Prepared by Diane Tanner University of North Florida

1. Chapter 7 Variance Analysis Prepared by Diane Tanner University of North Florida

2. Often performed separately for each of the four manufacturing costs Direct labor variances Direct materials variances Variable manufacturing overhead variances Fixed manufacturing overhead variances Variance Analysis Are all favorable variances good? Unfavorable Variance  actual > standard Favorable Variance  actual < standard

3. Causes of Labor Variances • Two causes • Price (P) • Paid too much per hour or paid less than expected per hour • Quantity (Q) • Used too many DL hours or used fewer DL hours than expected

4. Labor Variances P Q A S S A A S Labor Price (Rate) Variance Labor Quantity (Efficiency) Variance Rate per hour is more or less than allowed. Incurred too many or less than allowed hours. Labor Price Variance + Labor Quantity Variance Total Labor Variance

5. Responsibility for Labor Variances I am responsible for the labor rate and laborefficiency variances. Production managers make work assignments, monitor the efficiency of employees, authorize pay raises, and terminate employees. Production Manager

6. Causes of Material Variances • Two causes • Price (P) • Paid too much or paid less than expected for material per unit • Quantity (Q) • Used too much or used less than expected

7. Isolation of Material Variances • Price Variance • Computed on the entire quantitypurchased • Quantity Variance • Computed only on the quantityused The material price variance is isolated at the purchase date. Why? I need to know as early as possible to make product pricing or quantity changes As a purchasing manager, I need the price variancesooner so that I can better identify purchasing problems.

8. Material Variances P Q A S SS A AAS p p u Material Quantity Variance Material Price Variance Indicates if more or less materials were used. Indicates if materials cost more or less than allowed. Material Price Variance + Material Quantity Variance Total Material Variance

9. Responsibility for Material Variances You used too much material because of poorly trained workers and shoddy equipment maintenance, and you are a lousy scheduler! You make me overnight the material making it cost more, causing unfavorable price variances. I am not responsible for this unfavorable materialquantity variance. You purchased cheapmaterial, so my peoplehad to use more of it. Production Manager Purchasing Manager

10. Variable Overhead Variances Actual DLH x Std Rate VOH Flexible Budget Actual VOH Cost Applied VOH VOH Spending Variance VOH Efficiency Variance VOH Production Volume Variance VOH Flexible Budget Variance VOH Production Volume Variance Total VOH Variance This is the underapplied or overapplied variable overhead amount.

11. Fixed Overhead Variances FOH Static Budget FOH Flexible Budget Actual FOH Cost Applied FOH FOH Spending Variance FOH Efficiency Variance FOH Production Volume Variance FOH Flexible Budget Variance FOH Production Volume Variance Total FOH Variance This is the underapplied or overapplied fixed overhead amount.

12. Applied Overhead Estimated VOH Estimated FOH Variable OH rate = Fixed OH rate = Estimated Activity Estimated Activity Overhead costs are applied to products and services using a predetermined overhead rate (POHR). Applied VOH= [VOHR × Actual Activity] Applied FOH = [FOHR × Actual Activity]

13. Overhead Variance Responsibility • Spending variances • Production supervisor – if he selects specific OH items • Purchasing manager – if he works with supplier on cost • Efficiency variances • Production supervisor – controls use of overhead items • Production volume variance • No one is responsible  We know why it exists. • Exists because the volume of production/sales is less/more than budgeted

14. Predictable Variances • Variances that always have zero balances • VOH production volume variance • Amount allowed per activity on the flexible budget is the same as the VOH applied • FOH efficiency variance • It is not possible to reduce a FOH cost simply by being more efficient.

15. Behavioral Considerations Standard costs and variance analysis can Provide very useful control measures Aid in performance evaluations Cause dysfunctional behavior among employees and managers

16. The End