日化行业管理会计案例分析（英文版）

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,The McGraw-Hill Companies, Inc., 2000,Irwin/McGraw-Hill,日化行业管理会计案例分析（英文版）,Standard Costs,Benchmarks formeasuring performance.,The expected levelof performance.,Based on carefullypredetermined amounts.,Used for planning labor, materialand overhead requirements.,Standard Costs are,Standard Costs,DirectMaterial,Managers focus on quantities and coststhat exceed standards, a practice known as,management by exception,.,Type of Product Cost,Amount,DirectLabor,ManufacturingOverhead,Standard,Accountants, engineers, personnel administrators, and production managers combine efforts to set standards based on experience and expectations.,Setting Standard Costs,Setting Standard Costs,Should we usepractical standardsor ideal standards?,Engineer,ManagerialAccountant,Setting Standard Costs,Practical standards,should be set at levelsthat are currentlyattainable withreasonable andefficient effort.,Productionmanager,Setting Standard Costs,I agree.,Ideal standards,that are based on perfection, areunattainable and discourage most employees.,HumanResourcesManager,Setting Direct Material Standards,QuantityStandards,Use product design specifications.,PriceStandards,Final, deliveredcost of materials,net of discounts.,Setting Direct Labor Standards,RateStandards,Use wage surveys andlabor contracts.,TimeStandards,Use time and motion studies foreach labor operation.,Setting Variable Overhead Standards,RateStandards,The rate is the variable portion of the predetermined overhead rate.,ActivityStandards,The activity is the base used to calculate the predetermined overhead.,Standard Cost Card Variable Production Cost,A standard cost card for one unit of product might look like this:,Are standards the same as budgets?,A,standard,is the expected cost for one unit.,A,budget,is the expected cost for all units.,Standards vs. Budgets,Standard Cost Variances,Product Cost,Standard,This variance is,unfavorable,because the actual costexceeds the standard cost.,A standard cost variance is the amount by whichan actual cost differs from the standard cost.,Standard Cost Variances,I see that thereis an unfavorable variance.,But why arevariances important to me?,First, they point to causes ofproblems and directionsfor improvement.,Second, they trigger investigations in departments having responsibility for incurring the costs.,Variance Analysis Cycle,Prepare standard cost performance report,Conduct next periods operations,Analyze variances,Identifyquestions,Receive explanations,Takecorrective actions,Begin,Standard Cost Variances,Price Variance,The difference betweenthe actual price and thestandard price,Standard Cost Variances,Quantity Variance,The difference betweenthe actual quantity andthe standard quantity,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 resources acquired.,Price Variance,Quantity Variance,Actual Quantity Actual Quantity,Standard Quantity, Actual Price Standard Price Standard Price,A General Model for Variance Analysis,Standard quantity,is the quantity allowed for the actual good output.,A General Model for Variance Analysis,AQ(AP - SP) SP(AQ - SQ),AQ,= Actual Quantity,SP,= Standard Price,AP,= Actual Price,SQ,= Standard Quantity,Price Variance,Quantity Variance,A,ctual,Q,uantity,A,ctual,Q,uantity,S,tandard,Q,uantity, ,A,ctual,P,rice,S,tandard,P,rice,S,tandard Price,Standard Costs,Lets use the general model to calculate standard cost variances, starting with,direct material,.,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.,Material Variances Example,Zippy,What is the,actual,price per poundpaid for the material?,a.$4.00 per pound.,b.$4.10 per pound.,c.$3.90 per pound.,d.$6.63 per pound.,Material Variances,Zippy,What is the,actual,price per poundpaid for the material?,a.$4.00 per pound.,b.$4.10 per pound.,c.$3.90 per pound.,d.$6.63 per pound.,AP = $6,630 1,700 lbs.AP = $3.90 per lb.,Material Variances,Zippy,Hansons material price variance (MPV)for the week was:,a.$170 unfavorable.,b.$170 favorable.,c.$800 unfavorable.,d.$800 favorable.,Material Variances,Zippy,Hansons material price variance (MPV)for the week was:,a.$170 unfavorable,.,b.$170 favorable.,c.$800 unfavorable.,d.$800 favorable.,MPV = AQ(AP - SP) MPV = 1,700 lbs. ($3.90 - 4.00) MPV = $170 Favorable,Material Variances,Zippy,The,standard quantity,of material thatshould have been used to produce1,000 Zippies is:,a.1,700 pounds.,b.1,500 pounds.,c.2,550 pounds.,d.2,000 pounds.,Material Variances,Zippy,The,standard quantity,of material thatshould have been used to produce1,000 Zippies is:,a.1,700 pounds.,b.1,500 pounds.,c.2,550 pounds.,d.2,000 pounds.,SQ = 1,000 units 1.5 lbs per unit SQ = 1,500 lbs,Material Variances,Zippy,Hansons material quantity variance (MQV)for the week was:,a.$170 unfavorable.,b.$170 favorable.,c.$800 unfavorable.,d.$800 favorable.,Material Variances,Zippy,Hansons material quantity variance (MQV)for the week was:,a.$170 unfavorable.,b.$170 favorable.,c.$800 unfavorable.,d.$800 favorable.,MQV = SP(AQ - SQ) MQV = $4.00(1,700 lbs - 1,500 lbs) MQV = $800 unfavorable,Material Variances,Zippy,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$170 favorable,Quantity variance$800 unfavorable,Actual Quantity Actual Quantity Standard Quantity Actual Price Standard Price Standard Price,Material Variances Summary,Zippy,Material Variances,Hanson purchased and used 1,700 pounds. How are the variances computed if the amount purchased,differs,from the amount used?,The price variance is computed on the entire quantity,purchased,.,The quantity variance is computed only on the quantity,used,.,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.,Material Variances Continued,Zippy,Actual Quantity Actual Quantity,Purchased,Purchased, Actual Price Standard Price,2,800,lbs. 2,800 lbs. $3.90 per lb. $4.00 per lb.,= $10,920 = $11,200,Price variance$280 favorable,Price variance increases because quantity,purchased,increases.,Material Variances 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$800 unfavorable,Quantity variance is unchanged because actual and standard quantities are unchanged.,Material Variances Continued,Zippy,Isolation of Material Variances,I need the price variancesooner so that I can betteridentify purchasing problems.,You accountants just dontunderstand the problems that,purchasing managers,have.,Ill start computingthe price variancewhen material ispurchased rather thanwhen its used.,Responsibility for Material Variances,I am not responsible for this unfavorable materialquantity variance.,You purchased cheapmaterial, so my peoplehad to use more of it.,You used too much material because of poorly trained workers and poorly maintained equipment.,Also, your poor scheduling sometimes requires me to rush order material at a higher price, causing unfavorable price variances.,Standard Costs,Now lets calculate standard cost variances for,direct labor,.,Hanson Inc. has the following direct labor standard to manufacture one Zippy:,1.5 standard hours per Zippy at $6.00 perdirect labor hour,Last week 1,550 direct labor hours were worked at a total labor cost of $9,610 to make 1,000 Zippies.,Labor Variances Example,Zippy,What was Hansons,actual,rate (AR)for labor for the week?,a.$6.20 per hour.,b.$6.00 per hour.,c.$5.80 per hour.,d.$5.60 per hour.,Labor Variances,Zippy,What was Hansons,actual,rate (AR)for labor for the week?,a.$6.20 per hour.,b.$6.00 per hour.,c.$5.80 per hour.,d.$5.60 per hour.,Labor Variances,AR = $9,610 1,550 hours AR = $6.20 per hour,Zippy,Hansons labor rate variance (LRV) for the week was:,a.$310 unfavorable.,b.$310 favorable.,c.$300 unfavorable.,d.$300 favorable.,Labor Variances,Zippy,Hansons labor rate variance (LRV) for the week was:,a.$310 unfavorable.,b.$310 favorable.,c.$300 unfavorable.,d.$300 favorable.,Labor Variances,LRV = AH(AR - SR) LRV = 1,550 hrs($6.20 - $6.00) LRV = $310 unfavorable,Zippy,The,standard hours,(SH) of labor thatshould have been worked to produce1,000 Zippies is:,a.1,550 hours.,b.1,500 hours.,c.1,700 hours.,d.1,800 hours.,Labor Variances,Zippy,The,standard hours,(SH) of labor thatshould have been worked to produce1,000 Zippies is:,a.1,550 hours.,b.1,500 hours.,c.1,700 hours.,d.1,800 hours.,Labor Variances,SH = 1,000 units 1.5 hours per unit SH = 1,500 hours,Zippy,Hansons labor efficiency variance (LEV)for the week was:,a.$290 unfavorable.,b.$290 favorable.,c.$300 unfavorable.,d.$300 favorable.,Labor Variances,Zippy,Hansons labor efficiency variance (LEV)for the week was:,a.$290 unfavorable.,b.$290 favorable.,c.$300 unfavorable.,d.$300 favorable.,Labor Variances,LEV = SR(AH - SH) LEV = $6.00(1,550 hrs - 1,500 hrs) LEV = $300 unfavorable,Zippy,Actual Hours Actual Hours Standard Hours Actual Rate Standard Rate Standard Rate,Labor Variances Summary,Rate variance$310 unfavorable,Efficiency variance$300 unfavorable,1,550,hours 1,550 hours 1,500 hours $6.20 per hour $6.00 per hour $6.00 per hour,= $9,610 = $9,300 = $9,000,Zippy,Labor Rate Variance A Closer Look,High skill,high rate,Low skill,low rate,Using highly paid skilled workers toperform unskilled tasks results in anunfavorable rate variance.,Production managers who make work assignmentsare generally responsible for rate variances.,Labor Efficiency Variance A Closer Look,UnfavorableEfficiencyVariance,Poorlytrainedworkers,Poorqualitymaterials,Poorlymaintainedequipment,Poorsupervisionof workers,Responsibility for Labor Variances,I am not responsible for the unfavorable laborefficiency variance!,You purchased cheapmaterial, so it took moretime to process it.,You used too much time because of poorly trained workers and poor supervision.,Responsibility for Labor Variances,Maybe I can attribute the laborand material variances to personnel for hiring the wrong peopleand training them poorly.,Standard Costs,Now lets calculate standard cost variances for the last of the variable production costs ,variable manufacturing overhead,.,Hanson Inc. has the following variable manufacturing overhead standard tomanufacture one Zippy:,1.5 standard hours per Zippy at $3.00 perdirect labor hour,Last week 1,550 hours were worked to make 1,000 Zippies, and $5,115 was spent forvariable manufacturing overhead.,Variable ManufacturingOverhead Variances Example,Zippy,What was Hansons,actual,rate (AR) for variable manufacturing overhead rate for the week?,a.$3.00 per hour.,b.$3.19 per hour.,c.$3.30 per hour.,d.$4.50 per hour.,Variable ManufacturingOverhead Variances,Zippy,What was Hansons,actual,rate (AR) for variable manufacturing overhead rate for the week?,a.$3.00 per hour.,b.$3.19 per hour.,c.$3.30 per hour.,d.$4.50 per hour.,Variable ManufacturingOverhead Variances,AR = $5,115 1,550 hours AR = $3.30 per hour,Zippy,Hansons spending variance (SV) for variable manufacturing overhead forthe week was:,a.$465 unfavorable.,b.$400 favorable.,c.$335 unfavorable.,d.$300 favorable.,Variable ManufacturingOverhead Variances,Zippy,Hansons spending variance (SV) for variable manufacturing overhead forthe week was:,a.$465 unfavorable.,b.$400 favorable.,c.$335 unfavorable.,d.$300 favorable.,Variable ManufacturingOverhead Variances,SV = AH(AR - SR) SV = 1,550 hrs($3.30 - $3.00) SV = $465 unfavorable,Zippy,Hansons efficiency variance (EV) for variable manufacturing overhead for the week was:,a.$435 unfavorable.,b.$435 favorable.,c.$150 unfavorable.,d.$150 favorable.,Variable ManufacturingOverhead Variances,Zippy,Hansons efficiency variance (EV) for variable manufacturing overhead for the week was:,a.$435 unfavorable.,b.$435 favorable.,c.$150 unfavorable.,d.$150 favorable.,Variable ManufacturingOverhead Variances,EV = SR(AH - SH) EV = $3.00(1,550 hrs - 1,500 hrs) EV = $150 unfavorable,1,000,units 1.5 hrs per unit,Zippy,Spending variance$465 unfavorable,Efficiency variance$150 unfavorable,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,Actual Hours Actual Hours Standard Hours Actual Rate Standard Rate Standard Rate,Variable ManufacturingOverhead Variances,Zippy,Variable Manufacturing Overhead Variances A Closer Look,If variable overhead is applied on the basisof direct labor hours, the labor efficiencyand variable overhead efficiency varianceswill move in tandem.,Larger variances, in dollar amount or as a percentage of the standard, are investigated first.,Variance Analysis and Management by Exception,How do I know which variances to investigate?,Advantages of Standard Costs,Management byexception,Improved cost control and performanceevaluation,Better Informationfor planning anddecision making,Possible reductionsin production costs,Advantages,PotentialProblems,Emphasis on negativemay impact morale.,Emphasizing standardsmay exclude otherimportant objectives.,Favorable variancesmay be misinterpreted.,Continuous improvementmay be moreimportant thanmeeting standards.,Standard costreports maynot be timely.,Labor quantity standardsand efficiency variancesmay not be appropriate.,The Balanced Scorecard,Management translates its strategy into performance measures that employees understand and accept.,Performancemeasures,Financial,Customers,Learningand growth,Internalbusinessprocesses,The Balanced Scorecard,How do we lookto the owners?,How can wecontinually learn,grow, and improve?,In which internalbusiness processes must we excel?,How do we lookto customers?,The Balanced Scorecard,Learning improvesbusiness processes.,Improved businessprocesses improvecustomer satisfaction.,Improving customersatisfaction improvesfinancial results.,Process time is the only value-added time.,Delivery Performance Measures,Wait Time,Process Time + Inspection Time+ Move Time + Queue Time,Order Received,ProductionStarted,Goods Shipped,Delivery Cycle Time,Throughput Time,