Chapter 11 ACCT – Flashcards

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Standard Cost
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budget cost per unit of product - standard unit amount
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Advantages of Standard Cost
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a. facilitate management planning b. promote greater economy c. useful in setting sales price d. contribute to management control e. permit "management by exception" f. Simplify costing of inventories and reduce clerical cost
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Direct Materials Price Standard
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1. set by delivered cost of raw materials + allowance for handling and receiving
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Direct Material Quantity Standard
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1. set by required quantity + allowance for waste and spoilage
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Direct Labor Price Standard
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1. set by current wages and adjustments (COLA, payroll taxes, fringe benefits)
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Direct Labor Quantity Standard
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1. set by required production time + an allowance for rest periods, clean up, set up and downtime
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Manufacturing Overhead
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1. Standard predetermined overhead rate 2. And standard expected activity level index
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Direct material Variance Total
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(AP x AQ) - (SP x SQ)
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Direct materials price Variance
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(AP x AQ) - (AQ x SP)
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Direct Materials Quantity Variance
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(AQ x SP) - (SQ x SP)
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Direct Labor Variance Total
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(AH x AR) - (SH x SR)
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Direct Labor Price Variance
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(AH x AR) - (AH x SR)
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Direct Labor Quantity Variance
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(AH x SR) - (SH x SR)
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Total Manufacturing Overhead Variance
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(Actual Overhead) - (Overhead applied at standard hours allowed)
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Variance Report
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-management by exception -income statement -standard costing system sales -standard COGS +/- Variances = Actual Gross Profit
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Balanced Score Card
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financial and non financial measures that links performance to company's goals.
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Balanced Score Card 4 objectives
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1. Financial 2. Customer 3. Internal Process 4. Learn and Grow
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Balanced score Card Objectives
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1. employees both financial and non financial 2. creates links between top to bottom tiers 3. provides measurable objectives for non financial measures 4. Single performance system - all is weighted equally
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An approach that incorporates financial and non financial measures in an integrated system that links performance measurement and a company's strategic goals
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Balanced score card
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A viewpoint employed in balanced score card to evaluate the company from the perspective of the people who buys and use it's product
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Customer perspective
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The rate per hour that should be incurred for Direct Labor
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Standard Direct Labor Price
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The time that should be required to make one unit of product
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Direct Labor Standard quantity
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The cost per unit of direct materials that should be incurred
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Direct Materials Price Standard
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The quantity of direct materials that should be used per unit of finished goods
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Direct materials Quantity Standard
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A viewpoint employed in the balanced scorecard to evaluate a company's performance using financial measures
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Financial perspective
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standards based on optimum level of performance under perfect conditions
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Ideal standards
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A viewpoint employed in the balanced scorecard to evaluate the effectiveness and efficiency of a company's value chain, including product development, production, delivery and after sale service
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Internal Process Perspective
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A viewpoint employed by the balanced scorecard to evaluate how well a company develops and retains its employees.
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Learn and growth perspective
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The average activity output that a company should experience over the long run
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Normal Capacity
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Standards based on efficient level of performance that are attainable under expected operating conditions
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Normal Standards
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The difference between actual overhead incurred and overhead budgeted for the standard hours allowed
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Overhead controllable variance
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The difference between normal capacity hours and standard hours allowed times the fixed overhead rate
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Overhead Volume variance
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A double entry system of accounting in which standard cost are used in making entires, and variances are recognized in the accounts
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Standard Cost Accounting systems
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Predetermined unit cost which companies use as measurements of performance
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Standard Cost
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The hours that should have been worked for the units produced
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Standard hours allowed
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An overhead rate determined by dividing budgeted overhead cost by an expected standard activity index
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Standard predetermined overhead rate
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The difference between total actual cost and total standard cost
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Variance
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Has management accomplished its price and quantity objectives regarding materials?
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1. actual cost and standard cost of materials (materials price and quantity variance) Positive - favorable difference - price and quantity have been met
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Standards differs from budgets in that... a. budgets but not standards may be used in valuing inventories b. budgets not standards may be journalized and posted c. budgets are a total amount and standards are a unit amount d. only budgets contribute to management planning and control
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c. budgets are a total amount and standards are a unit amount
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Has management accomplished its price and quantity for labor objectives?
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1. actual cost and standard cost of labor (Labor price and quantity variances) Positive - favorable - price and quantity objectives met
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Has management accomplished its objectives regarding manufacturing overhead?
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1. actual cost and standard cost of MOH (Total manufacturing overhead variance) Positive - favorable- manufacturing overhead objectives have been met
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Standard cost are: a. imposed by government agencies b. are predetermined unit costs which companies use as measures of performance c. can be used by manufacturing companies by not by service or profit companies d. All of the above
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b. are predetermined unit costs which companies use as measures of performance
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The advantages of standard cost include all of the following except: a. management by exception may be used b. management planning is facilitated c. they may simplify the costing of inventories d. management must use a static budget
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d. management must use a static budget
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Normal standards: a. allow for rest periods, machine breakdowns, and set up time b. represents level of performance under perfect conditions c. are rarely used because managers believe they lower workforce moral d. are more likely than ideal standards to result in unethical practices.
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a. allow for rest periods, machine breakdowns, and set up time
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The setting of standards is: a. a managerial accounting decision b. a management decision c. a work decision d. preferably set at the ideal level of performance
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b. a management decision
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Each formula is correct expect: a. LPV = (AH x AR) - (AH x SR) b. TOHV = (actual overhead) - (applied overhead) c. MPV = (AQ x AP) - (SQ x SP) d. LQV = (AH x SR) - (SH x SR)
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c. MPV = (AQ x AP) - (SQ x SP)
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In producing product A, 6,300 lb. of direct materials were used at cost of $1.10 per lb. The standard was 6,000 lb. at $1.00 per lb.. The direct materials quantity variance = a. $ 330 U b. $300 U c. $600 U d. $630 U
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b. $300 U (6,300 x 1.00) - (6,000 x 1.00) (AQ x SP) - (SP x SQ)
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In producing product z, 14,800 DL hours were used at rate of $8.20 per hour. The standard was 15,000 DL hours at $8.00 per hour. The direct labor: a. Quantity variance is $1,600 F b. Quantity variance is $1,600 U c. Price Variance is $3,000 F d. Price Variance is $3,000 U
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a. Quantity variance is $1,600 F (AH x SR) - (SH x SR) (14,800 x 8) - (15,000 x 8)
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Which of following is correct about total overhead variance? a. Budgeted overhead and applied overhead are the same b. total actual overhead is composed of variable overhead, fixed costs, and period costs c. Standard hours actually worked are used in computing the variance d. Standard hours allowed for the work done is the measure used in computing the variance
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d. Standard hours allowed for the work done is the measure used in computing the variance
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The formula for computing the total overhead variance is: a. actual overhead - overhead applied b. overhead budgeted - overhead applied c. actual overhead - overhead budget d. none
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a. actual overhead - overhead applied
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Which is incorrect about variance reports? a. They facilitate "management by exception" b. they should only be sent to top levels of management c. they should be prepared as soon as possible d. they may vary in form, content and frequency among companies.
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b. they should only be sent to top levels of management
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In using variance reports to evaluate cost control, management normally looks into: a. all variances b. favorable variances only c. unfavorable variances only d. both favorable and unfavorable variances that exceed a certain predetermined quantitative measure such as percentage or dollar amount.
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d. both favorable and unfavorable variances that exceed a certain predetermined quantitative measure such as percentage or dollar amount.
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Generally accepted accounting principals allow a company to: a. report inventory at standard cost but cost of goods sold must be reported at actual cost b. report cost of goods sold at standard cost, but inventory must be reported at actual cost c. report inventory and cost of goods sold at standard costs as long as there are no significant differences between actual and standard costs d. report inventory and cost of goods sold at actual cost. standard is never allowed.
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c. report inventory and cost of goods sold at standard costs as long as there are no significant differences between actual and standard costs
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Which of the following would not be an objective used in the customer perspective of the balanced scorecard approach? a. percentage of customers who would recommend product to a friend b. customer retention c. Brand recognition d. Earnings per share
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d. Earnings per share
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Which of the following would not be an objective used in the customer perspective of the balanced scorecard approach? a. percentage of customers who would recommend product to a friend b. customer retention c. Brand recognition d. Earnings per share
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d. Earnings per share
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Which of the following would not be an objective used in the customer perspective of the balanced scorecard approach? a. percentage of customers who would recommend product to a friend b. customer retention c. Brand recognition d. Earnings per share
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d. Earnings per share
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