1. PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 6 Variable Costing and Segment Reporting: Tools for Management

2. 6-2 Overview of Variable and Absorption Costing Direct Materials Direct Labor Variable Manufacturing Overhead Fixed Manufacturing Overhead Variable Selling and Administrative Expenses Fixed Selling and Administrative Expenses Variable Costing Absorption Costing Product Costs Period Costs Product Costs Period Costs

3. 6-3 Quick Check Which method will produce the highest values for work in process and finished goods inventories? a. Absorption costing. b. Variable costing. c. They produce the same values for these inventories. d. It depends... Which method will produce the highest values for work in process and finished goods inventories? a. Absorption costing. b. Variable costing. c. They produce the same values for these inventories. d. It depends...

4. 6-4 Which method will produce the highest values for work in process and finished goods inventories? a. Absorption costing. b. Variable costing. c. They produce the same values for these inventories. d. It depends... Which method will produce the highest values for work in process and finished goods inventories? a. Absorption costing. b. Variable costing. c. They produce the same values for these inventories. d. It depends... Quick Check

5. 6-5 Harvey Company produces a single product with the following information available: Unit Cost Computations

6. 6-6 Unit product cost is determined as follows: Under absorption costing, all production costs, variable and fixed, are included when determining unit product cost. Under variable costing, only the variable production costs are included in product costs. Unit Cost Computations

7. 6-7 Comparing the Two Methods

8. 6-8 Summary of Key Insights

9. 6-9 Enabling CVP Analysis Variable costing categorizes costs as fixed and variable so it is much easier to use this income statement format for CVP analysis. Because absorption costing assigns fixed manufacturing overhead costs to units produced ($6 per unit for Harvey Company), a portion of fixed manufacturing overhead resides in inventory when units remain unsold. The potential result is positive operating income when the number of units sold is less than the breakeven point.

10. 6-10 Explaining Changes in Net Operating Income Variable costing income is only affected by changes in unit sales. It is not affected by the number of units produced. As a general rule, when sales go up, net operating income goes up, and vice versa. Absorption costing income is influenced by changes in unit sales and units of production. Net operating income can be increased simply by producing more units even if those units are not sold.

11. 6-11 Supporting Decision Making Variable costing correctly identifies the additional variable costs incurred to make one more unit ($10 per unit for Harvey Company). It also emphasizes the impact of total fixed costs on profits. Because absorption costing assigns fixed manufacturing overhead costs to units produced ($6 per unit for Harvey Company), it gives the impression that fixed manufacturing overhead is variable with respect to the number of units produced, but it is not. The result can be inappropriate pricing decisions and product discontinuation decisions.

12. 6-12 Variable Costing and the Theory of Constraints (TOC) Companies involved in TOC use a form of variable costing. However, one difference of the TOC approach is that it treats direct labor as a fixed cost for three reasons:  Many companies have a commitment to guarantee workers a minimum number of paid hours.  Direct labor is usually not the constraint.  TOC emphasizes the role direct laborers play in driving continuous improvement. Since layoffs often devastate morale, managers involved in TOC are extremely reluctant to lay off employees.

13. 6-13 Decentralization and Segment Reporting segment A segment is any part or activity of an organization about which a manager seeks cost, revenue, or profit data. Quick Mart An Individual Store A Sales Territory A Service Center

14. 6-14 Keys to Segmented Income Statements There are two keys to building segmented income statements: A contribution format should be used because it separates fixed from variable costs and it enables the calculation of a contribution margin. Traceable fixed costs should be separated from common fixed costs to enable the calculation of a segment margin.

15. 6-15 Identifying Traceable Fixed Costs Traceable fixed costs arise because of the existence of a particular segment and would disappear over time if the segment itself disappeared. No computer division means... No computer division manager.

16. 6-16 Identifying Common Fixed Costs Common fixed costs arise because of the overall operation of the company and would not disappear if any particular segment were eliminated. No computer division but... We still have a company president.

17. 6-17 Traceable Costs Can Become Common Costs It is important to realize that the traceable fixed costs of one segment may be a common fixed cost of another segment. For example, the landing fee paid to land an airplane at an airport is traceable to the particular flight, but it is not traceable to first-class, business-class, and economy-class passengers.

18. 6-18 Segment Margin The segment margin, which is computed by subtracting the traceable fixed costs of a segment from its contribution margin, is the best gauge of the long-run profitability of a segment. Time Profits

19. 6-19 Traceable and Common Costs Fixed Costs TraceableCommon Don’t allocate common costs to segments.

20. 6-20 Levels of Segmented Statements Let’s look more closely at the Television Division’s income statement. Webber, Inc. has two divisions.

21. 6-21 Levels of Segmented Statements Cost of goods sold consists of variable manufacturing costs. Cost of goods sold consists of variable manufacturing costs. Fixed and variable costs are listed in separate sections. Fixed and variable costs are listed in separate sections. Our approach to segment reporting uses the contribution format.

22. 6-22 Levels of Segmented Statements Segment margin is Television’s contribution to profits. Segment margin is Television’s contribution to profits. Contribution margin is computed by taking sales minus variable costs. Contribution margin is computed by taking sales minus variable costs. Our approach to segment reporting uses the contribution format.

23. 6-23 Levels of Segmented Statements

24. 6-24 Levels of Segmented Statements Common costs should not be allocated to the divisions. These costs would remain even if one of the divisions were eliminated.

25. 6-25 Traceable Costs Can Become Common Costs smaller As previously mentioned, fixed costs that are traceable to one segment can become common if the company is divided into smaller segments. Let’s see how this works using the Webber, Inc. example!

26. 6-26 Traceable Costs Can Become Common Costs ProductLines RegularBig Screen Television Division Webber’s Television Division

27. 6-27 Traceable Costs Can Become Common Costs We obtained the following information from the Regular and Big Screen segments.

28. 6-28 Traceable Costs Can Become Common Costs Fixed costs directly traced to the Television Division $80,000 + $10,000 = $90,000 Fixed costs directly traced to the Television Division $80,000 + $10,000 = $90,000

29. 6-29 Segmented Income Statements and Decision Making 5% increase in sales $5,000 additional advertising Margin increases by $2,250 Margin increases by $5,250 Division margin increases by $2,500

30. 6-30 Omission of Costs value chain Costs assigned to a segment should include all costs attributable to that segment from the company’s entire value chain. Product Customer R&D Design Manufacturing Marketing Distribution Service Business Functions Making Up The Value Chain

31. 6-31 Inappropriate Methods of Allocating Costs Among Segments Segment 1 Segment 3 Segment 4 Inappropriate allocation base Segment 2 Failure to trace costs directly

32. 6-32 Common Costs and Segments Segment 1 Segment 3 Segment 4 Segment 2 Common costs should not be arbitrarily allocated to segments based on the rationale that “someone has to cover the common costs” for two reasons: 1.This practice may make a profitable business segment appear to be unprofitable. 2.Allocating common fixed costs forces managers to be held accountable for costs they cannot control.

33. 6-33 Quick Check Assume that Hoagland's Lakeshore prepared its segmented income statement as shown.

34. 6-34 Quick Check How much of the common fixed cost of $200,000 can be avoided by eliminating the bar? a. None of it. b. Some of it. c. All of it.

35. 6-35 Quick Check How much of the common fixed cost of $200,000 can be avoided by eliminating the bar? a. None of it. b. Some of it. c. All of it. A common fixed cost cannot be eliminated by dropping one of the segments.

36. 6-36 Quick Check Suppose square feet is used as the basis for allocating the common fixed cost of $200,000. How much would be allocated to the bar if the bar occupies 1,000 square feet and the restaurant 9,000 square feet? a. $20,000 b. $30,000 c. $40,000 d. $50,000

37. 6-37 Suppose square feet is used as the basis for allocating the common fixed cost of $200,000. How much would be allocated to the bar if the bar occupies 1,000 square feet and the restaurant 9,000 square feet? a. $20,000 b. $30,000 c. $40,000 d. $50,000 Quick Check The bar would be allocated 1 / 10 of the cost or $20,000.

38. 6-38 Quick Check If Hoagland's allocates its common costs to the bar and the restaurant, what would be the reported profit of each segment?

39. 6-39 Allocations of Common Costs Hurray, now everything adds up!!!

40. 6-40 Quick Check Should the bar be eliminated? a. Yes b. No

41. 6-41 Should the bar be eliminated? a. Yes b. No Quick Check The profit was $44,000 before eliminating the bar. If we eliminate the bar, profit drops to $30,000!

42. 6-42 Segmented Financial Information Both U.S. GAAP and IFRS require publically traded companies to include segmented financial data in their annual reports. 1.Companies must report segmented results to shareholders using the same methods that are used for internal segmented reports. 2.This requirement motivates managers to avoid using the contribution approach for internal reporting purposes because if they did they would be required to: a. Share this sensitive data with the public. b. Reconcile these reports with applicable rules for consolidated reporting purposes. Global View

43. 6-43 End of Chapter 6