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Chapter 14 Cases & Readings

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Presented by : Team 4 Chakraborty, Madhuri Nambiar, Jisha Rajendrakumar, Jinashree Singh, Shalini Tyagi, Priyanka Case 14-1 Berkshire Toy Company The milestones .. – PowerPoint PPT presentation

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Title: Chapter 14 Cases & Readings


1
Chapter 14 Cases Readings
  • Presented by Team 4
  • Chakraborty, Madhuri
  • Nambiar, Jisha
  • Rajendrakumar, Jinashree
  • Singh, Shalini
  • Tyagi, Priyanka

2
Case 14-1Berkshire Toy Company
3
The Hierarchy
4
The milestones ..
  • Berkshire Toy Company was founded by Franklin
    Berkshire, Janet McKinley's father, in 1974
  • By 1986 ,the annual sales exceeded a million
    dollar .
  • In 1991, the company launched an initial public
    offering and became a publicly traded co. on
    NASDAQ.
  • In 1993 , Janet McKinley became the CEO of the
    company
  • In 1995 , Berkshire was acquired by Quality
    product corporations

5
The Product
  • Berkshire Bear, a fifteen inch teddy bear
  • The co. Advertises its product as the only teddy
    bear made in America .
  • The bears were fully jointed, constructed of
    washable acrylic pile fabric and stuffed with
    polyester filing.
  • The toys are dressed in various accessories.
  • Berkshire bear is sold with an unconditional
    lifetime warranty.

6
Production process ..
  • Cutting ? Sewing ?Filling ?Assembly

7
Marketing ..
  • Retail internet sales is a new addition to the
    overall marketing effort.
  • Company also sells to department stores, toy
    boutiques and other specialty stores.
  • The Berkshire bear is sold in designer boxes
    ,which contributes to the image of the product.
  • Commission of 3 is paid on retail stores sales
    and the sales to the wholesale buyers
  • No commission is paid on catalog sales

8
The Bonus Plan ..
  • David Hall , the purchasing manager receives a
    bonus equal to 20 of the net material price
    variance.
  • Rita Smith, the marketing manager, will receive
    a bonus equal to 10 of the excess of actual net
    revenue over the master budget net revenue .
  • Bill Wilford , the production manager , receives
    a bonus equal to 3 of the net of several
    variances.
  • (the efficiency variance for material, labor,
    and variable overhead the labor rate variance
    and the variable and fixed overhead spending
    variance)

9
Sales Details
10
Table 1
  • Berkshire Toy Company A Divisions of Quality
    Products Corporation
  • Schedule
    showing flexible budget variance

11
Table 1
12
Table 1
13
Sales Analysis
14
Sales Analysis
  • Master static budget Flexible Budget
    Flexible Budget
  • MS F1 F2 budgeted
    mix actual sales mix
    budgeted mix

Sales Mix variance Effect on revenue due to
difference between the actual mix of distribution
and the budgeted mix
Sales Volume Variance Effect on revenue due to
selling more or fewer units than planned
15
Direct Materials analysis
Data from Table 2 and Table 3
16
DIRECT MATERIAL VARIANCES
17
Direct Labor analysis
Data from Table 2 and Table 3
18
DIRECT LABOR VARIANCES
19
VARIABLE OVERHEAD VARIANCES
20
1. b) Compute Bonuses earned
21
Q2 a) Explain the variance
  • Direct material price variance was favorable
  • Reasons
  • Substandard quality of material
  • Price change of the material
  • Changes in the freights costs

22
Q2 a) Explain the variance contd..
  • Direct Material Usage variance was unfavorable
  • Reasons
  • Variation in the quality of direct materials
  • Inadequate training or inexperienced employees
  • Excessive spoilage (thunderstorm )

23
Q2 a) Explain the variance contd..
  • Direct labor price variance was unfavorable
  • Reasons
  • Some workers had to be replaced at higher than
    standard wage rate.
  • Skill set of the replaced workers could have been
    lesser then required leading to higher costs .

24
Q2 a) Explain the variance contd..
  • Direct labor efficiency/usage variance was
    unfavorable
  • Reasons
  • Machine /equipment was not in proper working
    condition
  • The material was of substandard quality
  • Deviation from standard production plans
  • Plant was operating at near to maximum capacity,
    people were tired

25
Q2 a) Explain the variance contd..
  • Variable overhead spending variance was
    unfavorable
  • Reasons
  • Maintenance supplies expenses increased
  • Frequent breakdowns
  • Overtime premium expenses increased
  • Variable overhead efficiency/usage variance was
    unfavorable
  • Reasons
  • Maintenance labor increased due to breakdown and
    extra maintenance required on machinery
  • Overtime labor hours increased

26
Q2 b) Advantages of incentive compensation plan
  • Intended towards promoting participation and
    teamwork
  • Incentive Plan discussed with department heads
  • Department heads rewarded based on individual
    responsibility center
  • Rewarded managers fairly for individual
    contributions and achievements
  • Brought groups of employees to work together
    toward a common goal (the bottom line of the
    company).
  • In this case the manager and not the department
    was getting the incentive !!!!
  • Motivation for individuals to perform
  • Purchasing manager was motivated to look for
    discounts

27
Disadvantages of the incentive compensation plan
  • Marketing myopic focus on revenues.
  • Rita increased the sales volume but used less
    profitable distribution mix.
  • Sales mix variance shows that the actual mix of
    channels was less profitable than the budgeted
    mix of 85( retail and catalog) and 15
    (wholesale)
  • Production
  • Penalized for factors beyond his control
  • faced overtime situations
  • Substandard direct materials
  • Purchasing aggressively sought discounts, even
    at expense of quality
  • Narrowly focuses on prices
  • Promotes Silo mentality

28
What is the appropriate role of budget in
performance evaluation ?
  • An appropriate budget should
  • Help set attainable and meaningful goals
  • Should promote Effectiveness and Efficiency
  • Help promote enthusiasm, creativity and
    productivity
  • Help management attain better results
  • Budget over runs and variances should be one of
    the parameters but not the only parameter for
    performance evaluation
  • Use budget based on standard cost system for
    evaluation guidelines
  • dont look for scapegoats!!!
  • Not be not thrust upon the people

29
Recommendations and modifications for the
incentive plan
  • Distribute profits to all employees on profit
    sharing basis instead of just the managers.
  • Incorporate other variances that look at quality
    and inventory situations along with price.
  • Quality variance (Input)
  • Raw Materials Inventory variance
  • Quality variance (output)
  • Materials price variance is an important concern,
    but over emphasis on price may ignore quality
  • Updating the management responsibility
  • Use benchmarking Look to industry standards and
    gauge yourself

30
Questions?
31
Overhead control implications of Activity Costing
32
Variable Overhead Variance Analysis
Actual Quantity Actual Quantity
Standard Quantity

Actual OH Rate Standard OH Rate
Standard OH Rate
SpendingVariance
EfficiencyVariance
The total variance is the flexible budget
variance.
33
Some interesting facts..
  • Surveys of Fortune 500 Companies from about a
    decade ago, show that almost all firms use
    Standard cost overhead analysis.
  • Most firms use labor focused costing system of
    1900s.
  • Majority of firms don't breakdown overhead into
    its major cost elements.
  • Problems with an emphasis on overhead spending
    and efficiency variances have continued through
    1990 in CMA exams.
  • Standard costing variance analysis included in
    top ten of the most important topics covered in
    curriculum.

34
1983 CMA on Overhead Variances
35
Implications of the above analysis
  • A signal that direct labor, the base is
    efficiently used.
  • Overhead spending is greater than actual.
  • Overhead usage is highly favorable.

36
Additional Data
37
Solution per detail data, Volume Driven Standards
38
Comparison of Alternatives
  • A large favorable overhead quantity variance
    replaced by unfavorable variance.
  • A modest unfavorable Spending variance replaced
    by highly favorable variance.
  • For Indirect Labor, indication is that untrained
    workforce was appropriately used at lesser hourly
    rates.
  • The variance directions and proportions are same
    for both Indirect labor and supplies.

39
Q1 Limitations of Standard Cost Overhead
Analysis
  • Overhead pools are too aggregated, and allocation
    of overhead based on a single, probably
    irrelevant base leads to wrong results.
  • Variance formulas are misapplied.
  • Reliance on these can mislead into costly,
    incorrect decisions.
  • Efficiency overhead, particularly is a misnomer
    as efficiencies are not in the use of overhead
    but rather in the use of the base itself.
  • Traditional computations for overhead spending
    and efficiency variances yield meaningless
    outcomes but at a cost.
  • Though it gives us the relationship between
    estimated and actual costs, it gives very little
    management information.
  • It may be counter-productive, resulting in
    dysfunctional decisions and in a loss of
    credibility for other accounting reports.

40
Reasons to change from SCS
  • Overhead itself is a relatively larger cost.
  • Statistical tools necessary to implement the
    above are much more widely understood by
    accountants than a few years ago.
  • Widespread computer processing has made it
    economical to do statistical analyses and
    maintain detailed cost data bases.

41
An Illustration
  • Machine hours have been found to be the
    appropriate cost driver through Regression
    Analysis for the supplies.
  • Though all models of the product have same direct
    labor hour, the more complex models(20) require
    many more machine hours than the basic high
    volume model.
  • With a shift in mix from complex to basic models,
    less lubricants are needed(990 to 900 barrels).
  • If top-management approved 75,000 (6,000 hrs at
    12.50) indirect labor budget and activity-based
    budget is 60,000 (4,800 at 12.50), then
    management is responsible for the sticky cost of
    15,000 (Management Decision Variance or
    Strategic Quantity Variance).

42
Additional data
43
Solution per detail data, Activity Driven
Standards
44
Total Variance
45
Q2 How does the Activity approach improve upon
the Standard Cost Analysis of Overhead?
  • With overhead costs rising as a proportion of
    manufacturing costs, Activity approach will be
    more cost beneficial.
  • Activity approach may make difference between
    profitable or unprofitable operations.
  • Whenever activity based costing is appropriate
    for product cost determination, the same drivers
    should be equally relevant for cost control
    applications.

46
Questions?
47
Better information through the marriage of ABC
and traditional standard costing techniques
48
A General Model for Variable Overhead Variance
Analysis
  • Actual Quantity Actual Quantity
    Standard Quantity

    Actual OH Rate Standard OH Rate
    Standard OH Rate

SpendingVariance
EfficiencyVariance
The total variance is the flexible budget
variance.
49
A General Model for Fixed Overhead Variance
Analysis
  • Actual Fixed Fixed
    Fixed
  • Overhead Overhead
    Overhead
    Incurred Budget
    Applied
    SH FR

Spending Variance
Volume Variance
FR Standard Fixed Overhead RateSH Standard
Hours Allowed
50
Q 1. Why traditional standard costing and
variance analyses have severe limitations when
used to analyze overhead costs, but less so when
used to analyze direct materials and direct labor
costs.
51
Reasons
  • Overhead costs are increasing at a rate faster
    than production or sales volume in most
    companies.
  • The traditional cost drivers DM, DL and
    Manufacturing Hrs are applied as the activity
    measure for OH.
  • In doing so, overhead rates can reach 500 to
    1,000 percent of direct labor costs.
  • A single activity measure cannot conform to all
    the factory O/H
  • Applying a single overhead rate doesn't
    adequately represent all the forces that drive
    costs in a modern organization.
  • Locating overhead costs to products this way
    provides managers with poor or incorrect
    information on the costs of organizational
    resources, especially distribution, engineering,
    and sales

52
ABC MOLDING COMPANY
  • Example of both the limitations of traditional
    standard O/H variance information and the
    improvements gained by incorporating ABC
    techniques.
  • Consider a single injection molding machine and a
    single operator.
  • Machine operator capable of producing 125 parts
    per hr over 20 eight hr shifts at full capacity.
  • Expected production for the test month 18000
    parts with 2 set ups 8 hrs each.
  • Three components of O/H costs cost of operator,
    cost of indirect materials (cleaning solvent) and
    cost of utilities (electricity)
  • Operator sets up machine and then monitors during
    production run
  • Cleaning solvent used as part of set up
  • Electricity consumed during production hr
  • Actual production in test month was 16000 parts
    with 4 set ups 120 prod hrs and 50 set up hrs

53
ABC MOLDING COMPANY DATA
  • BUDGETED INFORMATION

ACTUAL INFORMATION
54
ABC MOLDING COMPANY DATA
Expected VMOH _at_ actual cost driver level
calculations
Flexible Budget calculations
55
Variances Based on Traditional Standard Variable
O/H Cost Analysis
2.22 extra set ups (4 vs. 1.78) more hrs to
perform 4 set ups (50 Vs 32 )
16000 parts in 8 fewer hrs (120 vs. 128)
Incr in price (0.07 Vs 0.06 per KW hr
efficiency 4800 more KW hrs (16800 vs. 12000 kw
hr)
2.22 extra set ups and less solvent (16 g Vs 24)
56
Variances Based on Traditional Standard Fixed O/H
Cost Analysis
2 extra set ups, extra hrs (50 vs. 32) incr
operator costs (21 vs. 20)
2 extra set ups,less solvent usage(16 vs. 24)
incr in solvent cost (60 vs. 48)
2000 fewer parts produced.
57
Q 2.How can the marriage of ABC and traditional
standard costing techniques improve usefulness of
information?
58
Standard costing Vs. ABC
  • As manufacturing becomes overhead intensive the
    information limitations produced by traditional
    analysis become severe.
  • The traditional cost drivers DM, DL and
    Manufacturing Hrs do not adequately represent all
    the forces that drive costs in a modern
    organization.
  • Traditional standard costing systems lack two
    necessary managerial functions
  • -an accurate cost estimate for activities,
    products, services, and customers
  • -economic feedback to managers and operators
    about process efficiency
  • ABC System based on cost drivers that link
    activities performed to products and allocate
    activity costs directly to products using these
    cost drivers.
  • ABC produces more accurate costs by using
    multiple drivers (basic and second level cost
    drivers) and multiple variable overhead rates

59
Standard costing Vs. ABC
  • ABC accurately measure costs but ignores the
    benefits of a multi-product production strategy.
  • Updating the accounting system and maintaining an
    ABC system requires
  • additional time and money compared to standard
    costing.
  • ABC is useful for decision making but not
    decision control.
  • Standard costing is the classic control tool. It
    sets out standard or expected costs for each
    category and then after the fact, one compares
    actual to budgets to identify variances
  • The marriage of the ABC and traditional standard
    costing system represents the building block of
    a system capable of producing more relevant
    information

60
Calculations- Unit level O/H costs
  • Expected OH _at_ actual SDC level calculation
  • 16800Kw hrs _at_ 0.06 per KW hr 1008
  • Expected OH _at_ actual BCD level calculation
  • 120 production hrs _at_ 20 per hr 2400
  • 120 production hrs _at_ 100 Kw hrs per production
    hr _at_ 0.06 per kw hr 720
  • Flexible Budget calculations
  • 16000 parts _at_125 parts per production hr _at_ 20
    per hour 2560
  • 16000 parts _at_ 125parts per production hr _at_ 100kw
    hrs per production hr _at_ 0.06 per Kw hour 768

61
Variances Based on ABC Standard O/H Cost Analysis
Unit level O/H costs
Incr electricity consumption for 120 prod hrs
Decr in cost 16000 parts in fewer hrs than
expected.
Incr in KW hr price than expected.
62
Calculations- Batch level O/H costs
  • Expected OH _at_ actual BCD level calculation
  • 50 hrs _at_ 20 per hr 1000
  • 16 gallons _at_ 48 per gallon 768
  • Batch level flexible budget calculation
  • 4 set ups _at_8 hrs per set up _at_ 20per hr 640
  • 4 set ups _at_ 6 gallons per set up _at_ 48 per
    gallon 1152
  • Unit level Flexible Budget calculations
  • 16000 parts _at_ 1 set up per 9000 parts_at_ 8 hrs per
    set up _at_ 20 per hr 284
  • 16000 parts _at_ 1 set up per 9000 parts_at_ 6 gallons
    per set up _at_ 48 per gallon 512

63
Variances Based on ABC Standard O/H Cost Analysis
Batch level O/H costs
18 more hrs used for 4 set ups (50 Vs 32)
8 less gallons used for 4 set ups (16 vs. 24)
Set up cost per part incr when produced in small
batches (4000 vs. 9000)
64
Requirements
  • Continually update the standard quantities and
    prices of inputs. Variations due to continual
    improvement, learning curves and business
    environment changes.
  • Need additional information hence improve
    existing information systems. Information like
    monitoring utility consumption for each
  • Calculate both basic and second level cost
    drivers for batch level O/H costs.

65
Benefits
  • It is a system building block to gain more
    relevant information.
  • Focus on correcting the inefficiency
  • Management can focus on potential areas for
    significant cost reduction.
  • Low cost monitoring and low cost means for
    identifying potential improvements

66
Conclusion
  • The cost accountant must understand the
    strengths and weaknesses of each tool and be able
    to help managers decide when and for what purpose
    which tool is the best. There are no perfect
    answers in management accounting, all one can
    hope for is to address the ever-changing
    information needs of control and coordination
    activities that managers must perform.

67
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