加里森第十四版管理会计课后题答案CH

1、Chapter 10Standard Costs and VariancesSolutions to Questions© The McGraw-Hill Companies, Inc., 2012. All rights reserved.Solutions Manual, Chapter 1056710-1A quantity standard indicates how much of an input should be used to make a unit of output. A price standard indicates how much the input s

2、hould cost.10-2Ideal standards assume perfection and do not allow for any inefficiency. Ideal standards are rarely, if ever, attained. Practical standards can be attained by employees working at a reasonable, though efficient pace and allow for normal breaks and work interruptions.10-3Under manageme

3、nt by exception, managers focus their attention on results that deviate from expectations. It is assumed that results that meet expectations do not require investigation.10-4Separating an overall variance into a price variance and a quantity variance provides more information. Moreover, price and qu

4、antity variances are usually the responsibilities of different managers.10-5The materials price variance is usually the responsibility of the purchasing manager. The materials quantity and labor efficiency variances are usually the responsibility of production managers and supervisors. 10-6The mater

5、ials price variance can be computed either when materials are purchased or when they are placed into production. It is usually better to compute the variance when materials are purchased because that is when the purchasing manager, who has responsibility for this variance, has completed his or her w

6、ork. In addition, recognizing the price variance when materials are purchased allows the company to carry its raw materials in the inventory accounts at standard cost, which greatly simplifies bookkeeping.10-7This combination of variances may indicate that inferior quality materials were purchased a

7、t a discounted price, but the low-quality materials created production problems.10-8If standards are used to find who to blame for problems, they can breed resentment and undermine morale. Standards should not be used to find someone to blame for problems.10-9Several factors other than the contractu

8、al rate paid to workers can cause a labor rate variance. For example, skilled workers with high hourly rates of pay can be given duties that require little skill and that call for low hourly rates of pay, resulting in an unfavorable rate variance. Or unskilled or untrained workers can be assigned to

9、 tasks that should be filled by more skilled workers with higher rates of pay, resulting in a favorable rate variance. Unfavorable rate variances can also arise from overtime work at premium rates.10-10If poor quality materials create production problems, a result could be excessive labor time and t

10、herefore an unfavorable labor efficiency variance. Poor quality materials would not ordinarily affect the labor rate variance.10-11If overhead is applied on the basis of direct labor-hours, then the variable overhead efficiency variance and the direct labor efficiency variance will always be favorab

11、le or unfavorable together. Both variances are computed by comparing the number of direct labor-hours actually worked to the standard hours allowed. That is, in each case the formula is:Efficiency variance = SR(AH SH)Only the “SR” part of the formula, the standard rate, differs between the two varia

12、nces.10-12A statistical control chart is a graphical aid that helps identify variances that should be investigated. Upper and lower limits are set on the control chart. Any variances falling between those limits are considered to be normal. Any variances falling outside of those limits are considere

13、d abnormal and are investigated.10-13If labor is a fixed cost and standards are tight, then the only way to generate favorable labor efficiency variances is for every workstation to produce at capacity. However, the output of the entire system is limited by the capacity of the bottleneck. If worksta

14、tions before the bottleneck in the production process produce at capacity, the bottleneck will be unable to process all of the work in process. In general, if every workstation is attempting to produce at capacity, then work in process inventory will build up in front of the workstations with the le

15、ast capacity.Exercise 10-1 (20 minutes)1.Number of chopping blocks4,000Number of board feet per chopping block×    2.5Standard board feet allowed10,000Standard cost per board foot× $1.80Total standard cost$18,000Actual cost incurred$18,700Standard cost above 1

16、8,000Spending varianceunfavorable$    7002.Standard Quantity Allowed for Actual Output, at Standard Price(SQ × SP)Actual Quantity of Input, at Standard Price(AQ × SP)Actual Quantity of Input, at Actual Price(AQ × AP)10,000 board feet ×$1.80 per board foot= $18

17、,00011,000 board feet ×$1.80 per board foot= $19,800$18,700Materials quantity variance = $1,800 UMaterials price variance = $1,100 FSpending variance = $700 UAlternatively, the variances can be computed using the formulas:Materials quantity variance = SP (AQ SQ)= $1.80 per board foot (11,000 bo

18、ard feet 10,000 board feet)= $1,800 UMaterials price variance = AQ (AP SP) = 11,000 board feet ($1.70 per board foot* $1.80 per board foot)= $1,100 F*$18,700 ÷ 11,000 board feet = $1.70 per board foot.Exercise 10-2 (20 minutes)1.Number of meals prepared6,000Standard direct labor-hours per meal

19、× 0.20Total direct labor-hours allowed1,200Standard direct labor cost per hour× $9.50Total standard direct labor cost$11,400Actual cost incurred$11,500Total standard direct labor cost (above) 11,400Spending variance$    100Unfavorable2.Standard Hours Allowed for Ac

20、tual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)1,200 hours ×$9.50 per hour= $11,4001,150 hours ×$9.50 per hour= $10,9251,150 hours ×$10.00 per hour= $11,500Labor efficiency variance = $

21、475 FLabor rate variance = $575 USpending variance = $100 UAlternatively, the variances can be computed using the formulas:Labor efficiency variance = SR(AH SH)= $9.50 per hour (1,150 hours 1,200 hours)= $475 FLabor rate variance = AH(AR SR)= 1,150 hours ($10.00 per hour $9.50 per hour)= $575 U Exer

22、cise 10-3 (20 minutes)1.Number of items shipped140,000Standard direct labor-hours per item × 0.04Total direct labor-hours allowed5,600Standard variable overhead cost per hour× $2.80Total standard variable overhead cost$15,680Actual variable overhead cost incurred$15,950Total standard

23、variable overhead cost (above) 15,680Spending variance$   270Unfavorable2.Standard Hours Allowed for Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)5,600 hours ×$2.80 per ho

24、ur= $15,6805,800 hours ×$2.80 per hour= $16,2405,800 hours ×$2.75 per hour*= $15,950Variable overhead efficiency variance = $560 UVariable overhead rate variance = $290 FSpending variance = $270 U*$15,950 ÷ 5,800 hours = $2.75 per hourAlternatively, the variances can be computed using

25、 the formulas:Variable overhead efficiency variance = SR(AH SH)= $2.80 per hour (5,800 hours 5,600 hours)= $560 U Variable overhead rate variance = AH(AR SR)= 5,800 hours ($2.75 per hour $2.80 per hour)= $290 F Exercise 10-4 (30 minutes)1.Number of units manufactured20,000Standard labor time per uni

26、t (6 minutes ÷ 60 minutes per hour)×  0.10Total standard hours of labor time allowed2,000Standard direct labor rate per hour× $24.00Total standard direct labor cost$48,000Actual direct labor cost$49,300Standard direct labor cost 48,000Spending varianceunfavorable$1

27、,3002.Standard Hours Allowed for Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)2,000 hours* ×$24.00 per hour= $48,0002,125 hours ×$24.00 per hour= $51,000$49,300Labor efficiency variance

28、= $3,000 ULabor rate variance = $1,700 FSpending variance = $1,300 U*20,000 units × 0.10 hour per unit = 2,000 hoursAlternatively, the variances can be computed using the formulas:Labor efficiency variance = SR (AH SH)= $24.00 per hour (2,125 hours 2,000 hours) = $3,000 ULabor rate variance = A

29、H (AR SR)= 2,125 hours ($23.20 per hour* $24.00 per hour) = $1,700 F*$49,300 ÷ 2,125 hours = $23.20 per hourExercise 10-4 (continued)3.Standard Hours Allowed for Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Ra

30、te(AH × AR)2,000 hours × $16.00 per hour= $32,0002,125 hours × $16.00 per hour= $34,000$39,100Variable overhead efficiency variance = $2,000 UVariable overhead rate variance = $5,100 USpending variance = $7,100 UAlternatively, the variances can be computed using the formulas:Variable

31、overhead efficiency variance = SR (AH SH)=$16.00 per hour (2,125 hours 2,000 hours) = $2,000 UVariable overhead rate variance = AH (AR SR)= 2,125 hours ($18.40 per hour* $16.00 per hour) = $5,100 U*$39,100 ÷ 2,125 hours = $18.40 per hourExercise 10-5 (20 minutes)1.If the total labor spending va

32、riance is $330 unfavorable, and if the labor rate variance is $150 favorable, then the labor efficiency variance must be $480 unfavorable, because the labor rate and labor efficiency variances taken together equal the total labor spending variance.Knowing that the labor efficiency variance is $480 u

33、nfavorable, one approach to the solution would be:Labor efficiency variance = SR (AH SH)$12 per hour (AH 210 hours*) = $480 U$12 per hour × AH $2,520 = $480*$12 per hour × AH = $3,000AH = 250 hours*168 batches × 1.25 hours per batch = 210 hours*When used with the formula, unfavorable

34、variances are positive and favorable variances are negative.2.Knowing that 250 hours of labor time were used during the week, the actual rate of pay per hour can be computed as follows:Labor rate variance = AH (AR SR)250 hours (AR $12 per hour) = $150 F250 hours × AR $3,000 = -$150*250 hours &#

35、215; AR = $2,850AR = $11.40 per hour*When used with the formula, unfavorable variances are positive and favorable variances are negative.Exercise 10-5 (continued)An alternative approach would be to work from known to unknown data in the columnar model for variance analysis:Standard Hours Allowed for

36、 Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)210 hours§ × $12.00 per hour*= $2,520250 hours ×$12.00 per hour*= $3,000250 hours ×$11.40 per hour= $2,850Labor efficiency varianc

37、e = $480 ULabor rate variance = $150 F*Spending variance = $330 U*§168 batches × 1.25 hours per batch = 210 hours*GivenExercise 10-6 (20 minutes)1.Standard Quantity Allowed for Actual Output, at Standard Price(SQ × SP)Actual Quantity of Input, at Standard Price(AQ × SP)Actual Qua

38、ntity of Input, at Actual Price(AQ × AP)18,000 ounces* × $2.50 per ounce = $45,00020,000 ounces ×$2.50 per ounce= $50,00020,000 ounces × $2.40 per ounce = $48,000Materials quantity variance = $5,000 UMaterials price variance = $2,000 FSpending variance = $3,000 U*2,500 units 

39、5; 7.2 ounces per unit = 18,000 ouncesAlternatively, the variances can be computed using the formulas:Materials quantity variance = SP (AQ SQ)= $2.50 per ounce (20,000 ounces 18,000 ounces) = $5,000 UMaterials price variance = AQ (AP SP) = 20,000 ounces ($2.40 per ounce $2.50 per ounce) = $2,000 FEx

40、ercise 10-6 (continued)2.Standard Hours Allowed for Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)1,000 hours* ×$10.00 per hour= $10,000900 hours ×$10.00 per hour= $9,000$10,800Labor effi

41、ciency variance = $1,000 FLabor rate variance = $1,800 USpending variance = $800 U*2,500 units × 0.4 hour per unit = 1,000 hoursAlternatively, the variances can be computed using the formulas:Labor efficiency variance = SR (AH SH)= $10 per hour (900 hours 1,000 hours) = 1,000 FLabor rate varian

42、ce = AH (AR SR)= 900 hours ($12 per hour* $10 per hour) = $1,800 U*10,800 ÷ 900 hours = $12 per hourExercise 10-7 (15 minutes)Notice in the solution below that the materials price variance is computed on the entire amount of materials purchased, whereas the materials quantity variance is comput

43、ed only on the amount of materials used in production.Standard Quantity Allowed for Actual Output,at Standard Price(SQ × SP)Actual Quantityof Input,at Standard Price(AQ × SP)Actual Quantityof Input,at Actual Price(AQ × AP)14,400 ounces* × $2.50 per ounce= $36,00016,000 ounces 

44、15; $2.50 per ounce= $40,00020,000 ounces × $2.40 per ounce= $48,000Materials quantity variance = $4,000 U20,000 ounces × $2.50 per ounce= $50,000Materials price variance = $2,000 F*2,000 bottles × 7.2 ounces per bottle = 14,400 ouncesAlternatively, the variances can be computed using

45、 the formulas:Materials quantity variance = SP (AQ SQ)= $2.50 per ounce (16,000 ounces 14,400 ounces) = $4,000 UMaterials price variance = AQ (AP SP)= 20,000 ounces ($2.40 per ounce $2.50 per ounce) = $2,000 FExercise 10-8 (30 minutes)1.a.Notice in the solution below that the materials price varianc

46、e is computed on the entire amount of materials purchased, whereas the materials quantity variance is computed only on the amount of materials used in production.Standard Quantity Allowed for Actual Output,at Standard Price(SQ × SP)Actual Quantityof Input,at Standard Price(AQ × SP)Actual Q

47、uantityof Input,at Actual Price(AQ × AP)40,000 diodes* × $0.30 per diode= $12,00050,000 diodes × $0.30 per diode= $15,00070,000 diodes × $0.28 per diode= $19,600Materials quantity variance = $3,000 U70,000 diodes × $0.30 per diode= $21,000Materials price variance = $1,400 F*

48、5,000 toys × 8 diodes per toy = 40,000 diodesAlternatively, the variances can be computed using the formulas:Materials quantity variance = SP (AQ SQ)= $0.30 per diode (50,000 diodes 40,000 diodes) = $3,000 UMaterials price variance = AQ (AP SP)= 70,000 diodes ($0.28 per diode $0.30 per diode) =

49、 $1,400 FExercise 10-8 (continued)b.Direct labor variances:Standard Hours Allowed for Actual Output, at Standard Rate(SH × SR)Actual Hours of Input, at Standard Rate(AH × SR)Actual Hours of Input, at Actual Rate(AH × AR)3,000 hours* × $14.00 per hour= $42,0003,200 hours × $1

50、4.00 per hour= $44,800$48,000Labor efficiency variance = $2,800 ULabor rate variance = $3,200 USpending variance = $6,000 U*5,000 toys × 0.6 hours per toy = 3,000 hoursAlternatively, the variances can be computed using the formulas:Labor efficiency variance = SR (AH SH)= $14.00 per hour (3,200

51、hours 3,000 hours) = $2,800 ULabor rate variance = AH (AR SR)= 3,200 hours ($15.00* per hour $14.00 per hour) = $3,200 U*$48,000 ÷ 3,200 hours = $15.00 per hourExercise 10-8 (continued)2.A variance usually has many possible explanations. In particular, we should always keep in mind that the sta

52、ndards themselves may be incorrect. Some of the other possible explanations for the variances observed at Topper Toys appear below:Materials Price VarianceSince this variance is favorable, the actual price paid per unit for the material was less than the standard price. This could occur for a variet

53、y of reasons including the purchase of a lower grade material at a discount, buying in an unusually large quantity to take advantage of quantity discounts, a change in the market price of the material, and particularly sharp bargaining by the purchasing department.Materials Quantity VarianceSince th

54、is variance is unfavorable, more materials were used to produce the actual output than were called for by the standard. This could also occur for a variety of reasons. Some of the possibilities include poorly trained or supervised workers, improperly adjusted machines, and defective materials.Labor

55、Rate VarianceSince this variance is unfavorable, the actual average wage rate was higher than the standard wage rate. Some of the possible explanations include an increase in wages that has not been reflected in the standards, unanticipated overtime, and a shift toward more highly paid workers.Labor Efficiency VarianceSince this variance is unfavorable, the a