance (Std Budgeted Variable OH - Actual Variable OH) (Std Variable OH Rate pw x Actual output - Actual Variable Rate p.u x Actual Output) (Std Hours for Actual x Std VOH Rate per hr - Actual Hrs x Actual Variable Rate / Hrs) a _ ¥ v Variable OH Expenditure Variance Variable OH Efficiency Variance (Std variable OH Rate per hour (Std Hours for Actual Production - Actual Variable OH Rate per hr) x Actual hrs worked ‘Actual hrs worked x Std Variable OH Rate per hour [Tetal Hour is same for Labour, Variable and Fixed Very Important Point: Standard Variable Overhead Rate > Actual Variable Overhead Rate = (F) Stanerd Hers» Acta Heus= (EL Anaivais oF Fixed oveRvean vaniances Fixed Overhead Cost Variance (Absorbed Fixed Overheads - Actual fixed everhead) (Actual production x RECOVERY RATE P.U.- Actual Fixed Overheads) (Actual Production x Standard Hours per unit x Standard Rate Per Hour - Actual Fixed Overhead) y Y Fixed OH Expenditure Variance Fixed OH Volume Variance Budgeted Fixed OH - Actual Fixed OH (Budgeted Production - Actual Production) x RR pw (Budgeted Prodn - Actual Prodn) x Std hours x RR per hr. (Budgeted Prodn x Std Hours) - (Actual Prdn x (Std hr)} x RR/hr. (Budgeted hrs for Budget Prdn - Std Hes ‘for Actual Prdn) x RR per hour (ALWAYS CALCULATED IN TERM OF HOURS) Fixed OH Efficiency Variance (Std, hours for |Actual production - Actual hours) XBR per hour Fixed OH Capacity Variance (Budgeted Hrs - Actual hours) x RR per hour ¥ Fixed OH Calender Variance Fixed OH Revised (Budgeted days - Actual days) x RR per days Capacity Variance (Budgeted hours for Actual days ~ ‘Actual Hours) x Recovery Rate per hour SE OPTNISED “HG 200! i ——— TC Searsmmm Strary Charts el Memes Stender Costing Overhead variances arise due to difference between Actual overhead and Absorbed overheads. Variable Overhead Fixed Overhead Std veh | ppyy Budgeted Fixed Overheads Std. Variable Ohd rate = SsaHours | P°/ ‘Budgeted Production RR/u: Std hours pu. x RR/ hour Actual Voh -: Budgeted Fixed Overheads |std hours, Budgeted Hours ‘Actual Variable ohd rate = 4ctual Veh | Re/t Budgeted Hours Pu.‘ Budgeted Production Total Hours is same for Labour, Variable and Fixed Overheads Variance Table Variances Table= Budget Fixed Overhead > Actual Fixed Overheads = (F) Budget Production » Actual Production = (A) Budget Hours (capacity) » Actual Hours = (A) ‘Standard Hours for Actual Production > Actual Production = (F) Standard Days » Actual Days = (A) Following ratios are derived from the formulas of Fixed OH Variance: 1. Efficiency Ratio Ratio Standard hours for Actual Production ivi i st woo [ 32” x ese] ‘Actual hours for Actual Production Actual hours Efficiency eu] 2, Capacity Ratio = Actual hours 99 pacity Budgeted hours * [ Ration” X "Rati tandard hours for Actual Production : 3. Activity Ratio = Standard hours for Actual Preduction 199 [Fase x Budgeted hours for Budgeted Production Ratio ‘Student Notesmmm Strary Charts el Memes Stender Costing Gh sates variance ‘The sales variances can be computed in two ways. ‘Sales Value Variance: (Budget Sales Value - Actual Sales Value) (Budgeted Sales Value - Actual Sales) (Budgeted Sales Qty x Budgeted Selling Price) = (Actual Seles Qiy x Actual Selling Price) 7 -4 Y 7 Sales Price Variance Sales Volume Variance. {(@udgered SP - Actual SP) x Actuc sles @ty] {( Budgeted Sales Qty Actual soles aty)x Budgeted SP) v v Sales Quantity Variance ‘Sales Mix Variance (Budgeted sales qty - Std Sales mix qty) (Std Sales mix qty - Actual sales qty) x Budgeted SP x Budgeted SP (SQ - SSMQ) x BSP (SSMQ- ASQ) x BS? Variance Table = Budget Sales Quantity > Actual Sales Quantity = (A) Budget Sales Production > Actual Sales Production = (A) Budget Sales Quantity > Standard Sales Mix Quant Standard Sales Mix Quantity > Actual Sales Quantity = (A)| Qiateeseners ‘Sales Margin Value Variance: (Budgeted Margin - Actual Margin) [(Budgeted Sales Qty x Budgeted Margin) = (Actual Sales Qty x Actual Margin)] v ¥ ‘Sales Margin Price Variance Sales Margin Volume Variance [(Budgeted margin - Actual margin) [(Budgeted soles qty - Actual sles qty) x Actual sles gty] x Budgeted margin] ¥ ‘Sales Margin Quantity Variance ‘Sales Margin Mix Variance. [(Gudgeted sales qty - Std Sales mix qty) [(Std Sales mix qty - Actual sales aty) x Budgeted margin] x Budgeted margin} (85Q- SSMQ) x BM (SSMQ- ASQ) x BM, "BM= BSP - BC AM = ASP - BCmmm Strary Charts el Memes Stender Costing Ent ate ie ee eee Gil sates waron quanriry variance v v Sales Margin Market Size Variance ‘Sales Margin Market Share Variance Budgeted Market Size xx (ASQ - Industry Sales as per our share ) (Actual Market Size xx x Budgeted Margin / Budgeted selling price X Our share in Market X Budgeted Margin / Budgeted selling price Variance Table = Budget Market Size > Actual Market Size = (A) Actual Sales Quantity > Individual Sales Quantity = (F) 9 Reconciliation of profit marginal costing approach Note: the difference between absorption costing and marginal costing approach is in the treatment of fixed cost only, absorption costing treats fixed cost as product cost and marginal costing treats fixed cost as period cost ‘Summary of Changes ‘Absorption Costing Approach ‘Marginal Costing Approach 1. Profit Volume Variance is used 1, Contribution Volume Variance is used. 2, Fixed OH Cost Variance and its entire sub | 2, Only Fixed OH Expenditure variance is analysis is used ie. (Expenditure variance + | used, Capacity variance + Efficiency variance) Reconciliations (Budgeted/Standard Profit/Actual Profit) Reconciliation Statement Budgeted Profit to Actual Profit Budgeted profit (Budgeted Quantity x Budgeted Margin) Effect of Variances Material Cost Variance Material Price Variance Material Usage Variance Material Mix Variance Material Yield Variance Labour Cost Variance Labour Rate Variance SE OPTNISED “HG 200k! TT Ser kesmemes Stary Charts mt Mammen Stender Costing Labour Tle Time Variance Labour Efficiency Variance (Net) Labour Mix Variance Labour Sub-Efficiency Variance Variable Overhead Cost Variances Variable Overhead Expenditure Variance Variable Overhead Efficiency Variance Fixed Overhead Cost Variances Fixed Overhead Expenditure Variance Fixed Overhead Volume Variance Fixed Overhead Capacity Variance Fixed Overhead Efficiency Variance Sales Margin Variance Sales Margin Price Variance ‘Sales Margin Volume Variance Sales Margin Mix Variance Sales Margin Quantity Variance Actual Profit Ubractons 70 8 consiDER WHEN INVESTIGATING VARIANCE woot or -3 ‘ y : : : Planning Type of Variance Cost Pattern in Variance Budgetary process Trardard is on evroge a | Adverse verence | | cost af | [ontorvarce over} [3 isunconrolese estimates therefore | | “overfewreie, | | imestgorion | |'aperoder tie at | | unweit then Sraltwritionssencan| | vercestor | | stousbetwer || swersenngtnen | | investigation shut beige cstimtes, | | thonthe bens | | investigate related | | be re-vlcting he rmtztion can worinces adgeroy process estelahlinits& Naronces beyond thse Ie shud farther imestigete. compared wth = Planing Vsancoe (vate Opporrty Cos tems)mmm Strary Charts el Memes Stender Costing Tea Ul Price variance y “y Planning Operational =(Original Standard Rate - Revised Standard] = (Revised Standard Rate - Actual Rate) x Revised Standard Quantity Standard Rate) x Actual Quantity Usage Variance - wnend----- “4 y Y Planning ‘Operational = (Original Standard Quantity - Revised = (Revised Standard Quantity - Actual Standard Quantity) x Original Standard Rote /Quantity) x Revised Standard Rete MCLE [Briginal Standard Revised Standard at Actual (cual Standard Q/H R A Q/H R A Q/H R A TL Cranning) Price Variance -4- a5 Y Uncontrollable Controllable = (Original Standard Rate - Actual Input = (Actual Input Rate - Revised Input Rate) x Revised Standard Quantity rate) x Revised Standard Quantity Operational so--3 y Y Material Price Variance Material Usage Variance: = (Revised Standard Rate - Actual Rate ) = (Revised Standard Quantity - Actual Quantity) x Actual Quantity x Revised Standard Ratemmm Strary Charts el Memes Stender Costing Gh Methods used for investigation Variance ——| ‘Simple Rule Statistical of Thumb Model Decision Model v v Based on arbitrary criteria such as + For the statistical models, two mutually exclusive states investigating if the absolute size of a are. possible. variance is greater than a certain amount or + First assumes that the system is "In Control’ and a if the ratio of the variance to the total cost variance is simply due to random fluctuations around the exceeds some predetermined percentage. expected outcome. + Second possible state is, system is ‘Out of Control’ & corrective action can be taken to remedy the situation. POSSIBLE INTERDEPENDENCE BETWEEN VARIANCE Use of cheaper material which is poorer quality, the material price variance will be favourable, but this can cause more wastage of materials leading to adverse usage variance. I> Using more skilled labour to do the work will result in an adverse labour rate variance, but productivity might be. higher as a result due to experienced labour, I> Changing the composition of a team might result in a cheaper labour mix (favourable mix variance) but lower productivity (adverse yield variance) I> Workers trying to improve productivity (favourable efficiency variance) in order to get bonus ( adverse rate variance) might use materials wastefully in order to save time (adverse materials usage) [> Cutting sales prices(adverse sales price variance) might result in higher sales demand from customers (favourable sales volume variance), [> Similarly, favourable sales price variance may result in adverse sales volume variance, WMcDonaldization McDonaldization is a process of rationalization, which Takes a task and breaks it down into ‘smaller tasks, This is repeated until all tasks have been broken down to the smallest possible level. The resulting tasks are then rationalized to find the single most ef ficient method for completing each task. All other methods are then deemed inefficient and discarded, ‘The impact of McDonaldizationis that standards can be more accurately set and assessed for EACH TASK, It can be easily ascertained that how much time and cost should ge into each activity. The principles can be applied to many other services, such as hairdressing, dentistry, ‘or opticians’ services, INTE ryCASE STUDIES Go ‘CASE STUDY 1- Standard costing with Learning Curve - ) BMW (Case Study Digest Cs #3) + Bhatia Motor Works (BMW) : Coach Builders (design and fabricate high-quality buses) + Fabrication division manufactures two products "| TPreduct ‘Seat Handle ‘Seat Cover S | | Men hours pu @ Hours 12 Hours S | | Units produced 1200 750 \ | Available hours per month 25 days x 8 hrs x 75 menl= 15000 hrs per month E s BMW employs 75 men. The budgeted hours are 1,86,000 per annum (as per 26 days per month, but due to breakdown availability remains for 25 days per month) + Painting Division workers learning curve rate earlier was assumed to be 95%, later adjusted to 90%2C (L. Index -90%)= -0.152 + Theach month 15 buses are made ready for delivery after painting & fabrication |- Learning Curve & Control Ratios. Log 2= 0.3010 Antilog (11827) = 15.23 concert |+ Planning and operating variance. Log 3 = 0.4771 Antilog (1.2808) = 19.08 -_ Revised budgeted hours. Log 5 = 0.6990 Antilog (1.1948) = 15.66 E (i) Investigation of variances are essential Variances identified are not conclusive sign of performance but investigation of root cause is necessary. Even x | favourable variances need te be investigated such that favourable price variance may lead to inferior quality ‘and more scrap & rework leading to a higher usage variance. p |) Planning and operating variance. | Planning Variance - Due to revision of standards, it is computed as dif ference of original with revised standard. (Refer Point Number 10 on Page number 12.8) ‘Operating Variance - Due to variance of actual performance or results from revised standard. Revised budget Hours «i ‘A learning curve is geometric with the general form ¥ = ax’ NN} Time taken to paint 6th unit is 13.08 hours ie. (91.38 - 78.30) (See working note 1 & 2) | Time required to paint unit 6th onward = 13.08 hours (because learning curve will cease post 6th unit) A} Revised budgeted time required to paint 15 buses = 78,3 hours (for first 5) + 13,08 hours « 10 units (next 10 - 6th to 15th) = 78.3 hours + 130.8 hours = 209.10 hours T | Working note 1 - Time required for painting first 6 buses Toe 1 Log Y=Log 20 - 0.152 « Log 6 Log Y=Log 20 - 0.152 x Log (2*3) ° Log Y=Log 20 - 0.152 x (Log 2 + Log 3) Log ¥=1.3010 - 0.152 x (0.3010 + 0.4771) 1,3010 - 0.152 (0.7781)mes 288 Styl Paes Standard Costing Lag ¥=1.1827¥=antilog of 1.1827 Y=15.23 hours Time required for painting first 6 buses is 91.38 hours (15.23 hours « 6 buses) Working note 2 - Time required for painting first 5 buses Y= 20 (5)°* Log Y= Log 20 ~ 0.152 « Log 5 Log y = 1.3010 - 0.162 * (0.6990) Log y = 1.3010 - 0.1062 Log y = 1.1948 y= 15,66 hours Time required for Painting 5 buses is 78.3 hours ( 15,66 hours * 5 buses) Contrel Ratios Standard hours for actual production Budgeted hours x 100 Activity Ratio = = (16,200/ 15,500)» 100=104.52% 104.52% signify that BMW is need to work 4.52% extra than what it budgeted for to manufacture what actually i manufactured. . Actual working hours x Capacity Ratio = ~pgeted aus 100 = (15,000/ 15,500) 100= 96.77% 196.7% signify that BMW actually worked for 96.77 hours against every 100 possible hours. (Or Budgeted Capacity is utilised up to 96.77% and 3.23% capacity remains unutilised. Actual number of working days in a period “Nariber of working days in related budgeted period = (25/26)*100= 96.15% Calendar Ratio x 100 ‘Standard hours for actual production Efficiency Ratio ‘Actual hours worked x 100 = (16 200/ 15,000) 100 = 108% 108% signify that efficiency is 108% or task for which 108 hours is available finished in 100 hours. king Note: ‘Std hours for Actual Production : (Act, Pdn * Std hrs p.u.)(1200%6) + (75012) = 16,200 hours Budgeted Hours : ( 186,000 / 12 months) = 15500 hours ‘Actual Hours : ( 25D * 8h/d* 75 Workers ) = 15000 hours OPINED “HG 200! iT CS ksmes 288 Styl Paes Standard Costing cast stupv2- Budgetary Control & Standard Costing - HAL (ICAI MODULE) +) + HAL- Manufacturer, retailer and installer of split AC. + Sales high volume of standard AC with Limited choices at low profit margins. Focus on efficiency of manufacturing process, + Averagerevenue per summer AC installed is 36000, Yearly target = 350. + Receives complaint for 10% of AC installed. Launchnew AC brand summer-cool. + HAL has7 teams who are paid without a bonus element, were HAL has never received any complaint. + Offers 6 month money back guarantee and this has to be fulfilled for 1% of its installation. vmeuvuw— | Appropriateness of HAL current control system concer |+ Critical success factors. -_ Advise changes in standard casting and reporting system to achieve improved control (i) Current scenario |- Focus only on manufacturing aspect. |- Only 3 variances (material price, material usage & material labour efficiency), |+ Other variance also useful. |+ Summer cool Focus is on "Quality" (canresult in unfavourable material price variance). + Identify HAL's CSF (Critical Success Factors) |- Monthly reporting too less may lead to access awastage. |- Focus on Retailing and Installation” also L | Bonus to summer installation good: but complaint should be in check A (iesF |- Installation quality (check for each account) NN} Customer satisfaction |- Brand performance( 350 days x 1 unit x 201 A} Manufacturing excellence. |. (CSF=kyakarne se aapko success milegi) 7000 units) T Ky | (a) Modify remuneration arrangements oly, Summer School 1 | - Lots of complaint = No complaint (b) Appropriate reporting intervals (weekly) \(¢) CSF and KPI's should be e continuous and not based on financial reporting cycle SS OPTNISED “HG 200k! i, ——— TT Slykememes Master Some mf Mammen Standard Costing MASTER SUMS Q.1 Relevant cost & Standard costing (CAT Exam Jon’ 21 & May 18) Q2 ABC & Standard costing Q5 Market size and market share Q3 Reconciliation statement 6 Planning and operation variance. 4 All variances & Reconciliation Question 1: (ICAT, Jan 2021, May 2018 exam) (Refer Youtube Channel for Solution Video.)) Trident Toys Ltd. manufactures a single product and the standard cost system is followed. Standard cost per unit is worked out as follows: Bagel Materials (10 Kgs. © Rs.4 per Kg) 40 Labour (8 hours © Rs.8 per hour) 64 Bo Variable overheads (8 hours @ Rs.3 per hour) 24 Fixed overheads (8 hours © Rs.3 per hour) 24 Standard Profit 56 ‘Overheads are allocated on the basis of direct labour hours. In the manth of April ZOIS, There was no difference between the budgeted and actual selling price and there were no opening or closing stock during the period, ‘The other details for the month of April 2019 are as under Production and Sales 2,000 Units 1,800 Units Direct Materials 20,000 kgs. @Rs.4 per kg | 20,000 Kgs.@ Rs per kg Direct Labour 16,000 Hrs. @ Rs.8 per Hr. | 14,800 Hrs. @ Rs.8 per Variable Overheads Rs.48,000 s.44,400 Fixed Overheads Rs.48,000 Rs.48,000 Required: (i) RECONCILE the budgeted and actual profit with the help of variances according to each of the following method: (A) The conventional method (B) Therelevant cost method assuming that (a) Materials are scarce and are restricted to supply of 20,000 kgs. for the period, (b) Labour hours are limited and available hours are only 16,000 hours for the period. (©)_ There arene scarce inputs. (ii). COMMENT on efficiency and responsibility of the Sales Manager for not using scarce resources. Material Usage Variance = (Standard Quantity - Actual Quantity) x Standard Price. (18,000* kgs. - 20,000 kgs.)xRs.4.00 = Rs.8,000(A) 20,000 kas (1.800 units 2,000 units Labour Efficiency Variance= (Standard Hours Actual Hours) x Standard Rate. = (14,400* hrs. 14,800 hrs.) x Rs.8.00 Rs.3,200(A) SE OPTHISED “HAG 200! iT Ser kesmemes Master Some mf Mammen Standard Costing (1,800 units x 26.000 hrs. 2,000 units Variable Overhead Efficiency Variance = (SHFAP - AH) x SR/ Variable Hrs (48000rs /16000 hrs) = Standard Variable Overheads for Production ~ Budgeted Veriable Overheads for Actual hours (14,400 hrs. x Rs,3.00) - (Rs.3,00« 14,800 hrs.) = Rs.1,200(A) Fixed Overhead Volume Variance = (budgeted Production Actual Production) x RR/u (2000 units -1800 units) x 24 (48000 / 2000 units) = Rs, 4800(A) (therefore, Less units are actually produced, recovery is less and hence adverse.) Sales Margin Volume Variance = Standard Margin~ Budgeted Margin = (1,800 units xRs.56,00)- (2,000 units x Rs.56.00) = Rs.11,200(A) Sales Contribution Volume Variance = Standard Contribution ~ Budgeted Contribution = (1,800 units Rs.80,00)- (2,000 units « Rs.80.00) = Rs.16,000(A) need Conv. eee) iia ares i Pears ed Budgeted Profit 112,000 | 112,000] 1,12,000 | 1,12,000 (2,000 units x Rs. 56 ‘Sales Volume Variance 11,200 (A) NtL*| 12,0008 (a)|_ 16.000 (A) Material Usage Variance 8,000 (A) | 24,000 (A)| 8,000 (A)| 8,000 (A) Labour Efficiency Variance | 3,200 (A)| 3,200 (A)| 7,200(A)| _ 3,200 (A) Variable 1,200 (A) | 1,200 (A) ] 1,200 (A)] 1,200 (a) Overhead Efficiency Fixed Overhead 4,800 (A) nat] Na# Na#| Volume Variance Actual Profit 83,600] 83,600] 83,600 83,600| a OPTNISED “HG 20! iT Sey kesmemes Master Some mf Mammen Standard Costing Notes Scarce Material Based on conventional method, direct material usage variance is Rs.8,000 (A) ie, 2,000 Kg, x RSA. In this situation material is scarce, and, therefore, material cost variance based on relevant cost method should also include contribution lost per unit of material. Excess usage of 2,000 Kg. leads to lost contribution of Rs.16,000 i.e. 2,000 Kgs. x Rs.8. Total material usage variance based on relevant cost method, when material is scarce will be: Rs.8,000 (A) + Rs. 16,000 (A) = Rs.24,000 (A). Since labour isnot scarce, labour variances are identical te conventional method. Excess usage of 2,000 Kgs. leads to loss of contribution from 200 units i.e. Rs.16,000 (200 units x Rs.80). It is not the function of the sales manager to use material efficiently. Hence, loss of contribution from 200 units should be excluded while computing sales contribution volume variance. Therefore, sales contribution volume variance, when materials are scarce will be NIL i.e. Rs.16,000 (A) - Rs. 16,000 (A). Scarce Labour Material is no longer scarce, and, therefore, the direct material variances are same as in conventional method. In conventional method, excess labour hours used are: 14,400 hrs. - 14,800 hrs. = 400 hrs. Contribution lost per hour = Rs.10, Therefore, total contribution lost, when labour is scarce will be: 400 hrs. x Rs.10 = Rs.4,000. Therefore, total labour efficiency variance, when labour hours are scarce will be Rs.7,200 (A) i.e. Rs.3,200 (A) + Rs.4,000 (A). Excess usage of 400 hrs. leads to loss of contribution from 50 units ie, Rs.4,000 (50 units = Rs.80). Tt is not the. function of the sales manager to use labour hours efficiently. Hence, loss of contribution from 50 units should be. excluded while computing sales contribution volume Variance. Therefore, sales contribution volume variance, when labour hours are Scarce will be Rs.12,000 (A) i.e. Rs.16,000 (A) - Rs.4,000 (A). Fixed Overhead Volume Variance The fixed overhead volume variance does not arise in marginal costing system. In absorption costing system, it represents the value of the under or over absorbed fixed overheads due to change in production volume. When marginal costing is in use there is no overhead volume variance, because marginal costing does not absorb fixed overheads. (i) Comment on Efficiency and Responsibility of the Sales Manager In general, Gross Profit (or contribution margin) is the joint responsibility of sales managers as well as of production managers. On one hand the sales manager is responsible for the sales revenue part, on the other hand the production manager is accountable for the cost-of-goods-sold component. However, itis the top management who needs to ensure ‘that the target profit is achieved by the organization. The sales manager is accountable for prices, volume, and mix of the product, whereas the production manager must control the costs of materials, labour, factory overheads and quantities of production. The purchase manager must purchase materials at budgeted prices. The personnel manager must employ right people at the right place with appropriate wage rates. The internal audit manager must ensure that the budgetary figures for sales and costs are being adhered by all departments which are directly or indirectly involved in contribution of making profit. Thus, sales manager is not responsible for contribution lost due to excess Usage or inefficient usage of resources in case of scarce resources. Hence, such contribution lost must be excluded from the sales contribution volume variance. SE OPTNISED “HG 20! iT SereIL} Question 2: ABC & Standard Costing) ‘SPS Limited uses activity based costing to allocate variable manufacturing overhead costs to products. The company identified three activities with the following information for last quarter: Pe ec) eee et rere Perret Rate per unit produced Costs Indirect | Rs. 20per | O.5kilogram per unit | Rs. 9,40,000 | 48,000 kilogram Materials | Kilogram Product Rs. 3 per | 10minutesperunit | Rs. 22,50,000 | 740,000 test Testing test minute minutes Energy Rs 020 [4 minutes of | Rs. 70,000 | 3,60,000 minutes of per minute | machine time per machine time of machine | unit time ‘The company produced 80,000 units in the last quarter. Company policy is to investigate all variances above 5% of the flexible budget amount for each activity. Required (CALCULATE variable overhead expenditure variance and variable overhead efficiency variance for each of the. activities using activity based costing, Clearly indicate each variance as favourable or unfavourable T adverse. (ii) INTERPRET the results of variable overhead efficiency variance as calculated in (i) above in respect of indirect materials and product testing activity. (iii) IDENTIFY the variances that should be investigated according to company policy. Show calculations to support your answer. ig _ = (@ Indirect Materials Efficiency Variance Cost Impact of undertaking activities more/ less than standard (0.50kg, x 80,000units - 48 ,000 kg,)x 20 1,60 ,000(A) Expenditure Variance = Cost impact of paying more/ less than standard for actual activities undertaken = 48 ,000kg, x 20-9,40,000 20,000 (F) Product Testing Efficiency Variance = Cost Impact of undertaking activities more/ less than standard (10 mins. x 80,000 units -7,40,000 mins.) x 3 = 1,80,000 (F) Cost impact of paying more/ less than standard for actual activities undertaken 740 ,00Omins x 3 -22,50,000 }0,000 (A) SE OPTNISED “HG 200k! iT Sere Expenditure Variancememes Master Some mf Mammen Standard Costing Energy Efficiency Variance = Cost Impact of undertaking activities more/ less than standard = (Amins. x 80,000 units - 3,60,000 mins.) x 0.20 = 8,000(A) Expenditure Variance = Cost impact of paying more/ less than standard foractual activities undertaken = 3,60 ,000mins x 0.20 - HO,000 = 2,000(F) Indirect Materials SPS actually spent 48,000 kg, or 8,000 kg. more than the standard allows. At a predetermined rate of 20 per kg., efficiency variance is 1,60 ,000 (A). Since actual quantity were higher than the standard, the variance is unfavorable. This adverse variance , could have been caused by the inferior quality, result of carelessness handling of materials by production workers or could as a result of change in methods of production , product specifications or the way in which quality of the product is checked or controlled. Product Testing Favorable efficiency variance amounting to Rs. 1,80,000 indicates that fewer testing minutes were expended during the quarter than the standard minutes required for the level of actual output. This may be due to employment of a higher skilled labor or improvement of skills of existing workforce through training and development leading to improved productivity ete. Giil)_Flexible Budget Indirect (0.50kg.x80,000units)x_| 20 _| = 8,00,000x5% ‘Materials =] 8.00,000 = 40,000 Product Testing | =|(1Omins.x80,000units)x_| 3 | = 2400,000x 5% 24,00,000 = 1,20,000 Energy (mins. x 80,000) x 0.20 = 64000x 5% 64,000 = 3,200 Efficiency Variance for all the three activities are more than 5% of their flexible budget amount. So, according to the company policy, ef ficiency variances should be investigated.SS irePetive ‘Statement Showing Identification of Variances to be investigated Calculation Variance % of Criteria Investigate eo ora Cred Tndivect Materials Efficiency (1,60,000 x 1007 20% oe y Variance £00,000, Expenditure | 20,000 x100y | 25% o% N Veriance 4,60,000 Product Testing Efficiency (1.80,000 x10] 73% 5% Y Voriance 24,0000 Expenditure 139,900 uo) 225% 3% N Variance 24 00,000 Energy Efficiency (8,000 x10) | 125% ] 5% y Variance 64000 Expenditure | 2,900 x10) | 3128% | 8% N Variance 64,000 IE) Question 3: Reconciliation Statement) Well-known Footwear (WF) is a shop that focuses on shoes for various sports and activities like jogging , cricket, tennis, and hockey. Budgeted profit for the WF is calculated considering an average selling price of 500 per pair of shoes and an average cost of 350 per pair of shoes. The supervisor of the WF has discretion in staffing and in setting prices. Usually, the WF is staf fed for 650 hrs. per month at a budgeted rate of 125 per hr. In addition to this base wages, sales staff gets a payment equal to 5.5% of takings. Moreover, staffing levels are not expected to change in response to “little " changes in shoe sales. For Sep '2020, the WF had budgeted sales of 2,250 pairs of shoes and 650 staf fing hrs. Actual results for Sep '2020 were as follows: Pairs of shoes sold 2,500 Revenue 12,00,000, Less: Cost of shoes (825,000) Less: Staff - additional payment (66,000) Less: Staff -base wages @ _125per hour (78125) Profit 230,875 Note- "little " changes in shoe sales specified as + 12%. Required (PREPARE a reconciliation statement of budgeted profit to actual profit (i)JCOMMENT on supervisor 's performance SE OPTNISED “HG 200! iT Searsmemes Master Some mf Mammen Standard Costing sation) (i) Reconciliation Statement Budgeted and Actual Profit (Sep’ 2020) Budgeted profit 194,375 Sales volume variance (F) 30,625 Sales price variance (A) 50,000 Shoe cost variance (F) 50,000 Staff cost variance -commission (F) 2,750 Staff cost variance -base wage (F) 3,125 Actual profit 2,30,875 (i) Comment ‘The performance seems good. It shows that the supervisor of the WF passed on a 5.7% decrease in shoe cost to customers (same is also revealed through the entirely of fsetting of the shoe cost variance and price variance) i. shoe costs decreased by 20 per pair, from a standard cost of 350 per pair to an actual cost 330 per pair. Additionally , the selling price decreased by 20 per pair, froma standard price of 500 per pair to an actual price of 480 per pair. Tn turn ‘the reduction in the selling price appeared to produce a favourable sales volume variance and a reasonable increase in profit Since the reductionin the selling price, staff commissions also were lower than budgeted. Moreover, the 50,000 reduction inrevenue led to 0.055 x 50,000 = 2,750 less in commission costs. Lastly, staf fing was 25 hours under budget, leading to.a savings of 25x 125= 3.125. ‘Therefore , the supervisor attained an increase in sales with lesser staff hours. Overall, itappears that the manager has done agreat jab of making revenue and controlling costs, Workings ‘Statement Showing Budgeted and Actual Profit (Sep’2020) nar Units (pairs of shoes) 2.250 2,500 Price per pair of shoes 500.00 480,00 Cost per pair of shoes 350.00 330.00 Commission rate 2750 26.40 (5.5% of (500) (5.5% (480) Contribution 122.50 123,60 Revenue 1125000 _ | 12,00,000 Less: Cost of shoes 787,500 _| 825,000 Less: Staff -additional payment (commission) | 61,875 66,000 Less: Staff -base wages 81,250 73,125 Profit . 194375 | 2.30875 SE OPTNISED “HG 200k! i —— TT Saksmemes Master Some ef amen Stender Costing Computation of variances Total Profit Variance Sales Contribution Volume Variance Sales Price Variance ‘Shoe Cost Variance * ‘Staff Cost Variance-commission* Staff Cost Variance (base wage) 2,30,875 -1,94,375 = 36,500(F) ‘Standard Contribution - Budgeted Contribution 122.50.x 2,500 -122,50x 2,250 = 3,06,250-2,75,625= 30,625 (F) Actual Revenue - Standard Revenue 480 x 2,500 - 500 x 2,500 = 12,00,000 - 12,50,000 = 50,000 (A) = 350x2,500-330x2,500 = 8,75,000 -8,25,000= 50,000 (F) 27.50x2,500- 26,40x 2,500 = 68,750 - 66,000 = 2,750(F) = 81,250-78,125=3,125(F) ((*) Note- The cost variance (for both shoe and staff-commission) equal to the difference between the standard cost cand the actual cost, EXJQuestion 4: All variances & Reconciliation) ZCL Ltd, Produces one standard product X and operates standard costing and budgetary control system. During the month of February the following information were available: i, Direct Materials: 100 tonnes of material A at Rs. 155 per tonne were issued for production. The standard price of A is Rs. 150 per tonne and standard production from each tonne of material A consumed is 50 units. ii, Direct Labour: Skilled and semi-skilled workers are employed in the factory. The budgeted labour mix is as follows: ‘Skilled 6,600 hours at Rs. 1.60 per hour Rs, 10.560 ‘Semi - Skilled 11,000 hours a¥ Rs. 0.80 per hour Rs, 8,800 Variable Overhead: was Rs. 11,500, iv. Fixed Overhead: Failure of power, machine breakdown, etc. resulted in 120 idle hours in respect of skilled workers. ‘The standard variable overhead rate per unit has been set at Rs. 2, Actual variable overhead for the month Budgeted Overhead Rs. 218,750 pa. Budgeted Production for the year (62,500 units Budgeted number of weeks in the year 50 weeks ‘Actual production (February) 6,000 units ‘Actual overhead (February) Rs. 22,000 a OPTNISED “HG 200! i, TT Sey kesmemes Master Some mf Mammen Standard Costing er Cry ret iets ‘Quantity [Price (Rs.) | Value (Rs.) | Quantity [Price (Rs.) | Value (Rs.) x 5,000 20 100,000 | 4,600 2 96,600 From the above information, you above information, youare required to calculate the necessary variances and prepare.a summary thereof with reconciliation statement. ‘Solution: ‘The analysis of direct material will be as under: Ear Perrone eo) ‘Quantity Rate ‘Amount | Quantity Rate “Amount 120 tonnes 150 18,000 | 100 tonnes 155 15,500 ‘Standard Quantity = Lton of material... 5Ounits of output 2120 ton.......6,000 units of output ‘Therefore, standard Quantity of Raw Material = 120 tonnes = Std material Cost ~ Actual material Cost 20 tonnes x € 150 - 100 tonnes x 155 | “Waterial Price Varionce Material Usage Varonce = (Std Price = Actual Price) x Actual iy Gnd y= Actual Gay) x Stendara Ran (€ 150 -€ 155) x 100 tonnes (120 tomes = 100 tones) x 150, = 500 (A) 3,000 (F) Direct Labour Variances: Category Standard (5,000 errr ‘Actual (6,000 units) units) (6,000 units) cd Cs skilled | 6,000 [1.5 [7,500 _|7,200 [1.5 | 10,800 | 6.480 [6,600 _|1.6 | 10560 Semi |10,000]1 | 10,000 | 12,000 ]1 | 12,000 | 11,000 ] 11,000 [0.8 | 8.8000 skilled Total [16,000 17,500 | 19,200 22,800 | 17,480 | 17,600 19,360 W.N.1: Usually, standard mix is calculated by taking the total of actual and dividing in ratio of standard. However, in this case, there is a component of idle hours. Accordingly, after distributing the actual hours in the standard ratio, we wll remove the relevant idle hour component from its respective labour i.e, 120 hours from skilled labour, Below is the working 17,600 hours inratio of 6:10 SMH for Skilled :17,600x6/16= 6,600 SMH for semi Skilled :17,600x10/16= 11,000 SE OPTHISED “HAG 200! iT Ser kelsmemes Master Some mf Mammen Standard Costing Idle Hours to be reduced from skilled: ‘SMH for skilled 6,600 ()Idle Hours 120 Net SMH for skilled 6,480 i.e. Actual Hours Worked Labour Cost Variance: = Labour Rate Variance + Labour Efficiency Variance + Labour Idle Time Variance 1540 (F) + 2080 (F) + 180 (A) 440 (F) Labour Rate Variance >) ‘Labour Efficiency Variance = (6tdrate- actual cate) x Actual hours = (6td hours actual hours worked) x Standerd rate ‘Skilled =(@15-€ 1.6) x 6600 hours || Skilled = (7200- 6,480 hours) x15 2 £660 (4) +2 1080 (F) Semi Skilled = (€1-€ 08) x 1,000 hours (£2000 - 1,000 hours) xt ££ 2,200(F) 2 1000 (F) Total = 2200 (F) = 660 (A) Total = 1080 (F) +1000 () +1540 (F) = 2080 ) Labour Mix Variance Labour Sub Efficiency Variance = (Standard Mix Hours ~ Actuel Hours Worked) | [ = (Standard Hours - Standard Mix Hours) x Stondard Rote xStdrete Skilled = (6480 ~ 6480 hours) x15 Skilled. = (7.200 - 6480 hours) x15 ° 1080 (F) Semi Skilled = (11000 - 1000 hours) xd Semi Skilled = (12000 - 1,000 hours) xt ° 4,000 (F) Tora) =0+0 Total = 1080 (F)+ 1,000 (F) 20 = 2080 F) Idle Time Variance = Idle Hours x Stdrate per hour 120 hours x1.5 's. 180 (A) Variable Overheads Variances:~ ‘Standard Variable OHrate per un Variable OH cost Variance (Std Variable OHrate per unit x Actual Production)- Actual Variable OH = (2X6,000-11,500) Rs, 500 (F) Fixed Overheads Variances: Recovery Rate per unit = (Budgeted Overheads) ~~Budgeted units) — SE OPTNISED “HG 200k! i ——— TC Ser keys = Rs. 2,18,750 / 62,500 units = Rs. 3.5 per unitBudgeted Fixed OH Expenditure per month of 4 weeks = (Rs, 2,18,750/50weeks) x 4 weeks month: = Absorbed Fixed OH - Actual Fixed OH 6000x € 35-¢ 22,000 Fixed OH Expenditure Variance) Fixed OH Volume Variance = Budgeted Fixed OH ~ Actual Fixed OH = (Budgeted Production ~ Actua Production} x Recovery Rate per unit = 5000 units x 35 -€ 22,000 = 6,000 -6,000) 35 per unit = 4500 (4) ©3500 (F) Sales Variances: = (Budgeted Quanity x Budgeted Selling Price) -( Actual Quantity x Actual Selling Price) (6,000 x 20) ~ (4,600 x 21) = 3,400 (A) ‘Sales Price Variance ‘Sales Volume Variance = (Budgeted Selling Price - Actual Selling Price) + (Budgeted Quanity ~ Actuel Quantity) x Actual Quantity x Budgeted Selling Price 20- 21) x 4,600 + (8,000 - 4,600) x 20 (46000 000 (A) = (Budgeted Quanity x Budgeted Margin) - ( Actual Quantity x Actual Margin) = [5,000 x (20- 12.3)] = [4,600 x (21-12.3)] = 1520 (F) Sales Margin Price Variance | (Sales Margin Volume Variance = Budgeted Margin - Actual Margin) = Gudgeted Selling Qty - Actual Sales Qty) x Actual Sales Quantity x Budgeted Margin = [(20-12,3) - (21-12.3)] x 4,600 = (6,000 - 4,600) x (20-12.3) = (77-87) x 4,600 = (6,000 - 4,600) x 7.7 4,600 (F) ,080 (A) ST OPTNISED “HG 200! i —— TCS keysmemes Master Some mf Mammen Standard Costing ‘Standard Cost per Unit:~ Direct Material 3,00 (18,000 7 6,000 u) Direct Labour 3.80 (19,200 / 6000 u) Variable Overheads 2.00 (12,000 / 6000 u) Fixed Overheads 3.50 (Given) Standard Cost 12,30 Summary of Variances: Ped Rs. Rs. Direct Material Cost Variance Price Variance 500 (A) Usage Variance 3000 (F) Direct Labour Cost Variance Rate Variance 1540 (F) Net Efficiency Variance Mix Variance o Yield Variance 2080 (F) | 2080 (F) Tdle Time Variance 180 (A) 3440 (FY Variable OH Cost Variance 500 (F) Fixed OH Cost Variance Expenditure Variance 4500 (A) Volume Variance Capacity Variance 1881.25 (F) Efficiency Variance 1618.75(F) | 3500(F) | 1000 (A) Soles Value Variance Price Variance. 4600 (FY Volume Variance ‘8000 (A) [3400 (A) ‘Sales Margin Variance Price Variance 4600 (F) Volume Variance 3080 (F) | 1520 (F) [Rs. 8000 (A) x (Rs. 20 - 12.3) / Rs. 20] ‘Actual Net Profit To Direct Material 15,500 By Sales (4,600 x 21) 96,600 To Direct Labour 19,360 By Closing Stock (1,400 unit x | 17,220 To Variable OH 11,500 12.3) To Fixed OH 22,000 (where, 1400 units = (6,000 - To net Profit 45,460 4,600 units)] 113,820 113,820 Reconciliation - Budgeted and Actual Profit Budgeted Profit (5000 units x [Rs. 20 - Rs. 12.3) 38,500 ‘Add: Sales Margin Price Variance (F) 4,600 Less: Sales Margin Volume Variance (A) 3,080 ‘Add: Total Cost Variance (F) [Rs. 2500 (F) 3440(F) + 500 (F) + 1000 (A)] 5440) ‘Actual Net profit 45,460 a OPTNISED “NG 200k! i ——— TT Serememes Master Some mf Mammen Standard Costing GD auestion 5 : Market size and market share (Nev 2020 RTP) ZM Inc. is a family run business based in Country Z. It is amanufacturer of two types of flooring rolls, one for industrial usage and the other for domestic residential use, throughout mainland of Country Z. The company started with the production of residential domestic flooring . It is now an established player in this market. In the recent years , the company pioneered inte making flooring rolls for industrial usage. The management has the fellawing information about ‘the budgeted and actual data for 2020. Cree Cerna Total £009) [Contribution Margin] 1000 2400 | 34.00] 12.825 | 15.390 | 28.215 (Z$ inmillions) In late 2019, a marketing research estimated market volume for industrial and domestic flooring at 8 m Rolls. Actual market volume for 2020 was 7 m Rolls. Actual sales trend of ZM Inc. is indicative of the sales trends for individual productsin the future years, itis likely that they might continue to sell asimilar sales trajectory. ‘Aneuly appointed accountant has computed following variances from the above data Volume Variance ‘Quantity Variance Z$2.30m (F) Z$1.70 mF) f 1 [ 1 ‘Mix Variance | [ Quantity Variance Market Size Market Share 2$0.60m (F) Z$1.70m (F) Variance Variance $4.25 m(A) 2$5.95 mF) Domestic Domestic $2.40 m(A) $1.20 m(F) Industrial Industrial $3.00 m(F) 2$0.50 m(F) 'm’ refers to million: assume figures in this chart are correct. Required ‘Assuming yourself as a performance management expert of ZM, the CEO has asked you to (i) ANALYSE the variances computed by the accountant : (ii) ADVISE strategic inputs on two types of flooring rolls’ to help out her in strategic decision making, Solution: (Analysis of Variances Tt can be seen that total unit sales increased by 40 ,000 rolls resulted in a favorable volume variance. Therefore ,a potential increase of Z$2.3 min contribution margin was achieved as a result of change in sales volume compared with budgeted volume.. The volume variance is further divided into amix and quantity variance. In the case of ZM, mix SE OPTNISED “HG 200! i ——— TT Sealy kes