Chapter 10 (Managerial Accounting, Hilton, Platt) – Flashcards

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3 parts of control systems:
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-predetermined or standard performance level -measure of actual performance -comparison between standard & actual performance
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standard cost set:
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best estimate of average cost to produce single unit of product or service
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cost variance:
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difference between budgeted & standard cost
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Cost standards are set by:
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-analysis of historical data -task analysis
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task analysis:
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process of manufacturing a product to determine what it should cost -accountant or manager works with engineers in the production process
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perfection (ideal) standard:
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can be attained under nearly perfect operating conditions
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practical (attainable) standard:
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assume a production process that is efficient as practical under normal operating conditions -allows for occurrences of occasional machine breakdowns & raw material waste
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standard direct material quantity:
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total amount of direct material normally required to produce one unit of finished product including allowances for normal waste or inefficiency
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standard direct material prices:
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total delivered cost after subtracting purchase discounts of one direct material unit
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Standard direct material quantity & prices are expressed in:
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the same units
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standard direct labor quantity:
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number of direct labor hours normally needed to manufacture one product unit
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standard direct labor rate:
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total hourly cost of compensation, including fringe benefits
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Inputs for standard direct labor quantity & rate are based on:
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actual output
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unfavorable variance (U):
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when spending is higher than expected
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favorable variance (F):
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when spending is lower than expected
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cost variance analysis:
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process of systematically comparing expected costs (standards) against actual costs, analyzing differences, & explaining significant deviations
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direct material price variance:
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deviation between actual & projected material costs
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Direct material price variance is caused by:
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a difference in the prices of the material
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Direct material price variance is computed by:
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establishing a benchmark cost for actual amount of material used
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benchmark cost for actual amount of material used:
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projected material cost
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direct material price variance equation:
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(actual quantity used x actual price) - (actual quantity used x standard price) = actual quantity used(actual price - standard price)
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direct material quantity variance:
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portion of difference in spending on direct material
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Direct material quantity variance is explained by:
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the difference in quantity of material used in production when compared to standard quantity allowed (amount of material expected for actual output)
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To compute direct material price variance:
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fix direct material price at standard & compute the difference between projected material cost & standard material cost
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direct material quantity variance equation:
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(actual quantity used x standard price) - (standard quantity allowed x standard price) = standard price(actual quantity used - standard quantity allowed)
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Deviations between actual & standard direct material price originates in:
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purchasing firm function
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Standard direct material price represents:
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price at which the purchasing department is expected to be able to buy them
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direct material purchase price variance:
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to determine if the company is able to acquire direct material at a planned price & to analyze performance of the purchasing department in meeting price standards
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The second version of direct material price variance is:
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direct material purchase price variance
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To compute direct material purchase price variance, use:
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actual quantity of direct material purchased
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direct material purchase price variance equation:
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(quantity purchased x actual price) - (quantity purchased x standard price) = quantity purchased(actual price -standard price)
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direct labor rate variance:
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portion of spending difference caused by the difference in direct labor rate by a establishing benchmark cost for the actual amount of labor used -deviation between actual & projected direct labor cost caused by difference in direct labor rate
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projected direct labor cost:
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benchmark cost for the actual amount of labor used
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direct labor rate variance equation:
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(actual hours used x actual rate per hour) - (actual hours used x standard rate per hour) = actual hours used (actual rate per hour - standard rate per hour)
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direct labor efficiency variance equation:
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(actual hours used x standard rate per hour) - (standard hours allowed x standard rate per hour) = standard rate per hour (actual hours used - standard hours allowed)
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Direct labor rate & efficiency add up to:
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total direct labor variance -subtract favorable from unfavorable
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For more than one type of direct material/labor, direct material/labor price & quantity variances are:
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computed for each type of direct material/labor then added for total price variance & total quantity variance
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What must be accounted for when computing standard quantity of direct material?
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production loss
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Considerations for deciding which variances to investigate include:
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-absolute size of variance -relative size of variance -variances over $1000 or over 10% of standard cost -variances with trends -controllability
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Cost variance reports often show:
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the magnitude of variances
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The more controllable the cost item,
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the more likely the variance is to be investigated
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Is it important to investigate significant favorable variances too far for implementations?
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Yes because it could indicate a problem
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The decision to investigate cost is a:
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cost benefit decision
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statistical control chart:
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plots cost variances over time & compares them statistically
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A statistical control chart can help managers:
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sort out randomly caused variances from controllable ones
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In a statistical control chart, the critical value is determined by:
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assuming cost variances have a normal probability distribution with a mean of zero
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In a statistical control chart, the critical value is set at:
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some multiple of the distribution's standard deviation
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In a statistical control chart, variances greater than the critical value:
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should be investigated
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Standard costs, budgets & variances can be used to evaluate:
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the performance of individuals & departments
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Individual performance is used to determine:
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employee reward systems
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Standard costs, budgets & variances can produce:
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positive or negative effects
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The purchasing manager is generally in the best position to influence:
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direct material price variances
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What are some challenges for the purchasing manager?
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-direct material shortages -engineering specifications -production department requests
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Direct material price variance is computed in the production cost based on:
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material usage to identify production cost variance attributable to purchasing
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Direct material purchase price variance is for a more timely report of:
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the purchasing manager's success or failure
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The production supervisor is in the best position to influence:
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-direct material quantity variance -employee work schedules for direct labor rate variance -efficient use of employee time for direct labor efficiency variance
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Production engineers are partially responsible for influencing:
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direct material quantity variance
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Direct labor rate variance generally results from:
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using a different mix of employees than anticipated when standards were set
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Purchase of off standard material can result in:
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-favorable direct material price variance -unfavorable direct material quantity variance -unfavorable direct labor rate variance -unfavorable direct labor efficiency increase
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Interactions among variances make it difficult to:
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assign responsibilities for them
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Under a standard costing system, standard costs of direct material & direct labor are entered in:
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work-in-progress inventory
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Standard costing system is predominant in:
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manufacturing companies for cost control & product costing purposes for several decades
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Advantages of standard costing systems:
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-standard costs provide a basis for sensible cost comparisons -computation of standard costs & cost variances enables managers to employ management by exception, which conserves time -variances provide a means of performance evaluation & rewards for employees -variances provide motivation for employees to adhere to standards -provides more stable product costs than if actual production costs were used (periodic change)
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Criticisms of standard costing systems:
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-variances calculated under standard costing are too aggregate a level & come too late to be useful -traditional cost variances are too aggregate and untied to specific product lines or production batches -focuses too much on cost & efficiency of direct labor, which is becoming a relatively unimportant factor of production in manufacturing -a stable production process is one of the most important conditions for the use of standard costing, but flexible manufacturing reduces stability with frequent switching among a variety of products on the same production line -shorter production life cycles mean that standards are relevant for only a short time: when new products are introduced, new standards must be made -traditional standard costs aren't defined broadly enough to capture various important aspects of performance -tend to focus too much on cost minimization rather than increasing product quality or customer service
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standard cost:
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a budget for the production of one unit of product or service
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Manufacturing cycle efficiency (MCE) equation:
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processing time / (processing time + non-value activities [waiting time, inspection time, move time])
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