1. Chapter 22 Cost Control Using Standard Costing and Variance Analysis
Belverd E. Needles, Jr.
Marian Powers
Sherry K. Mills
Henry R. Anderson
Multimedia Slides by:
Dr. Paul J. Robertson
New Mexico State University
Steve Leask

2. Standard Costs in Today’s Business Environment
OBJECTIVE 1
Define standard costs and describe how managers use standard costs in the management cycle.

3. Standard Costs
Standard costs are predetermined costs that are developed from analyses of both:
Past operating costs, quantities, and times.
Future costs and operating conditions.

4. Standard Cost Flow
In a standard costing system, standard costs for direct materials, direct labor, and manufacturing overhead flow through the inventory accounts and eventually into the Cost of Goods Sold account.

5. The Management Cycle
Managers use standard costs throughout the management cycle.
In the planning stage of the management cycle, standard costs aid in the development of budgets.
During the executing stage, standard costs, quantities, and time are applied to work performed.

6. The Management Cycle
During the reviewing stage, actual costs are compared with standard costs to compute variances, and managers analyze the causes of those variances to improve operations.
During the reporting stage, a variance report provides information on operations and managerial performance.

7. The Management Cycle
In today’s globally competitive environment, new standards or measurements are necessary to help managers:
Reduce processing time.
Improve quality.
Improve customer satisfaction.
Improve on-time deliveries.

8. Discussion
Q. What is the difference between a standard costing system in service versus manufacturing organizations?
A. The primary difference between a standard costing system in service versus manufacturing organizations is that there are no direct materials variances in service organizations.

9. The Nature and Purpose of Standard Costing
OBJECTIVE 2
State the purposes for using standard costs.

10. Standard Costs
Standard costs are used with existing job order or process costing systems.
Standard costs are usually expressed as the cost per unit of a finished product or process.

11. Standard Costs Standard costs are based on: Engineering estimates.
Forecasted demand.
Worker input.
Time and motion studies.
Type and quality of direct materials.

12. Standard Costing
Standard costing is expensive to use because the management accounting system must keep separate records of actual costs to compare with what should have been spent.

13. Using Standard Costs Standard costs are used in several ways:
Preparing operating budgets.
Identifying production costs and processes that must be managed to reduce waste and inefficiency.
Evaluating the performance of managers and workers.
Setting prices.
Simplifying inventory and product costing procedures.

14. The Development of Standard Costs
OBJECTIVE 3
Identify the six elements of, and compute, a standard cost.

15. Standard Cost per Unit
There are six standards used to determine the standard cost per unit:
1. Direct materials price standard.
2. Direct materials quantity standard.
3. Direct labor time standard.
4. Direct labor rate standard.
5. Standard variable manufacturing overhead rate.
6. Standard fixed manufacturing overhead rate.

16. Direct Materials Price Standard
The direct materials price standard is found by carefully considering:
Expected price increases.
Changes in available quantities.
Possible new sources of supply.

17. Direct Materials Quantity Standard
The direct materials quantity standard is affected by:
Product engineering specifications.
Quality of direct materials.
Age and productivity of machines.
Quality and experience of the work force.

18. Direct Labor Time Standard
The direct labor time standard is based on:
Current time and motion studies of workers and machines.
Past performance.

19. Direct Labor Rate Standard
The direct labor rate standards are affected by:
Labor union contracts.
Company personnel policies.

20. Standard Direct Materials and Standard Direct Labor Costs
Standard direct materials cost =
Direct materials price standard x
Direct materials quantity standard
Standard direct labor cost =
Direct labor time standard x
Direct labor rate standard

21. Standard Manufacturing Overhead Costs
(Standard variable overhead rate +
Standard fixed overhead rate) x
Application basis

22. Standard Rates Standard variable manufacturing overhead rate =
Total budgeted variable manufacturing overhead costs ÷ Expected number of standard machine hours
Standard fixed manufacturing overhead rate =
Total budgeted fixed manufacturing overhead costs ÷ Normal capacity in terms of standard machine hours

23. Standard Unit Cost
A product’s standard unit cost is determined by adding:
Standard direct materials cost.
Standard direct labor cost.
Standard manufacturing overhead rate.

24. Using Variance Analysis to Control Operations
OBJECTIVE 4
Describe how to control costs through variance analysis.

25. Standard Costing Systems
A standard costing system has traditionally been associated with:
Cost control activities.
Evaluation of operating performance.

26. Using Variance Analysis to Control Costs
Compute Variance
Is the Variance
Material Significant?
No Corrective
Action Needed No
Determine Cause(s)
of Variance
Yes
Identify and Analyze
Performance Measures
to Determine
Corrective Action
Take Corrective Action

27. Direct Materials Variances
OBJECTIVE 5
Compute and analyze direct materials variances.

28. Direct Materials Cost Variance
Direct materials cost variance is the sum of:
1. Direct materials price variance.
(Standard Price - Actual Price) x
Actual Quantity.
2. Direct materials quantity variance.
(Standard Quantity - Actual Quantity) x
Standard Price.

29. Direct Materials Price Variance
Possible causes of a direct materials price variance are:
1. Changes in vendor prices.
2. Inaccurate or outdated direct materials price standards.
3. Differences between the quality of direct materials purchased and the quality desired.

30. Direct Materials Price Variance
4. Differences between quantity discounts received and those anticipated.
5. The purchase of substitute direct materials that differ from product specifications.

31. Direct Materials Quantity Variance
Possible causes of a direct materials quantity variance are:
1. Inaccurate or outdated direct materials quantity standards.
2. Poor workmanship or excellent workmanship.

32. Direct Materials Quantity Variance
3. Faulty equipment.
4. Inferior or superior quality of direct materials.
5. Poor materials handling.

33. Direct Materials Variance Analysis
Purchased
(Actual quantity
times actual price)
Direct Materials
Inventory
(Actual quantity
times standard price)
Work in Process
Inventory
(Standard quantity
times standard price)
Direct Materials
Price Variance
Difference
equals
Direct Materials
Quantity Variance
Difference
equals
Total Direct Materials Cost Variance

34. Direct Labor Variances
OBJECTIVE 6
Compute and analyze direct labor variances.

35. Direct Labor Cost Variance
Direct labor cost variance is the sum of:
1. Direct labor rate variance.
2. Direct labor efficiency variance.

36. Direct Labor Rate Variance
A direct labor rate variance can occur because:
1. A worker is hired at a pay rate that is higher or lower than expected.
2. An employee performed the duties of a higher- or lower-paid position.

37. Direct Labor Rate Variance
3. Overall wage rates changed due to:
New labor agreements.
Labor strikes that cause the temporary hiring of unskilled help.
Large layouts that result in unusual usage of remaining workers.

38. Favorable Direct Labor Efficiency Variance
A favorable direct labor efficiency variance can be caused by:
1. Improved training of employees.
2. New machinery.
3. Higher quality of materials.

39. Unfavorable Direct Labor Efficiency Variance
An unfavorable direct labor efficiency variance can be caused by:
1. Machine breakdowns.
2. Inferior direct materials.
3. Poor supervision.
4. Slow materials handling.
5. Poor employee performance.

40. Direct Labor Variance Analysis
Wages Paid to
Employees
(Actual direct labor
hours times actual
direct labor rate)
Labor Budget
Based on Actual
Direct Labor Hours
(Actual direct labor
hours times standard
direct labor rate)
Work in Process
Inventory
(Standard direct labor
hours allowed times
standard direct
labor rate)
Direct Labor
Rate Variance
Difference
equals
Direct Labor
Efficiency Variance
Difference
equals
Total Direct Labor Cost Variance

41. Manufacturing Overhead Variances
OBJECTIVE 7
Define and prepare a flexible budget.

42. Flexible Budget
The budgets discussed earlier were static or fixed budgets, which forecast revenues and expenses for one level of sales and production.
A flexible budget is a summary of anticipated costs for a range of activity levels, geared to changes in product output.

43. Flexible Budget Formula
The flexible budget formula:
1. Includes a budgeted variable cost per unit, which is the same for all levels of output within the range chosen.
2. Includes a budgeted total fixed cost, which stays constant for the range.

44. Flexible Budget Formula
3. Has the format:
Total budget costs =
(Variable cost per unit x
Number of units produced) +
Budgeted fixed costs

45. Analyzing Manufacturing Overhead Variances
OBJECTIVE 8 Compute and analyze manufacturing overhead variances.

46. Manufacturing Overhead Variance
The total manufacturing overhead variance is equal to the difference between:
The actual manufacturing overhead costs incurred and
The standard manufacturing overhead costs applied to production.

47. Total Manufacturing Overhead Variance
The total manufacturing overhead variance is then divided into two parts:
Controllable manufacturing overhead variance.
Manufacturing overhead volume variance.

48. Controllable Manufacturing Overhead Variance
Is the difference between the actual manufacturing overhead costs incurred and the manufacturing overhead costs budgeted for the level of production achieved.
Can occur because too much or too little is spent on manufacturing overhead items such as indirect materials, indirect labor, supervision, or machine maintenance.

49. Manufacturing Overhead Variance Analysis
Actual
Manufacturing
Overhead
Costs Incurred
Flexible Budget
at Level of
Achieved
Performance
Total
Manufacturing
Overhead Costs
Applied to Products
Difference
equals
Controllable
Manufacturing
Overhead Rate
Manufacturing
Overhead
Volume Variance
Difference
equals
Total Manufacturing Overhead Variance

50. Manufacturing Overhead Volume Variance
Is the difference between the manufacturing overhead budgeted for the level of production achieved and the total manufacturing overhead costs applied to production using the standard variable and fixed manufacturing overhead rates.
Will occur if more or less capacity than normal is used.

51. Manufacturing Overhead Variance Analysis
Controllable Manufacturing
Overhead Variance
Activity-Based
Standard
Costing
System
Setup Activity
Controllable
Setup
Overhead Variance
Work Cell Activity
Controllable
Work Cell
Overhead Variance
Repairs &
Maintenance
Activity
Controllable Repairs
& Maintenance
Overhead Variance

52. Manufacturing Overhead Variance Analysis
Volume Variance
Setup Activity
Setup Overhead
Volume Variance
Work Cell Activity
Work Cell Overhead
Volume Variance
Repairs &
Maintenance
Activity
Repairs & Maintenance
Overhead Volume
Variance

53. Activity-Based Costing
Activity-based costing changes the analysis of overhead.
Each activity has a different cost driver, so the basis of the variance analysis changes from one activity to another.

54. Using Variances in Performance Evaluation
OBJECTIVE 9
Explain how variances are used to evaluate managers’ performance.

55. Management Evaluation
The effective evaluation of managers’ performance depends on both human factors and company policies.
To ensure effectiveness and fairness when establishing a performance evaluation process, management should develop appropriate policies and seek input from managers and employees.

56. Performance Reports The keys to preparing a performance report are to:
Identify the personnel responsible for each variance.
Determine the causes for each significant variance.
Develop a reporting format suited to the task.

57. Performance Reports
The management accountant should tailor performance to each manager’s responsibilities so that each report contains those cost items controllable by that manager.