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C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

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Page 1: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

C H A P T E R 6

Monitoring Performance in Cost, Profit and Investment Centers

Monitoring Performance in Cost, Profit and Investment Centers

Page 2: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 1

Explain why control is such an important activity in the management process

Page 3: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Why do Performance Evaluation of Personnel and Divisions?

Page 4: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What Business Developments Have Occurred Because of These

Changes?

Page 5: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 2

Describe the responsibility accounting concept and identity three types of

organizational control units

Subsidiary

Parent

Subsidiary

Plant 1 Plant 2 Dept. 1 Dept. 2

Page 6: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Segments:

Decentralized company:

Centralized company:

Goal congruence:

Define These Key Terms

Page 7: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Define Responsibility Accounting and List Three Types

Page 8: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Define Cost Center

Page 9: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Define Profit Center

Page 10: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Define Investment Center

Page 11: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 3

Describe standard costing and the basic variance analysis model.

Page 12: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Step to Standard Costing

1.

2.

3.

4.

5.

6.

7.

Page 13: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What is the General Model for Variance Analysis?

Page 14: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 4

Use materials and labor cost variance analysis to explain how performance is controlled in cost centers.

Page 15: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What Does the Direct Materials Price Variance Measure?

Page 16: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Assume the following results:Actual results:Direct materials purchased. . . . . . .5,000 @ $1.75Direct materials used . . . . . . . . . . . 4,200Units produced . . . . . . . . . . . . . . . . 2,000

Standard costs:Purchase price . . . . . . . . . . . . . . . $1.50Freight. . . . . . . . . . . . . . . . . . . . . . 0.10Handling costs . . . . . . . . . . . . . . . 0.05

Standard material cost per unit . $1.65

Materials Price Variance

Page 17: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Complete the Materials Price Variance

(1) (2) (3) AQ x AP AQ x SP SQ x SP

Page 18: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Materials Price Variance

(1) (2) (3) AQ x AP AQ x SP SQ x SP

Page 19: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What Does the Direct Materials Quantity Variance Measure?

Page 20: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Materials Quantity Variance

(1) (2) (3) AQ x AP AQ x SP SQ x SP

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Total Materials Variance

(1) (2) (3) AQ x AP AQ x SP SQ x SP

Page 22: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Prepare journal entries for materials variances:

Materials price variance:

Materials quantity variance:

Journal Entries

xxxx

Page 23: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Labor Rate Variance:

Labor Efficiency Variance:

What Do the Direct Labor Variances Measure?

$$

Page 24: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Assume the following results:

Actual results:Direct labor hours worked. . . . . . 3,900 @ $5.20Units produced . . . . . . . . . . . . . . . 2,000

Standard costs:Standard labor rate. . . . . . . . $5.00Standard hours per unit . . . . 2

$$

Direct Labor Variances

Page 25: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Calculate Labor Rate and Efficiency Variances $$

(1) (2) (3) AH x AR AH x SR SH x SR

Page 26: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What is the Total Labor Variance?

(1) (2) (3) AH x AR AH x SR SH x SR

Page 27: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Prepare labor rate and efficiency variances:

Journal Entries

xxxx

Page 28: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 5

Use revenue variance analysis to explain how performance is controlled in profit centers

Page 29: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Total Segment A Segment BNet sales revenue. . . . . . . $50,000 $35,000 $15,000Variable costs: Cost of goods sold . . . . . . $30,000 $25,000 $ 5,000S&A costs. . . . . . . . . . . . . 3,000 2,000 1,000 Total variable costs . . . . $33,000 $27,000 $ 6,000Contribution margin. . . . . $17,000 $ 8,000 $ 9,000Less fixed costs controllable by segment managers. . . . 3,500 1,500 1,000Segment margin . . . . . . . $ 13,500 $ 6,500 $ 8,000Less company indirect costs. . . . . . . . . $ 4,000Net income. . . . . . . . . . . . $ 9,500Segment-margin ratio. . . . 18.6% 53.3%

Segment-MarginIncome Statement

Page 30: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Define These Key Terms

Segment-margin ratio:

Segment margin:

Indirect costs:

Direct costs:

Page 31: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Assume the following results:

Actual results:Actual Sales . . . . . . . . . . . . . . . . . 2,000 @ $20.00Actual Market Share . . . . . . . . . . 10%Actual Market Volume . . . . . . . . 20,000

Standard costs:Standard Price. . . . . . . . $21.00Standard Sales Volume . . . . 1,800Expected Market Share . . . . . . 12% $$

Revenue Variances

Page 32: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What are the sales price and sales volume variances?

(1) (2) (3) AQ x AP AQ x SP SQ x SP

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What are the market share and industry volume variances?

Actual market volume Actual mkt. vol. Exp. mkt vol.x Actual market share x Expected mkt. shr x Exp mkt shrx Standard price x SP x SP

Page 34: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Learning Objective 6

Use ROI and residual income analysis to explain how performance is controlled in investment centers

Page 35: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

What is Return on Investment (ROI) and its Formula?

Page 36: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

ROI as used by the DuPont Management Team

Investment Center ROI

Investment center income

Investment center assets=

Divided ROI into management performance components (profit margin) and asset turnover ratios

Profit Margin X Asset Turnover = ROI

Net Income

Revenue

Net Income

Total Average Assets

Revenue

Total Average Assets

=X

Page 37: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Explain Residual Income (RI)

What is the formula for Residual Income?

Page 38: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Expanded MaterialLearning Objective 7

Compute and interpret variable overhead variances.

Page 39: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Total Variable Manufacturing Overhead Variance:

Define Each of These Manufacturing Overhead

Variances

Variable Manufacturing Overhead Spending Variance:

Variable Manufacturing Overhead Efficiency Variance:

Page 40: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Variable Overhead Elements

Variable Manufacturing Standard Rate Overhead Items (per DL hour)

Indirect materials. . . . . . . . . . . . . $0.80Indirect labor . . . . . . . . . . . . . . . . 0.70Other . . . . . . . . . . . . . . . . . . . . . . 0.50

Total . . . . . . . . . . . . . . . . . . . . . $2.00

Page 41: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Accounting forVariable Overhead

Units produced. . . . . . . . . . . . . . . . . 2,000Direct labor hours used . . . . . . . . . . 3,900Standard direct labor hours . . . . . . . 4,000

Actual variable overhead costs: Indirect materials. . . . . . . . . . . . . . $ 3,200 Indirect labor . . . . . . . . . . . . . . . . . 2,600 Other . . . . . . . . . . . . . . . . . . . . . . . 3,000

Total variable overhead costs. . . . . . $ 8,800

Page 42: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

(1) (2) (3) AH x AR AH x SR SH x SR

Calculate Variable Manufacturing Overhead Variances

Page 43: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Expanded MaterialLearning Objective 8

Compute and interpret fixed overhead variances.

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Assume the following results:

Actual results:Actual Fixed Overhead. . . . . . $178,920Actual Production . . . . . . . . . . 45,000 DLH

Standard costs:Fixed Overhead ApplicationRate $4/DLHExpected production of 46,000 DLH

Fixed Overhead Variances

Page 45: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

(1) (2) (3) Actual Budget SHA x SR Amount

Calculate Fixed Manufacturing Overhead Variances

Page 46: C H A P T E R 6 Monitoring Performance in Cost, Profit and Investment Centers

Chapter 6 Managerial Accountingis Finished