Managerial Accounting
McGraw-Hill/Irwin
Wild and Shaw
Third Edition
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 8
Flexible Budgets and
Standard Costing
Conceptual Learning
Objectives
C1: Define standard costs and explain
how standard cost information is
useful for management by exception .
8-3
Analytical Learning Objectives
A1: Analyze changes in sales from
expected amounts.
8-4
Procedural Learning
Objectives
P1: Prepare a flexible budget and
interpret a flexible budget performance
report.
P2: Compute materials and labor variances.
P3: Compute overhead variances.
P4A: Prepare journal entries for standard costs
and account for price and quantity
variances.
8-5
Budgetary Control and
Reporting
P1
 Develop the budget
from planned objectives.
 Revise
objectives
and prepare
a new
budget.
Management uses
budgets to monitor
and control
operations.
 Compare
actual with
budget and
analyze any
differences.
 Take corrective and
strategic actions.
8-6
A1
Fixed Budget Performance
Report
Optel
Fixed Budget Performance Report
For the Month Ended January 31, 2011
Sales: In units
In dollars
Fixed
Budget
10,000
$ 100,000
Actual
Results
12,000
$ 125,000
Cost of goods sold
Selling expenses
Gen. & admin. expenses
Total expenses
Income from operations
$ 49,000
13,000
26,000
$ 88,000
$ 12,000
$ 58,100
15,100
26,400
$ 99,600
$ 25,400
Variances
$ 25,000 F
$
9,100
2,100
400
$ 11,600
$ 13,400
U
U
U
U
F
8-7
A1
Fixed Budget Performance
Report
Optel
If unit sales are higher, should
we expect costs to be higher?
Fixed Budget Performance Report
For the Month Ended January 31, 2005
How much of the higher costs are because of higher unit sales?
Sales: In units
In dollars
Fixed
Budget
10,000
$ 100,000
Actual
Results
12,000
$ 125,000
Cost of goods sold
Selling expenses
Gen. & admin. expenses
Total expenses
Income from operations
$ 49,000
13,000
26,000
$ 88,000
$ 12,000
$ 58,100
15,100
26,400
$ 99,600
$ 25,400
Variances
$ 25,000 F
$
9,100
2,100
400
$ 11,600
$ 13,400
U
U
U
U
F
8-8
P1
Purpose of Flexible Budgets
Show revenues and expenses
that should have occurred at the
actual level of activity.
May be prepared for any activity
level in the relevant range.
Reveal variances due to good cost
control or lack of cost control.
Improve performance evaluation.
8-9
P1
Preparing Flexible Budgets
To
a budget for different activity
levels, we must know how costs
behave with changes in activity
levels.

Total variable costs change
in direct proportion to
changes in activity.

Total fixed costs remain
unchanged within the
relevant range.
Fixed
8-10
P1
Preparing Flexible Budgets
Optel
Flexible Budgets
For the Month Ended January 31, 2011
Sales:
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
10,000
Units
$ 100,000
48,000
$ 52,000
40,000
$ 12,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Budget
for
14,000
Units
$ 140,000
67,200
$ 72,800
40,000
$ 32,800
Variable costs are expressed as
a constant amount per unit.
8-11
P1
Preparing Flexible Budgets
Optel
Flexible Budgets
For the Month Ended January 31, 2011
Sales:
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
10,000
Units
$ 100,000
48,000
$ 52,000
40,000
$ 12,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Budget
for
14,000
Units
$ 140,000
67,200
$ 72,800
40,000
$ 32,800
Total variable cost = $4.80 per unit × budget level in units
8-12
P1
Preparing Flexible Budgets
Optel
Flexible Budgets
For the Month Ended January 31, 2011
Sales:
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
10,000
Units
$ 100,000
48,000
$ 52,000
40,000
$ 12,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Budget
for
14,000
Units
$ 140,000
67,200
$ 72,800
40,000
$ 32,800
Fixed costs are expressed as a total amount that does
not change within the relevant range of activity.
8-13
P1
Flexible Budget Performance
Report
Optel
Flexible Budget Performance Report
For the Month Ended January 31, 2011
Sales (12,000 units)
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Actual
for
12,000
Units
$ 125,000
59,400
$ 65,600
40,200
$ 25,400
Variances
$ 5,000
1,800
$ 3,200
200
$ 3,000
F
U
F
U
F
Favorable sales variance indicates that the
average selling price was greater than $10.00.
8-14
P1
Flexible Budget Performance
Report
Optel
Flexible Budget Performance Report
For the Month Ended January 31, 2011
Sales (12,000 units)
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Actual
for
12,000
Units
$ 125,000
59,400
$ 65,600
40,200
$ 25,400
Variances
$ 5,000
1,800
$ 3,200
200
$ 3,000
F
U
F
U
F
Unfavorable cost variances indicate
costs that are greater than expected.
8-15
P1
Flexible Budget Performance
Report
Optel
Flexible Budget Performance Report
For the Month Ended January 31, 2011
Sales (12,000 units)
Total variable costs
Contribution margin
Total fixed costs
Income from operations
Variable
Amount
per Unit
$ 10.00
4.80
$ 5.20
Total
Fixed
Cost
$ 40,000
Budget
for
12,000
Units
$ 120,000
57,600
$ 62,400
40,000
$ 22,400
Actual
for
12,000
Units
$ 125,000
59,400
$ 65,600
40,200
$ 25,400
Variances
$ 5,000
1,800
$ 3,200
200
$ 3,000
F
U
F
U
F
Favorable variances because favorable sales
variance overcomes unfavorable cost variances.
8-16
C1
Standard Costs
Based on carefully
predetermined amounts.
Standard
Costs are
Used for planning labor, material
and overhead requirements.
The expected level
of performance.
Benchmarks for
measuring performance.
8-17
C1
Setting Standard Costs
Should we use
practical standards
or ideal standards?
Practical standards should be
set at levels that are currently
attainable with reasonable and
efficient effort.
Production
Manager
Engineer
Managerial
Accountant
8-18
C1
Setting Direct Material
Standards
Price
Standards
Quantity
Standards
Use competitive
bids for the quality
and quantity desired.
Use product
design specifications.
8-19
C1
Setting Direct Material
Standards
The standard material cost for one unit of product is:
standard price for
one unit of material
×
standard quantity
of material
required for one
unit of product
8-20
C1
Setting Direct Labor Standards
Rate
Standards
Time
Standards
Use wage
surveys and
labor contracts.
Use time and
motion studies for
each labor operation.
8-21
C1
Setting Direct Labor Standards
The standard labor cost for one unit of product is:
standard wage rate
for one hour
×
standard number
of labor hours
for one unit
of product
8-22
C1
Setting Variable Overhead
Standards
Rate
Standards
Activity
Standards
The rate is the
variable portion of the
predetermined overhead
rate.
The activity is the
cost driver used to
calculate the
predetermined overhead.
8-23
C1
Setting Variable Overhead
Standards
The standard variable overhead cost for one unit of
product is:
standard variable
overhead rate for
one unit of
activity
standard number
of activity units
for one unit of
product
×
×
8-24
C1
Standard Cost Card
A standard cost card might look like this:
Cost factor
Direct materials
Direct labor
Variable mfg. overhead
Total standard unit cost
Standard
Quantity
or Hours
1 kg.
2 hours
2 hours
Standard
Price
or Rate
$
$
$
Standard
Cost
25 per kg.
$
20 per hour
10 per hour
$
25.00
40.00
20.00
85.00
8-25
P2
Variances
Amount
A standard cost variance
is the amount by which
an actual cost differs from
the standard cost.
Standard cost
Direct
Material
Direct
Labor
Manufacturing
Overhead
Type of Product Cost
8-26
P2
Variance Analysis
Identify
questions
Receive
explanations
Conduct next
period’s
operations
Analyze
variances
Begin
Take
corrective
actions
Prepare standard
cost performance
report
8-27
P2
Computing Variances
Standard Cost Variances
Price Variance
Quantity Variance
The difference between
the actual price and the
standard price
The difference between
the actual quantity and
the standard quantity
8-28
P2
Computing Variances
Actual Quantity
×
Actual Price
Actual Quantity
×
Standard Price
Price Variance
Standard Quantity
×
Standard Price
Quantity Variance
Standard price is the amount that should
have been paid for the resources acquired.
8-29
P2
Computing Variances
Actual Quantity
×
Actual Price
Actual Quantity
×
Standard Price
Price Variance
Standard Quantity
×
Standard Price
Quantity Variance
Standard quantity is the quantity that should
have been used for the actual good output.
8-30
P2
Computing Variances
Actual Quantity
×
Actual Price
Actual Quantity
×
Standard Price
Standard Quantity
×
Standard Price
Price Variance
Quantity Variance
AQ(AP - SP)
SP(AQ - SQ)
AQ = Actual Quantity
AP = Actual Price
SP = Standard Price
SQ = Standard Quantity
8-31
P2
Labor Variances
Actual Hours
×
Actual Rate
Actual Hours
×
Standard Rate
Rate Variance
Materials
price- SR)
variance
AH(AR
Labor rate variance
AH
= Actual
Hours
Variable
overhead
AR
= Actual
Rate
spending
variance
Standard Hours
×
Standard Rate
Efficiency Variance
Materials
quantity
variance
SR(AH
- SH)
Labor efficiency variance
SRVariable
= Standard
Rate
overhead
SHefficiency
= Standard
Hours
variance
8-32
P2
Labor Variances
Poorly
trained
workers
Poor
quality
materials
Unfavorable
Efficiency
Variance
Poor
supervision
of workers
Poorly
maintained
equipment
8-33
Overhead Standards and
Variances
P3
Recall that overhead costs are
assigned to products and services
using a predetermined overhead rate
(POHR):
Assigned Overhead = POHR × Standard Activity
POHR
=
Estimated total overhead costs
Estimated activity
8-34
P3
Setting Overhead Standards
Contains a fixed
overhead rate which
declines as activity
level increases.
Contains a variable
unit rate which stays
constant at all levels
of activity.
Overhead Rate
Function of activity level
chosen to determine rate.
8-35
P3
Computing Variable Overhead
Variances
Actual
Variable
Overhead
Incurred
AH × AVR
Flexible Budget
for Variable
Overhead at
Actual Hours
AH × SVR
Spending
Variance
AH
AVR
SVR
SH
=
=
=
=
Applied
Variable
Overhead at
Standard Hours
SH × SVR
Efficiency
Variance
Actual Hours of Activity
Actual Variable Overhead Rate
Standard Variable Overhead Rate
Standard Hours Allowed
8-36
P3
Computing Fixed Overhead
Variances
Actual Fixed
Overhead
Incurred
Fixed
Overhead
Budget
Fixed
Overhead
Applied
SH × SFR
Spending
Variance
Volume
Variance
SFR = Standard Fixed Overhead Rate
SH = Standard Hours Allowed
8-37
P3
Overhead Variance Analysis
Total
Overhead
Variance
Variable
Overhead
Spending
Variance
Efficiency
Variance
Controllable
Variance
Fixed
Overhead
Spending
Variance
Volume
Variance
8-38
P3
Variable Overhead Variances
Spending Variance
Results from paying more
or less than expected for
overhead items and from
excessive usage of
overhead items.
Efficiency Variance
A function of the
selected cost driver.
It does not reflect
overhead control.
8-39
P3
Fixed Overhead Variances
Spending Variance
Results from paying more
or less than expected for
fixed overhead items.
Volume Variance
Results from the inability
to operate at the activity
planned for the period.
Has no significance for
cost control.
8-40
C1
Standard Costs for Control
Amount
Managers focus on quantities and costs
that differ from standards, a practice known as
management by exception.
Standard cost
Direct
Material
Direct
Labor
Manufacturing
Overhead
Type of Product Cost
8-41
End of Chapter 8
8-42