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N I N T H E D I T I O N
Managerial Accounting
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N I N T H E D I T I O N
Susan V. Crosson, M.S. Accounting, C.P.A Santa Fe College
Belverd E. Needles, Jr., Ph.D., C.P.A., C.M.A. DePaul University
Managerial Accounting
Managerial Accounting, Ninth Edition
Susan Crosson, Belverd Needles
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Student Edition ISBN 10: 0-538-74280-1 Student Edition ISBN 13: 978-0-538-74280-1
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v
1 The Changing Business Environment: A Manager’s Perspective 2
2 Cost Concepts and Cost Allocation 44
3 Costing Systems: Job Order Costing 90
4 Costing Systems: Process Costing 128
5 Value-Based Systems: ABM and Lean 166
6 Cost Behavior Analysis 206
7 The Budgeting Process 248
8 Performance Management and Evaluation 300
9 Standard Costing and Variance Analysis 344
10 Short-Run Decision Analysis 392
11 Capital Investment Analysis 432
12 Pricing Decisions, Including Target Costing and Transfer Pricing 470
13 Quality Management and Measurement 516
14 Financial Analysis of Performance 554
APPENDIX A Present Value Tables 604
BRIEF CONTENTS
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vii
Preface xv
About the Authors xxix
CONTENTS
CHAPTER 1 The Changing Business Environment: A Manager’s Perspective 2
DECISION POINT � A MANAGER’S FOCUS WAL-MART
STORES, INC. 3
The Role of Management Accounting 4 Management Accounting and Financial Accounting:
A Comparison 4 Management Accounting and the Management
Process 5
Value Chain Analysis 11 Primary Processes and Support Services 12 Advantages of Value Chain Analysis 13 Managers and Value Chain Analysis 13
Continuous Improvement 15 Management Tools for Continuous
Improvement 16
Achieving Continuous Improvement 17
Performance Measures: A Key to Achieving Organizational Objectives 19
Using Performance Measures in the Management Process 19
The Balanced Scorecard 20 Benchmarking 22
Standards of Ethical Conduct 22 A LOOK BACK AT � WAL-MART STORES, INC. 25
STOP & REVIEW 27
CHAPTER ASSIGNMENTS 29
CHAPTER 2 Cost Concepts and Cost Allocation 44
DECISION POINT � A MANAGER’S FOCUS THE HERSHEY
COMPANY 45
Cost Information 46 Managers’ Use of Cost Information 46 Cost Information and Organizations 46 Cost Classifications and Their Uses 46 Cost Traceability 47 Cost Behavior 48 Value-Adding Versus Nonvalue-Adding
Costs 48 Cost Classifications for Financial Reporting 48
Financial Statements and the Reporting of Costs 50
Income Statement and Accounting for Inventories 50
Statement of Cost of Goods Manufactured 51 Cost of Goods Sold and a Manufacturer’s Income
Statement 53
Inventory Accounts in Manufacturing Organizations 54
Document Flows and Cost Flows Through the Inventory Accounts 54
The Manufacturing Cost Flow 56
Elements of Product Costs 58 Prime Costs and Conversion Costs 59 Computing Product Unit Cost 59
viii Contents
CHAPTER 3 Costing Systems: Job Order Costing 90
DECISION POINT � A MANAGER’S FOCUS COLD STONE
CREAMERY, INC. 91
Product Unit Cost Information and the Management Process 92
Planning 92 Performing 92 Evaluating 92 Communicating 92
Product Costing Systems 93 Job Order Costing in a Manufacturing
Company 95 Materials 96 Labor 98
Overhead 98 Completed Units 99 Sold Units 99 Reconciliation of Overhead Costs 100
A Job Order Cost Card and the Computation of Unit Cost 101
A Manufacturer’s Job Order Cost Card and the Computation of Unit Cost 101
Job Order Costing in a Service Organization 102 A LOOK BACK AT � COLD STONE CREAMERY, INC. 105
STOP & REVIEW 107
CHAPTER ASSIGNMENTS 109
CHAPTER 4 Costing Systems: Process Costing 128
DECISION POINT � A MANAGER’S FOCUS DEAN
FOODS 129
The Process Costing System 130 Patterns of Product Flows and Cost Flow
Methods 131 Cost Flows Through the Work in Process Inventory
Accounts 132
Computing Equivalent Production 133 Equivalent Production for Direct Materials 134 Equivalent Production for Conversion Costs 135 Summary of Equivalent Production 135
Preparing a Process Cost Report Using the FIFO Costing Method 136
Accounting for Units 136 Accounting for Costs 139 Assigning Costs 139 Process Costing for Two or More Production
Departments 141
Preparing a Process Cost Report Using the Average Costing Method 143
Accounting for Units 143 Accounting for Costs 145 Assigning Costs 145 A LOOK BACK AT � DEAN FOODS 148
STOP & REVIEW 151
CHAPTER ASSIGNMENTS 153
Product Cost Measurement Methods 60 Computing Service Unit Cost 62
Cost Allocation 63 Allocating the Costs of Overhead 63 Allocating Overhead: The Traditional Approach 65
Allocating Overhead: The ABC Approach 67 A LOOK BACK AT � THE HERSHEY COMPANY 69
STOP & REVIEW 71
CHAPTER ASSIGNMENTS 74
Contents ix
CHAPTER 5 Value-Based Systems: ABM and Lean 166
DECISION POINT � A MANAGER’S FOCUS LA-Z-BOY,
INC. 167
Value-Based Systems and Management 168
Value Chains and Supply Chains 169 Process Value Analysis 170 Value-Adding and Non-Value-Adding Activities 171 Value-Based Systems 171 Activity-Based Management 171 Managing Lean Operations 172
Activity-Based Costing 172 The Cost Hierarchy and the Bill of Activities 173
The New Operating Environment and Lean Operations 176
Just-in-Time (JIT) 176 Continuous Improvement of the Work
Environment 178 Accounting for Product Costs in a JIT Operating
Environment 178
Backflush Costing 180 Comparison of ABM and Lean 184 A LOOK BACK AT � LA-Z-BOY, INC. 185
STOP & REVIEW 188
CHAPTER ASSIGNMENTS 190
CHAPTER 6 Cost Behavior Analysis 206
DECISION POINT � A MANAGER’S FOCUS FLICKR 207
Cost Behavior and Management 208 The Behavior of Costs 208
Mixed Costs and the Contribution Margin Income Statement 214
The Engineering Method 214 The Scatter Diagram Method 214 The High-Low Method 215 Statistical Methods 217 Contribution Margin Income Statements 217
Cost-Volume-Profit Analysis 218
Breakeven Analysis 220 Using an Equation to Determine the Breakeven
Point 221 The Breakeven Point for Multiple Products 222
Using C-V-P Analysis to Plan Future Sales, Costs, and Profits 225
Applying C-V-P to Target Profits 225 A LOOK BACK AT � FLICKR 228
STOP & REVIEW 231
CHAPTER ASSIGNMENTS 233
CHAPTER 7 The Budgeting Process 248
DECISION POINT � A MANAGER’S FOCUS FRAMERICA
CORPORATION 249
The Budgeting Process 250 Advantages of Budgeting 250 Budgeting and Goals 251 Budgeting Basics 251
The Master Budget 253
Preparation of a Master Budget 253 Budget Procedures 256
Operating Budgets 257 The Sales Budget 257 The Production Budget 258 The Direct Materials Purchases Budget 259 The Direct Labor Budget 261
x Contents
The Overhead Budget 261 The Selling and Administrative Expense
Budget 262 The Cost of Goods Manufactured Budget 263
Financial Budgets 265 The Budgeted Income Statement 265
The Capital Expenditures Budget 266 The Cash Budget 266 The Budgeted Balance Sheet 269 A LOOK BACK AT � FRAMERICA CORPORATION 271
STOP & REVIEW 274
CHAPTER ASSIGNMENTS 276
CHAPTER 9 Standard Costing and Variance Analysis 344
DECISION POINT � A MANAGER’S FOCUS iROBOT
CORPORATION 345
Standard Costing 346 Standard Costs and Managers 346 Computing Standard Costs 347 Standard Direct Materials Cost 347 Standard Direct Labor Cost 347 Standard Overhead Cost 348 Total Standard Unit Cost 349
Variance Analysis 350 The Role of Flexible Budgets in Variance
Analysis 350 Using Variance Analysis to Control Costs 352
Computing and Analyzing Direct Materials Variances 355
Computing Direct Materials Variances 355 Analyzing and Correcting Direct Materials
Variances 357
CHAPTER 8 Performance Management and Evaluation 300
DECISION POINT � A MANAGER’S FOCUS VAIL
RESORTS 301
Performance Measurement 302 What to Measure, How to Measure 302 Other Measurement Issues 302 Organizational Goals and the Balanced
Scorecard 303 The Balanced Scorecard and Management 303
Responsibility Accounting 305 Types of Responsibility Centers 306 Organizational Structure and Performance
Management 308
Performance Evaluation of Cost Centers and Profit Centers 310
Evaluating Cost Center Performance Using Flexible Budgeting 310
Evaluating Profit Center Performance Using Variable Costing 311
Performance Evaluation of Investment Centers 313
Return on Investment 313 Residual Income 315 Economic Value Added 316 The Importance of Multiple Performance
Measures 318
Performance Incentives and Goals 319 Linking Goals, Performance Objectives, Measures,
and Performance Targets 319 Performance-Based Pay 320 The Coordination of Goals 320 A LOOK BACK AT � VAIL RESORTS 323
STOP & REVIEW 326
CHAPTER ASSIGNMENTS 328
Contents xi
Computing and Analyzing Direct Labor Variances 358
Computing Direct Labor Variances 358 Analyzing and Correcting Direct Labor Variances 360
Computing and Analyzing Overhead Variances 361
Using a Flexible Budget to Analyze Overhead Variances 361
Computing Overhead Variances 362 Analyzing and Correcting Overhead
Variances 367
Using Cost Variances to Evaluate Managers’ Performance 369
A LOOK BACK AT � iROBOT CORPORATION 371
STOP & REVIEW 376
CHAPTER ASSIGNMENTS 378
CHAPTER 10 Short-Run Decision Analysis 392
DECISION POINT � A MANAGER’S FOCUS BANK OF
AMERICA 393
Short-Run Decision Analysis and the Management Process 394
Incremental Analysis for Short-Run Decisions 394
Incremental Analysis for Outsourcing Decisions 397
Incremental Analysis for Special Order Decisions 399
Incremental Analysis for Segment Profitability Decisions 402
Incremental Analysis for Sales Mix Decisions 404
Incremental Analysis for Sell or Process- Further Decisions 407
A LOOK BACK AT � BANK OF AMERICA 410
STOP & REVIEW 413
CHAPTER ASSIGNMENTS 415
CHAPTER 11 Capital Investment Analysis 432
DECISION POINT � A MANAGER’S FOCUS AIR PRODUCTS
AND CHEMICALS INC. 433
The Capital Investment Process 434 Capital Investment Analysis 434 Capital Investment Analysis in the Management
Process 435 The Minimum Rate of Return on Investment 437 Cost of Capital 437 Other Measures for Determining Minimum Rate of
Return 438 Ranking Capital Investment Proposals 438
Measures Used in Capital Investment Analysis 439
Expected Benefits from a Capital Investment 439 Equal Versus Unequal Cash Flows 440 Carrying Value of Assets 440 Depreciation Expense and Income Taxes 440 Disposal or Residual Values 441
The Time Value of Money 442 Interest 442 Present Value 443 Present Value of a Single Sum Due
in the Future 444 Present Value of an Ordinary Annuity 444
The Net Present Value Method 446 Advantages of the Net Present Value Method 446 The Net Present Value Method Illustrated 446
Other Methods of Capital Investment Analysis 449
The Payback Period Method 449 The Accounting Rate-of-Return Method 450 A LOOK BACK AT � AIR PRODUCTS
AND CHEMICALS INC. 452
STOP & REVIEW 454
CHAPTER ASSIGNMENTS 456
xii Contents
CHAPTER 13 Quality Management and Measurement 516
DECISION POINT � A MANAGER’S FOCUS AMAZON
.COM 517
The Role of Management Information Systems in Quality Management 518
Enterprise Resource Planning Systems 518 Managers’ Use of MIS 518
Financial and Nonfinancial Measures of Quality 520
Financial Measures of Quality 520 Nonfinancial Measures of Quality 521 Measuring Service Quality 525
Measuring Quality: An Illustration 526 Evaluating the Costs of Quality 526 Evaluating Nonfinancial Measures of Quality 529
The Evolving Concept of Quality 530 Recognition of Quality 532 A LOOK BACK AT � AMAZON.COM 534
STOP & REVIEW 536
CHAPTER ASSIGNMENTS 538
CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing 470
DECISION POINT � A MANAGER’S FOCUS LAB 126 471
The Pricing Decision and the Manager 472 Pricing Policies 472 Pricing Policy Objectives 472 Pricing and the Management Process 473 External and Internal Pricing Factors 473
Economic Pricing Concepts 475 Total Revenue and Total Cost Curves 475 Marginal Revenue and Marginal Cost Curves 477 Auction-Based Pricing 477
Cost-Based Pricing Methods 478 Gross Margin Pricing 479 Return on Assets Pricing 480 Summary of Cost-Based Pricing Methods 481 Pricing Services 482
Factors Affecting Cost-Based Pricing Methods 483
Pricing Based on Target Costing 485 Differences Between Cost-Based Pricing and Target
Costing 485 Target Costing Analysis in an Activity-Based
Management Environment 487
Pricing for Internal Providers of Goods and Services 489
Transfer Pricing 489 Developing a Transfer Price 490 Other Transfer Price Issues 491 Using Transfer Prices to Measure Performance 491 A LOOK BACK AT � LAB 126 493
STOP & REVIEW 496
CHAPTER ASSIGNMENTS 498
Contents xiii
CHAPTER 14 Financial Analysis of Performance 554
DECISION POINT � A MANAGER’S FOCUS STARBUCKS
CORPORATION 555
Foundations of Financial Performance Measurement 556
Financial Performance Measurement: Management’s Objectives 556
Financial Performance Measurement: Creditors’ and Investors’ Objectives 556
Standards of Comparison 557 Sources of Information 559 Executive Compensation 561
Tools and Techniques of Financial Analysis 563
Horizontal Analysis 563
Trend Analysis 566 Vertical Analysis 567 Ratio Analysis 569
Comprehensive Illustration of Ratio Analysis 571
Evaluating Liquidity 571 Evaluating Profitability 573 Evaluating Long-Term Solvency 574 Evaluating the Adequacy of Cash Flows 575 Evaluating Market Strength 577 A LOOK BACK AT � STARBUCKS CORPORATION 578
STOP & REVIEW 583
CHAPTER ASSIGNMENTS 585
APPENDIX A Present Value Tables 604
Endnotes 608
Company Index 610
Subject Index 612
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PREFACE
Accounting in Motion!
This revision of Managerial Accounting is based on an understanding of the nature, culture, and motivations of today’s undergraduate students and on exten- sive feedback from many instructors who use our book. These substantial changes meet the needs of these students, who not only face a business world increasingly complicated by ethical issues, globalization, and technology but who also have more demands on their time. To assist them to meet these challenges, the authors carefully show them how the effects of business transactions, which are the result of business decisions, are recorded in a way that will be reflected on the finan- cial statements. Instructors will find that building on the text’s historically strong pedagogy, the authors have strengthened transaction analysis and its link to the accounting cycle.
Updated Content, Organization and Pedagogy
Strong Pedagogical System Managerial Accounting originated the pedagogical system of Integrated Learning Objectives. The system supports both learning and teaching by provid- ing flexibility in support of the instructor’s teaching of first-year accounting. The chapter review and all assignments identify the applicable learning objective(s) for easy reference.
Each learning objective refers to a specific content area, usually either con- ceptual content or procedural techniques, in short and easily understandable seg- ments. Each segment is followed by a “Stop and Apply” section that illustrates and solves a short exercise related to the learning objective.
xv
& APPLYSTOP Match the letter of each item below with the numbers of the related items:
a. An inventory cost b. An assumption used in the valuation of
inventory c. Full disclosure convention d. Conservatism convention e. Consistency convention f. Not an inventory cost or assumed flow ____ 1. Cost of consigned goods ____ 2. A note to the financial statements
explaining inventory policies
____ 3. Application of the LCM rule ____ 4. Goods flow ____ 5. Transportation charge for mer-
chandise shipped FOB shipping point
____ 6. Cost flow ____ 7. Choosing a method and sticking
with it ____ 8. Transportation charge for mer-
chandise shipped FOB destination
SOLUTION 1. f; 2. c; 3. d; 4. b; 5. a; 6. f; 7. e; 8. f
xvi Preface
To make the text more visually appealing and readable, it is divided into student-friendly sections with brief bulleted lists, new art, photographs, and end- of-section review material.
Further, to reduce distractions, the margins of the text include only Study Notes, which alert students to common misunderstandings of concepts and tech- niques; key ratio and cash flow icons, which highlight discussions of profitability and liquidity; and accounting equations.
In this edition, we reduced excessive detail, shortened headings, simplified explanations, and increased readability in an effort to reduce the length of each chapter.
To avoid financial distress, a company must be able to pay its bills on time. Because the timing of cash flows is critical to maintaining adequate liquidity to pay bills, managers and other users of financial information must understand the difference between transactions that generate immediate cash and those that do not. Con- sider the transactions of Miller Design Studio shown in Figure 2-3. Most of them involve either an inflow or outflow of cash.
As you can see in Figure 2-3, Miller’s Cash account has more transactions than any of its other accounts. Look at the transactions of July 10, 15, and 22:
� July 10: Miller received a cash payment of $2,800.
� July 15: The firm billed a customer $9,600 for a service it had already per- formed.
� July 22: The firm received a partial payment of $5,000 from the customer, but it had not received the remaining $4,600 by the end of the month.
Because Miller incurred expenses in providing this service, it must pay careful attention to its cash flows and liquidity.
One way Miller can manage its expenditures is to rely on its creditors to give it time to pay. Compare the transactions of July 3, 5, and 9 in Figure 2-3.
Cash Flows and the Timing of Transactions
LO5 Show how the timing of transactions affects cash flows and liquidity.
Enhanced Real- World Examples Demonstrate Accounting in Motion
IFRS, Fair Value, and Other Updates International Financial Reporting Standards and fair value have been integrated throughout the book where accounting standards have changed and also in the Business Focus features where applicable. All current events, statistics, and tables have been updated with the latest data.
Study Note After Step 1 has been completed, the Income Summary account reflects the account balance of the Design Revenue account before it was closed.
Preface xvii
Use of Diverse Companies Each chapter begins with a Decision Point, a real-world scenario about a company that challenges students to see the connection between accounting information and management decisions.
FOCUS ON BUSINESS PRACTICE
IFRS: The Arrival of International Financial Reporting Standards in the United States
and Exchange Commission (SEC) recently voted to allow foreign registrants in the United States. This is a major development because in the past, the SEC required foreign registrants to explain how the standards used in their statements differed from U.S. standards. This change affects approximately 10 percent of all public U.S. companies. In addition, the SEC may in the near future allow U.S. companies to use IFRS.11
Over the next few years, international financial reporting standards (IFRS) will become much more important in the United States and globally. The International Accounting Standards Board (IASB) has been working with the Financial Accounting Standards Board (FASB) and similar boards in other nations to achieve identical or nearly identical stan- dards worldwide. IFRS are now required in many parts of the world, including Europe. The Securities-
� An order for airplanes is obviously an important economic event for both the buyer and the seller. Is there a difference between an economic event and a business transaction that should be recorded in the accounting records?
� Should Boeing record the order in its accounting records?
� How important are liquidity and cash flows to Boeing?
DECISION POINT � A USER’S FOCUS THE BOEING COMPANY
In April 2006, the Chinese government announced that it had ordered 80 Boeing commercial jet liners, thus fulfilling a commitment it had made to purchase 150 airplanes from Boeing. Valued at about $4.6 billion, the order for the 80 airplanes was one of many events that brought about Boeing’s resurgence in the stock market. After Boeing received this order, as well as orders from other customers, its stock began trading at an all-time high.
Typically, it takes Boeing almost two years to manufacture an airplane. In this case, the aircraft delivery cycle was expected to peak in 2009.1
These company examples come full circle at the end of the chapter by linking directly to the A Look Back At diverse company examples illustrate accounting concepts and encourage students to apply what they have learned.
A LOOK BACK AT � THE BOEING COMPANY The Decision Point at the beginning of the chapter described the order for 80 airplanes that the Chinese government placed with Boeing. It posed the following questions:
• An order for airplanes is obviously an important economic event to both the buyer and the seller. Is there a difference between an economic event and a business transaction that should be recorded in the accounting records?
• Should Boeing record the order in its accounting records? • How important are liquidity and cash flows to Boeing?
Despite its importance, the order did not constitute a business transaction, and nei- ther the buyer nor the seller should have recognized it in its accounting records. At the time the Chinese government placed the order, Boeing had not yet built the airplanes. Until it delivers them and title to them shifts to the Chinese government, Boeing cannot record any revenue.
xviii Preface
CVS Caremark Corporation Consolidated Statements of Operations
Fiscal Year Ended
Dec. 31, 2008 Dec. 29, 2007 Dec. 30, 2006 (In millions, except per share amounts) (52 weeks) (52 weeks) (53 weeks)
Net revenues $87,471.9 $76,329.5 $43,821.4 Cost of revenues 69,181.5 60,221.8 32,079.2
Gross profit 18,290.4 16,107.7 11,742.2
Total operating expenses 12,244.2 11,314.4 9,300.6
Operating profit1 6,046.2 4,793.3 2,441.6 Interest expense, net2 509.5 434.6 215.8
Earnings before income tax provision 5,536.7 4,358.7 2,225.8 Loss from discontinued operations, (132) — —
net of income tax benefit of $82.4 Income tax provision 2,192.6 1,721.7 856.9
Net earnings3 3,212.1 2,637.0 1,368.9 Preference dividends, net of income tax benefit4 14.1 14.2 13.9
Net earnings available to common shareholders $ 3,198.0 $ 2,622.8 $ 1,355.0 BASIC EARNINGS PER COMMON SHARE:5
Net earnings $ 2.23 $ 1.97 $ 1.65
Weighted average common shares outstanding 1,433.5 1,328.2 820.6
DILUTED EARNINGS PER COMMON SHARE: Net earnings $ 2.18 $ 1.92 $ 1.60
Weighted average common shares outstanding 1,469.1 1,371.8 853.2
Consolidated means that data from all companies owned by CVS are combined.
CVS’s fiscal year ends on the Saturday closest to December 31.
Revised and Expanded Assignments Assignments have been carefully scrutinized for direct relevancy to the learning objectives in the chapters. Names and numbers for all Short Exercises, Exercises, and Problems have been changed except those used on videos. We have reversed the alternate and main problems from the previous edition. Most importantly, alternative problems have been expanded so that there are ample problems for any course.
All of the cases have been updated as appropriate and the number of cases in each chapter has been reduced in response to user preferences. The variety of cases in each chapter depends on their relevance to the chapter topics, but throughout the text there are cases involving conceptual understanding, ethical dilemmas, interpreting financial reports, group activities, business communication, and the Internet. Annual report cases based on CVS Caremark and Southwest Airlines can be found at the end of the chapter.
Use of Well-Known Public Companies This textbook also offers examples from highly recognizable public companies, such as CVS Caremark, Southwest Airlines, Dell Computer, and Netflix, to relate basic accounting concepts and techniques to the real world. The latest available data is used in exhibits to incorporate the most recent FASB pronouncements. The authors illustrate current practices in financial reporting by referring to data from Accounting Trends and Techniques (AICPA) and integrate international top- ics wherever appropriate.
Preface xix
Specific Chapter Changes
The following chapter-specific changes have been made in this edition of Managerial Accounting:
Chapter 1 The Changing Business Environment: A Manager’s Perspective • Updated definition of management accounting in LO1 • Lean production introduced as a key term in LO3 • Sections on total quality management and activity based management in LO3
revised • Updated Focus on Business Practice box on how to blow the whistle on fraud
Chapter 2 Cost Concepts and Cost Allocation • New company (Hershey’s) used as example in the Decision Point • Discussions of costs in LO2 in previous edition incorporated in LO1 • Introduction to methods of product cost measurement added and section on
computing service unit cost shortened in new LO4 • LO7 and LO8 in previous edition (the traditional and ABC approaches to
allocating overhead) streamlined and incorporated in new LO5
Chapter 3 Costing Systems: Job Order Costing • Chapter 3 in previous edition separated into two chapters, with new
Chapter 3 focusing on job order costing and new Chapter 4 focusing on process costing
• Operations costing system introduced as a key concept • Discussions of manufacturer’s job order cost card, computation of unit cost,
and job order costing in a service organization included in new LO4
Chapter 4 Costing Systems: Process Costing • New chapter (part of Chapter 3 in previous edition)
Chapter 5 Value-Based Systems: ABM and Lean • Chapter revised to emphasize value-based systems • LO1, LO2, and LO3 in last edition revised and incorporated in new LO1 • New listing of the disadvantages of activity-based costing in LO2 • New focus on lean operations in LO3 and section on accounting for product
costs added
Chapter 6 Cost Behavior Analysis • New company (Flickr) used as example in the Decision Point • Sections on variable, fixed, and mixed costs, which were in LO2 in last edi-
tion, now included in LO1 • Concept of a step cost introduced in discussion of fixed costs in LO1 • Methods used to separate the components of mixed costs and the contribu-
tion margin income statement now the focus of LO2 • Material in LO4 reformatted to clarify concepts
xx Preface
Chapter 7 The Budgeting Process • New company (Framerica Corporation) used as example in the Decision
Point • LO1 reorganized, revised, and shortened • Section on advantages of budgeting and three new key terms—static budget,
continuous budget, and zero-based budgeting added to LO1
Chapter 8 Performance Management and Evaluation • LO1 and LO2 in last edition combined and revised
Chapter 9 Standard Costing and Variance Analysis • New company (iRobot Corporation) used as example in the Decision Point • LO1 and LO2 in last edition combined and revised • New Focus on Business Practice box titled “What Do You Get When You
Cross a Vacuum Cleaner with a Gaming Console?”
Chapter 10 Short-Run Decision Analysis • Chapter revised to focus on the use of incremental analysis in making short-
run decisions; capital investment analysis and time value of money now cov- ered in Chapter 11
Chapter 11 Capital Investment Analysis • New chapter
Chapter 12 Pricing Decisions, Including Target Costing and Transfer Pricing
• LO1 reorganized and shortened • Updated Focus on Business Practice box on Internet fraud • Discussions of steps followed in gross margin pricing and return on assets
pricing in LO3 reformatted for greater clarity • Discussion of the differences between cost-based pricing and target costing in
LO4 revised and made more succinct • Section on developing a transfer price in LO5 revised
Preface xxi
Chapter 13 Quality Management and Measurement • In LO2, formula for computing delivery cycle time added and displayed;
formula for computing waste time also displayed • In LO4, discussion of Motorola’s Sigma Six quality goal revised, with
disadvantages noted
Chapter 14 Financial Analysis of Performance • Section on the management process in LO1 revised to increase the focus on
management’s objectives • Revised Focus on Business Practice box on pro forma earnings • In LO3, two-year coverage of the comprehensive ratio analysis extended to
three years • Revised Focus on Business Practice box on performance measurement and
management compensation
xxii Preface
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� Instructor’s Resource CD-ROM: Included on this CD set are the key sup- plements designed to aid instructors, including the Solutions Manual, Exam- View Test Bank, Word Test Bank, and Lecture PowerPoint slides.
� Solutions Manual: The Solutions Manual contains answers to all exercises, problems, and activities that appear in the text. As always, the solutions are author-written and verified multiple times for numerical accuracy and consis- tency with the core text.
� ExamView® Pro Testing Software: This intuitive software allows you to easily customize exams, practice tests, and tutorials and deliver them over a network, on the Internet, or in printed form. In addition, ExamView comes with searching capabilities that make sorting the wealth of questions from the printed test bank easy. The software and files are found on the IRCD.
Online Solutions for Every Learning Style
Preface xxiii
� Lecture PowerPoint® Slides: Instructors will have access to PowerPoint slides online and on the IRCD. These slides are conveniently designed around learning objectives for partial chapter teaching and include art for dynamic presentations. There are also lecture outline slides for each chapter for those instructors who prefer them.
� Instructor’s Companion Website: The instructor website contains a vari- ety of resources for instructors, including the Instructor’s Resource Manual (which has chapter planning matrices, chapter resource materials and out- lines, chapter reviews, difficulty and time charts, etc.), and PowerPoint slides. www.cengage.com/accounting/needles
� Klooster & Allen’s General Ledger Software: Prepared by Dale Klooster and Warren Allen, this best-selling, educational, general ledger package introduces students to the world of computerized accounting through a more intuitive, user-friendly system than the commercial software they will use in the future. In addition, students have access to general ledger files with information based on problems from the textbook and practice sets. This context allows them to see the difference between manual and com- puterized accounting systems firsthand. Also, the program is enhanced with a problem checker that enables students to determine if their entries are correct. Klooster & Allen emulates commercial general ledger pack- ages more closely than other educational packages. Problems that can be used with Klooster/Allen are highlighted by an icon. The Inspector Files found on the IRCD allow instructors to grade students’ work. A free Net- work Version is available to schools whose students purchase Klooster/ Allen’s General Ledger Software.
Learning Resources for Students
CengageNOW™ CengageNOW for Crosson/Needles Managerial Accounting, 9e is a powerful and fully integrated online teaching and learning system that provides you with flexibil- ity and control. This complete digital solution offers a comprehensive set of digital tools to power your course. CengageNOW offers the following:
� Homework, including algorithmic variations
� Integrated e-book
� Personalized study plans, which include a variety of multimedia assets (from exercise demonstrations to videos to iPod content) for students as they master the chapter materials
� Assessment options, including the full test bank and algorithmic variations
� Reporting capability based on AACSB, AICPA, and IMA competencies and standards
� Course Management tools, including grade book
� WebCT and Blackboard Integration
Visit www.cengage.com/tlc for more information.
xxiv Preface
WebTutor™ on Blackboard® and WebCT™ � WebTutor™ is available packaged with Crosson/Needles Managerial Account-
ing, 9e or for individual student purchase. Jump-start your course and cus- tomize rich, text-specific content with your Course Management System.
� Jump-start: Simply load a WebTutor cartridge into your Course Manage- ment System.
� Customize content: Easily blend, add, edit, reorganize, or delete content. Content includes media assets, quizzing, test bank, web links, discussion top- ics, interactive games and exercises, and more.
Visit www.cengage.com/webtutor for more information.
Klooster & Allen’s General Ledger Software: This best-selling, educational, general ledger software package introduces you to the world of computerized accounting through a more intuitive, user-friendly system than the commercial software you’ll use in the future. Also, the program is enhanced with a problem checker that provides feedback on selected activities and emulates commercial general ledger packages more closely than other educational packages. Problems that can be used with Klooster/Allen are highlighted by an icon.
Working Papers (Printed): A set of preformatted pages allow students to more easily work end-of-chapter problems and journal entries.
Student CD-ROM for Peachtree®: You will have access to Peachtree so you can familiarize yourself with computerized accounting systems used in the real world. You will gain experience from working with actual software, which will make you more desirable as a potential employee.
Electronic Working Papers in Excel® Passkey Access (for sale online): Students can now work end-of-chapter assignments electronically in Excel with easy-to follow, preformatted worksheets. This option is available via an online download with a passkey.
Companion Website: The student website contains a variety of educational resources for students, including online quizzing, the Glossary, Flashcards, and Learning Objectives.
www.cengage.com/accounting/needles
Preface xxv
A successful textbook is a collaborative effort. We are grateful to the many pro- fessors, other professional colleagues, and students who have taught and studied from our book, and we thank all of them for their constructive comments. In the space available, we cannot possibly mention everyone who has been helpful, but we do want to recognize those who made special contributions to our efforts in preparing the ninth edition of Managerial Accounting.
We wish to express deep appreciation to colleagues at DePaul University, who have been extremely supportive and encouraging.
Very important to the quality of this book are our proofreaders, Margaret Kearney and Cathy Larson, to whom we give special thanks. We also appreci- ate the support of our Supervising Development Editor, Katie Yanos; Execu- tive Editor, Sharon Oblinger; Senior Marketing Manager, Kristen Hurd; and Content Project Manager, Darrell Frye.
Others who have had a major impact on this book through their reviews, suggestions, and participation in surveys, interviews, and focus groups are listed below. We cannot begin to say how grateful we are for the feedback from the many instructors who have generously shared their responses and teaching experi- ences with us.
Daneen Adams, Santa Fe College Sidney Askew, Borough of Manhattan Community College Nancy Atwater, College of St. Scholastica Algis Backaitis, Wayne County Community College Abdul Baten, Northern Virginia Community College Robert Beebe, Morrisville State College Teri Bernstein, Santa Monica College Martin Bertisch, York College Tes Bireda, Hillsborough Community College James Bryant, Catonsville Community College Earl Butler, Broward Community College Lloyd Carroll, Borough of Manhattan Community College Stanley Carroll, New York City College of Technology Roy Carson, Anne Arundel Community College Janet Caruso, Nassau Community College Sandra Cereola, Winthrop University James J. Chimenti, Jamestown Community College Carolyn Christesen, SUNY Westchester Community College Stan Chu, Borough of Manhattan Community College Jay Cohen, Oakton Community College Sandra Cohen, Columbia College Scott Collins, The Pennsylvania State University Joan Cook, Milwaukee Area Tech College—Downtown Barry Cooper, Borough of Manhattan Community College Michael Cornick, Winthrop University Robert Davis, Canisius College Ron Deaton, Grays Harbor College Jim Delisa, Highline Community College Tim Dempsey, DeVry College of Technology Vern Disney, University of South Carolina Sumter Eileen Eichler, Farmingdale State College
Acknowledgements
xxvi Preface
Mary Ewanechko, Monroe Community College Cliff Frederickson, Grays Harbor College John Gabelman, Columbus State Community College Lucille Genduso, Kaplan University Nashwa George, Berkeley Rom Gilbert, Santa Fe College Janet Grange, Chicago State University Tom Grant, Kutztown Tim Griffin, Hillsborough Community College—Ybor City Campus Sara Harris, Arapahoe Community College Lori Hatchell, Aims Community College Roger Hehman, Raymond Walters College/University of Cincinnati Sueann Hely, West Kentucky Community & Technical College Many Hernandez, Borough of Manhattan Community College Michele Hill, Schoolcraft College Cindy Hinz, Jamestown Community College Jackie Holloway, National Park Community College Phillip Imel, Southwest Virginia Community College Jeff Jackson, San Jacinto College Irene Joanette-Gallio, Western Nevada Community College Vicki Jobst, Benedictine University Doug Johnson, Southwest Community College Jeff Kahn, Woodbury University John Karayan, Woodbury University Miriam Keller-Perkins, University of California-Berkeley Randy Kidd, Longview Community College David Knight, Borough of Manhattan Community College Emil Koren, Saint Leo University Bill Lasher, Jamestown Business College Jennifer LeSure, Ivy Tech State College Archish Maharaja, Point Park University Harvey Man, Borough of Manhattan Community College Robert Maxwell, College Of The Canyons Stuart McCrary, Northwestern University Noel McKeon, Florida Community College—Jacksonville Terri Meta, Seminole Community College Roger Moore, Arkansas State University—Beebe Carol Murphy, Quinsigamond Community College Carl Muzio, Saint John’s University Mary Beth Nelson, North Shore Community College Andreas Nicolaou, Bowling Green State University Patricia Diane Nipper, Southside Virginia Community College Tim Nygaard, Madisonville Community College Susan L. Pallas, Southeast Community College Clarence Perkins, Bronx Community College Janet Pitera, Broome Community College Eric Platt, Saint John’s University Shirley Powell, Arkansas State University—Beebe LaVonda Ramey, Schoolcraft College Michelle Randall, Schoolcraft College Eric Rothenburg, Kingsborough Community College
Preface xxvii
Rosemarie Ruiz, York College—CUNY Michael Schaefer, Blinn College Sarah Shepard, West Hills College Coalinga Linda Sherman, Walla Walla Community College Deborah Stephenson, Winston-Salem State University Ira Stolzenberg, SUNY—Old Westbury David Swarts, Clinton Community College Linda Tarrago, Hillsborough Community College—Main Campus Thomas Thompson, Savannah Technical College Peter Vander Weyst, Edmonds Community College Lynnwood Dale Walker, Arkansas State University—Beebe Doris Warmflash, Westchester Community College Wanda Watson, San Jacinto College—Central Andy Williams, Edmonds Community College—Lynnwood Josh Wolfson, Borough of Manhattan Community College Paul Woodward, Santa Fe College Allen Wright, Hillsborough Community College—Main Campus Jian Zhou, SUNY at Binghamton
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Susan V. Crosson, Santa Fe College
Susan V. Crosson is the accounting program coordinator and a professor of accounting at Santa Fe College, Gainesville, FL. Susan has also enjoyed teach- ing at the University of Florida, Washington University in St. Louis, Univer- sity of Oklahoma, Johnson County Community College in Kansas, and Kansas City Kansas Community College. She is known for her innovative application of pedagogical strategies online and in the classroom. She is a recipient of the Outstanding Educator Award from the American Accounting Association’s Two Year College Section, an Institute of Management Accountants’ Fac- ulty Development Grant to blend technology into the classroom, the Florida Association of Community Colleges Professor of the Year Award for Instruc- tional Excellence, and the University of Oklahoma’s Halliburton Education Award for Excellence. Susan is active in many academic and professional organizations. She served in the American Institute of CPA Pre- certification Education Executive Committee and is on the Florida Institute of CPAs Relations with Accounting Educators committee and the Florida Association of Accounting Educators Steering Committee. She has served as the American Accounting Association’s Vice President for Sections and Regions and as a council member-at-large, chairperson of the Membership Committee, and was chairperson of the Two-Year Accounting Section. Previously she served as chairperson of the Florida Institute of CPAs Accounting Careers and Edu- cation Committee and was chair of the Florida Institute of CPAs Relations with Accounting Educators Committee. Susan was on the American Institute of CPAs’ Core Competencies Best Practices Task Force also. Susan co-authors accounting textbooks for Cengage Learning: Principles of Accounting, Financial and Managerial Accounting, and Managerial Accounting with Bel Needles and Marian Powers. Susan holds a BBA in Economics and Account- ing from Southern Methodist University and a MS in Accounting from Texas Tech University.
Belverd E. Needles, Jr., Ph.D., C.P.A., C.M.A. DePaul University
Belverd Needles is an internationally recognized expert in accounting education. He has published in leading journals and is the author or editor of more than 20 books and monographs. His current research relates to international finan- cial reporting, performance measurement, and corporate governance of high- performance companies in the United States, Europe, India, and Australia. His textbooks are used throughout the world and have received many awards, includ- ing the 2008 McGuffey Award from the Text and Academic Authors Associa- tion. Dr. Needles was named Educator of the Year by the American Institute of CPAs, Accountant of the Year for Education by the national honorary soci- ety Beta Alpha Psi, and Outstanding International Accounting Educator by the American Accounting Association. Among the numerous other awards he has received are the Excellence in Teaching Award from DePaul University and the Illinois CPA Society’s Outstanding Educator Award and Life-Time Achievement
ABOUT THE AUTHORS
xxix
xxx About the Authors
Award. Active in many academic and professional organizations, he has served as the U.S. representative on several international accounting committees, includ- ing the Education Committee of the International Federation of Accountants (IFAC). He is currently vice president of education of the American Accounting Association.
N I N T H E D I T I O N
Managerial Accounting
The Management Process
C H A P T E R The Changing Business Environment: A Manager’s Perspective
M anagement is expected to ensure that the organization uses its resources wisely, operates profitably, pays its debts, and abides by laws and regulations. To fulfill these expectations, man-
agers establish the goals, objectives, and strategic plans that guide
and control the organization’s operating, investing, and financing
activities. In this chapter, we describe the approaches that managers
have developed to meet the challenges of today’s changing busi-
ness environment and the role that management accounting plays
in meeting those challenges in an ethical manner.
L E A R N I N G O B J E C T I V E S
LO1 Distinguish management accounting from financial accounting and explain how management accounting supports the management process.
LO2 Describe the value chain and its usefulness in analyzing a business.
LO3 Identify the management tools used for continuous improvement.
LO4 Explain the balanced scorecard and its relationship to performance measures.
LO5 Identify the standards of ethical conduct for management accountants.
Formulate mission statement.
Set strategic, tactical, and operating performance objectives and measures.
PLAN
PERFORM
Manage ethically.
Measure value chain and supply chain performance.
EVALUATE
COMMUNICATE
Prepare business plan.
Prepare accurate financial statements.
Communicate information clearly and ethically.
Compare actual performance with performance levels established in planning stage.
Use tools of continuous improvement.
∇ ∇
∇ ∇
∇ ∇
∇ ∇
∇
How managers plan, perform, evaluate, and report business can affect us all.
1
(pp. 4–11)
(pp. 11–15)
(pp. 15–19)
(pp. 22–24)
(pp. 19–22)
2
� What is Wal-Mart’s strategic plan?
� What management accounting tools does Wal-Mart use to stay ahead of its competitors?
� What role does management accounting play in Wal-Mart’s endeavors?
DECISION POINT � A MANAGER’S FOCUS WAL-MART STORES, INC.
If organizations are to prosper, they must identify the factors that are critical to their success. Key success factors include:
� satisfying customer needs,
� developing efficient operating processes,
� fostering career paths for employees, and
� being an innovative leader in marketing products and services.
Wal-Mart’s managers balance these factors when they plan, perform, evaluate, and report on their company’s success. Wal-Mart’s long- time leader, Lee Scott, summed up his company’s strategy this way: “What we look at is, when you end the year, did you produce the record results you wanted and are you positioned to do that again next year?”1
3
To plan and control an organization’s operations, to measure its performance, and to make decisions about products or services and many other internal control and governance matters, managers need accurate and timely accounting informa- tion. The role of management accounting is to provide an information system that enables managers and persons throughout an organization:
� to make informed decisions,
� to be more effective at their jobs, and
� to improve the organization’s performance.
In 2008, the Institute of Management Accountants (IMA) updated the defi- nition of management accounting as follows:
Management accounting is a profession that involves partnering in management decision making, devising planning and perfor- mance management systems, and providing expertise in financial reporting and control to assist management in the formulation and implementation of an organization’s strategy.2
This definition recognizes that regulation, globalization, and technology changes have redefined the management accountant’s role from a traditional compliance, number-focused one to that of a strategic business partner within an organiza- tion. Thus, the importance of nonfinancial information has increased significantly. Today, management accounting information includes nonfinancial data as well as financial data in performance management, planning and budgeting, corporate governance, risk management, and internal controls.
Management Accounting and Financial Accounting: A Comparison Both management accounting and financial accounting assist decision makers by identifying, measuring, and processing relevant information and communicating this information through reports. Both provide managers with key measures of a com- pany’s performance and with cost information for valuing inventories on the balance sheet. Despite the overlap in their functions, management accounting and financial
The primary users of management accounting information are people inside the organization, whereas financial accounting takes the actual results of manage- ment decisions about operating, investing, and financing activities and prepares financial statements for parties outside the organization—owners or stockhold- ers, lenders, customers, and governmental agencies. Although these reports are prepared primarily for external use, managers also rely on them in evaluating an organization’s performance.
Because management accounting reports are for internal use, their format can be flexible, driven by the user’s needs. They may report either historical or future- oriented information without any formal guidelines or restrictions. In contrast, financial accounting reports, which focus on past performance, must follow gen- erally accepted accounting principles as specified by the Securities and Exchange Commission (SEC).
The information in management accounting reports may be objective and verifiable, expressed in monetary terms or in physical measures of time or objects; the information may be based on estimates, and in such cases, it will be more subjective. In contrast, the statements that financial accounting provides must be based on objective and verifiable information, which is generally historical in nature and measured in monetary terms. Management accounting reports are
The Role of Management Accounting
LO1 Distinguish manage- ment accounting from financial accounting and explain how management accounting supports the management process.
Study Note Financial accounting must adhere to the conventions of consistency and comparability to ensure the usefulness of information to parties outside the firm. Management accounting, on the other hand, can use innovative analyses and presentation techniques to enhance the usefulness of information to people within the firm.
Study Note Management accounting is not a subordinate activity to financial accounting. Rather, it is a process that includes financial accounting, tax accounting, information analysis, and other accounting activities.
4 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
accounting differ in a number of ways. Table 1-1 summarizes these differences.
prepared as often as needed—annually, quarterly, monthly, or even daily. Finan- cial statements, on the other hand, are prepared and distributed periodically, usu- ally on a quarterly and annual basis.
Management Accounting and the Management Process Although management actions differ from organization to organization, they generally follow a four-stage management process. As illustrated at the beginning of this chapter and in the chapters that follow, the four stages of this process are:
� planning,
� performing,
� evaluating, and
� communicating.
Management accounting is essential in each stage of the process as managers make business decisions.
Planning place. The overriding goal of a business is to increase the value of the stake- holders’ interest in the business. The goal specifies the business’s end point, or ideal state. For example, Wal-Mart’s end point is “to become the worldwide leader in retailing.”
A company’s mission statement describes the fundamental way in which the company will achieve its goal of increasing stakeholders’ value. It also expresses the company’s identity and unique character. Wal-Mart’s mission statement says that it wants “to give ordinary folk the chance to buy the same things as rich people.”
The mission statement is essential to the planning process, which must consider how to add value through strategic objectives, tactical objectives, and operating objectives.
Areas of Comparison Management Accounting Financial Accounting
Primary users Managers, employees, supply-chain partners
Owners or stockholders, lenders, customers, governmental agencies
Report format Flexible, driven by user’s needs Based on generally accepted accounting principles
Purpose of reports Provide information for planning, control, performance measurement, and decision making
Report on past performance
Nature of information Objective and verifiable for decision making; more subjective for planning (relies on estimates); confidential and private
Objective and verifiable; publicly available
Units of measure Monetary at historical or current market or projected values; physical measures of time or number of objects
Monetary at historical and current market values
Frequency of reports Prepared as needed; may or may not be on a periodic basis
Prepared on a periodic basis
TABLE
The Role of Management Accounting 5
1-1 Comparison of Management Accounting and Financial Accounting
Figure 1-1 shows the overall framework in which planning takes
� Strategic objectives are broad, long-term goals that determine the fundamental nature and direction of a business and that serve as a guide for decision mak- ing. Strategic objectives involve such basic issues as what a company’s main products or services will be, who its primary customers will be, and where it will operate. They stake out the strategic position that a company will occupy in the market—whether it will be a cost leader, quality leader, or niche satis- fier. Wal-Mart’s The Company of the Future: Fact Sheet³ lays out three issues Wal-Mart will focus on in the future: health care, energy efficiency, and ethi- cal sourcing. For healthcare, the stated strategic goal is that every American should have access to quality affordable health care. Notice how this goal stakes out Wal-Mart’s position as the low cost leader in health care.
� Tactical objectives are mid-term goals that position an organization to achieve its long-term strategies. These objectives, which usually cover a three- to five-year period, lay the groundwork for attaining the company’s strategic objectives. To implement its health care strategy, Wal-Mart is working with physicians and other providers to increase electronic prescriptions, is provid- ing electronic health records to its employees and their families, and is con- tracting with other firms to manage their prescription benefit programs.
� Operating objectives are short-term goals that outline expectations for the performance of day-to-day operations. Operating objectives link to perfor- mance targets and specify how success will be measured. Wal-Mart’s operat- ing objectives for health care include: increasing the number of electronic prescriptions filled to 8 million by the end of 2008, providing private health records to all past and current employees and their families by 2010, and sav- ing other companies more than $100 million in prescription benefit costs.
MISSION: Fundamental way in which the company will achieve the goal of increasing stakeholders’ value
BUDGETS: Expressions of the business plan in financial terms
GOAL/VISION: To increase the value of stakeholders’ interest in the business
STRATEGIC OBJECTIVES: Broad, long-term goals that determine the fundamental nature and direction of the business and that serve as a guide for decision making
TACTICAL OBJECTIVES: Mid-term goals for positioning the business to achieve its long-term strategies
OPERATING OBJECTIVES: Short-term goals that outline expectations for performance of day-to-day operations
BUSINESS PLAN: A comprehensive statement of how the company will achieve its objectives
FIGURE Overview of the Planning Framework
6 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
1-1
These health care objectives are in addition to Wal-Mart’s central focus on increasing sales, earnings per share, and real profit dollars everyday—as evi- denced by the daily posting of the company’s stock price in every store.
To develop strategic, tactical, and operating objectives, managers must for- mulate a business plan. A business plan is a comprehensive statement of how a company will achieve its objectives. It is usually expressed in financial terms in the form of budgets, and it often includes performance goals for individuals, teams, products, or services.
EXAMPLE. Let’s suppose that Vanna Lang is about to open a retail grocery store called Good Foods Store. Lang’s goal is to obtain an income from the business and to increase the value of her investment in it. After reading about how tradi- tional grocers are being squeezed out by low-cost competitors like Wal-Mart and quality-focused stores like Whole Foods Market, Lang has made the following decisions about Good Foods Store:
� Good Foods Store’s mission is to attract upscale customers and retain them by selling high-quality foods and providing excellent service in a pleasant atmosphere.
� Lang’s strategic objectives call for buying high-quality fresh foods from local growers and international distributors and reselling these items to consumers.
� Her tactical objectives include implementing a stable supply chain of high- quality suppliers and a database to track customers’ preferences.
� Her operating objectives call for courteous and efficient customer service. To measure performance in this area, she decides to keep a record of the number and type of complaints about poor customer service.
Before Lang can open her store, she needs to apply to a local bank for a start-up loan. To do so, she must have a business plan that provides a full descrip- tion of the business, including a complete operating budget for the first two years of operations. The budget must include a forecasted income statement, a fore- casted statement of cash flows, and a forecasted balance sheet for both years.
Because Lang does not have a financial background, she consults a local account- ing firm for help in developing her business plan. To provide relevant input for the plan, she has to determine the types of products she wants to sell; the volume of sales she anticipates; the selling price for each product; the monthly costs of leasing or purchasing facilities, employing personnel, and maintaining the facilities; and the number of display counters, storage units, and cash registers that she will need.
FOCUS ON BUSINESS PRACTICE
Sales at large supermarket chains, such as Kroger, Safe- way, and Albertson’s, have been flat and profits weak because both ends of their customer market are being squeezed. Large-scale retailers like Wal-Mart and Costco are attracting cost-conscious grocery shoppers, and upscale grocery customers are being lured to specialty grocers like Trader Joe’s and Whole Foods Market. Albertson’s
strategy to combat its flat sales and profits was to sell itself to other retailers, like Supervalu and CVS, to form larger businesses. Other grocery chains are reconsidering their company’s mission and strategic options by adding new products and services, such as walk-in medical clinics, clos- ing stores and downsizing, or entering new geographic markets.4
What’s Going on in the Grocery Business?
The Role of Management Accounting 7
Performing Planning alone does not guarantee satisfactory operating results. Management must implement the business plan in ways that make optimal use of available resources in an ethical manner. Smooth operations require one or more of the following:
� Hiring and training personnel
� Matching human and technical resources to the work that must be done
� Purchasing or leasing facilities
� Maintaining an inventory of products for sale
� Identifying operating activities, or tasks, that minimize waste and improve the quality of products or services
Managers execute the business plan by overseeing the company’s daily opera- tions. In small companies like Vanna Lang’s, managers generally have frequent direct contact with their employees. They supervise them and interact with them to help them learn a task or improve their performance. In larger, more complex organizations, there is usually less direct contact between managers and employ- ees. Instead of directly observing employees, managers in large companies like Wal-Mart monitor their employees’ performance by measuring the time taken to complete an activity (such as how long it takes to process customer sales) or the frequency of an activity (such as the number of customers served per hour).
Critical to managing any retail business is a thorough understanding of its
network) is the path that leads from the suppliers of the materials from which a product is made to the final consumer. In the supply chain for grocery stores, food and other items flow from growers and suppliers to manufacturers or dis- tributors to retailers to consumers. The supply chain expresses the links between businesses—growers to vendors to the business to their customers.
EXAMPLE. Let’s assume that Good Foods Store is now open for business. The budget prepared for the store’s first two years of operation expresses in mon- etary terms how the business plan should be executed. Items that relate to the business plan appear in the budget and become authorizations for expenditures. They include such matters as spending on store fixtures, hiring employees, devel- oping advertising campaigns, and pricing items for special sales. Lang’s knowl- edge of her supply chain allows her to coordinate deliveries from local growers and international distributors so that she meets the demands of her customers without having too much or too little inventory on hand.
Evaluating When managers evaluate operating results, they compare the orga- nization’s actual performance with the performance levels they established in the planning stage. They earmark any significant variations for further analysis so that they can correct the problems. If the problems are the result of a change in the organization’s operating environment, the managers may revise the original
GROWERS
SUPPLIERS
MANUFACTURERS DISTRIBUTORS RETAILERS CONSUMERS
FIGURE
8 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
1-2 The Supply Chain
supply chain. As Figure 1-2 shows, the supply chain (also called the supply
objectives. Ideally, the adjustments made in the evaluation stage will improve the company’s performance.
EXAMPLE. To evaluate how well Good Foods Store is doing, Vanna Lang will compare the amounts estimated in the budget with actual results. If any differ- ences appear, she will analyze why they have occurred. The reasons for these dif- ferences may lead Lang to change parts of her original business plan. In addition to reviewing employees’ performance with regard to financial goals, such as avoid- ing waste, Lang will want to review how well her employees served customers. As noted earlier, she decided to monitor service quality by keeping a record of the number and type of complaints about poor customer service. Her review of this record may help her develop new and better strategies.
Communicating Whether accounting reports are prepared for internal or external use, they must provide accurate information and clearly communicate this information to the reader. Inaccurate or confusing internal reports can have
The supply chain is the path that links producers to stores to the final consumer. In the supply chain for grocery stores, fruits and vegetables flow from growers and suppliers to manufacturers or distributors to retail- ers to consumers. The supply chain for this farmer’s market is much shorter: grower to consumer.
Courtesy of Vasiliki/iStockphoto.
FOCUS ON BUSINESS PRACTICE
Top-level managers have not only an ethical responsibil- ity to ensure that the financial statements issued by their companies adhere to the principles of full disclosure and transparency; today, they have a legal responsibility as well. The Securities and Exchange Commission (SEC) requires the chief executive officers and chief financial officers of
companies filing reports with the SEC to certify that those reports contain no untrue statements and include all facts needed to ensure that the reports are not misleading. In addition, the SEC requires managers to ensure that the information in reports filed with the SEC “is recorded, pro- cessed, summarized and reported on a timely basis.”5
What Is Management’s Responsibility for the Financial Statements?
The Role of Management Accounting 9
a negative effect on a company’s operations. Full disclosure and transparency in financial statements issued to external parties is a basic concept of generally accepted accounting principles, and violation of this principle can result in stiff penalties. After the reporting violations by Enron, WorldCom, and other compa- nies, Congress passed legislation that requires the top management of companies that file financial statements with the Securities and Exchange Commission to certify that these statements are accurate. The penalty for issuing false public reports can be loss of compensation, fines, and jail time.
The key to producing accurate and useful internal and external reports whose meaning is transparent to the reader is to apply the four w’s: why, who, what, and when.
� Why? Know the purpose of the report. Focus on it as you write. � Who? Identify the audience for your report. Communicate at a level that
matches your readers’ understanding of the issue and their familiarity with accounting information. A detailed, informal report may be appropriate for your manager, but a more concise summary may be necessary for other audi- ences, such as the president or board of directors of your organization.
� What? What information is needed, and what method of presentation is best? Select relevant information from reliable sources. You may draw information from pertinent documents or from interviews with knowledgeable managers and employees. The information should be not only relevant but also easy to read and understand. You may need to include visual aids, such as bar charts or graphs, to present the information clearly.
� When? Know the due date for the report. Strive to prepare an accurate report on a timely basis. If the report is urgently needed, you may have to sacrifice some accuracy in the interest of timeliness.
EXAMPLE. Assume that Vanna Lang has asked her company’s accountant, Sal Chavez, to prepare financial statements and internal reports. In the financial state- ments that are prepared:
� The purpose—or why— is to report on the financial health of Good Foods Store.
� Lang, her bank and other creditors, and potential investors are the who.
� The what consists of disclosures about assets, liabilities, product costs, and sales.
� The required reporting deadline for the accounting period answers the ques- tion of when.
Lang will also want periodic internal reports on various aspects of her store’s operations. For example, a monthly report may summarize the costs of order- ing products from international distributors and the related shipping charges. If the costs in the monthly reports appear to be too high, she may ask for a special study. The results of such a study might result in a memorandum report like the one shown in
In summary, management accounting can provide a constant stream of rel- evant information. Compare Lang’s activities and information needs with the plan, perform, evaluate, and communicate steps of the management process. She started with a business plan, implemented the plan, and evaluated the results. Accounting information helped her develop her business plan, communicate that plan to her bank and employees, evaluate the performance of her employees, and report the results of operations. As you can see, accounting plays a critical role in managing the operations of any organization.
10 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Exhibit 1-1.
STOP & APPLY
SOLUTION 1. MA; 2. FA; 3. MA; 4. FA; 5. FA; 6. FA; 7. FA; 8. MA
Indicate whether each of the following characteristics relates to management accounting (MA) or financial accounting (FA): 1. Focuses on various segments of the
business entity 2. Demands objectivity 3. Relies on the criterion of usefulness
rather than formal guidelines in report- ing information
4. Measures units in historical dollars
5. Reports information on a regular basis 6. Uses only monetary measures for
reports 7. Adheres to generally accepted account-
ing principles 8. Prepares reports whenever needed
Memorandum
When: Today’s Date Who: To: V. Lang, Good Foods Store From: Sal Chavez, Accountant Why: Re: International Distributors Ordering and Shipping Costs—Analysis
and Recommendations What: As you requested, I have analyzed the ordering and shipping costs
incurred when buying from international distributors. I found that during the past year, these costs were 9 percent of sales, or $36,000.
On average, we are placing about two orders per week, or eight orders per month. Placing each order requires about two and one-half hours of an employee’s time. Further, the international distributors charge a service fee for each order, and shippers charge high rates for orders as small as ours.
My recommendations are (1) to reduce orders to four per month (the products’ freshness will not be affected if we order at least once a week) and (2) to begin placing orders through the international distributors’ websites (our international distributors do not charge a service fee for online orders). If we follow these recommendations, I project that the costs of receiving products will be reduced to 4 percent of sales, or $16,000, annually—a savings of $20,000.
EXHIBIT A Management Accounting Report
Value Chain Analysis
LO2 Describe the value chain and its usefulness in analyzing a business.
Value Chain Analysis 11
1-1
Each step in the making of a product or the delivery of a service can be thought of as a link in a chain that adds value to the product or service. This concept of how a business fulfills its mission and objectives is known as the value chain. As shown in Figure 1-3, the steps that add value to a product or service—which range from research and development to customer service—are known as pri- mary processes. The value chain also includes support services, such as legal services and management accounting. These services facilitate the primary pro- cesses but do not add value to the final product or service. Their roles are critical, however, to making the primary processes as efficient and effective as possible.
Primary Processes and Support Services EXAMPLE. Let’s assume that Good Foods Store has had some success, and Vanna Lang now wants to determine the feasibility of making and selling her own brand of candy. The primary processes that will add value to the new candy are as follows:
� Research and development: developing new and better products or services. Lang plans to add value by developing a candy that has less sugar content than similar confections.
� Design: creating improved and distinctive shapes, labels, or packages for products. For example, a package that is attractive and that describes the desirable features of Lang’s new candy will add value to the product.
� Supply: purchasing materials for products or services. Lang will want to pur- chase high-quality sugar, chocolate, and other ingredients for the candy, as well as high-quality packaging.
� Production: manufacturing the product or service. To add value to the new candy, Lang will want to implement efficient manufacturing and packaging processes.
� Marketing: communicating information about the products or services and selling them. Attractive advertisements will facilitate sale of the new candy to customers.
Research and Development
Design Production
VALUE CREATION
PRIMARY PROCESSES IN THE VALUE CHAIN
Marketing Distribution Customer
Service Supply
• Human Resources • Legal Services • Information Systems • Management Accounting
SUPPORT SERVICES IN THE VALUE CHAIN
STRATEGIC OBJECTIVES
TACTICAL OBJECTIVES
OPERATING OBJECTIVES
MISSION FIGURE The Value Chain
12 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
1-3
� Distribution: delivering the product or service to the customer. Courteous and efficient service for in-store customers will add value to the product. Lang may also want to accommodate Internet customers by providing shipping.
� Customer service: following up with service after sales or providing warranty service. For example, Lang may offer free replacement of any candy that does not satisfy the customer. She could also use questionnaires to measure cus- tomer satisfaction.
The support services that provide the infrastructure for the primary processes are as follows:
� Human resources: hiring and training employees to carry out all the functions of the business. Lang will need to hire and train personnel to make the new candy.
� Legal services: maintaining and monitoring all contracts, agreements, obliga- tions, and other relationships with outside parties. For example, Lang will want legal advice when applying for a trademark for the new candy’s name and when signing contracts with suppliers.
� Information systems: establishing and maintaining technological means of controlling and communicating within the organization. Lang will want a computerized accounting system that keeps not only financial records but customer information as well.
� Management accounting: provides essential information in any business.
Advantages of Value Chain Analysis An advantage of value chain analysis is that it allows a company to focus on its core competencies. A core competency is the thing that a company does best. It is what gives a company an advantage over its competitors. For example, Wal-Mart is known for having the lowest prices; that is its core competency.
A common result of value chain analysis is outsourcing, which can also be of benefit to a business. Outsourcing is the engagement of other companies to per- form a process or service in the value chain that is not among an organization’s core competencies. For instance, Wal-Mart outsources its inventory management to its vendors, who monitor and stock Wal-Mart’s stores and warehouses.
Managers and Value Chain Analysis In today’s competitive global business environment, analysis of the value chain is critical to most companies’ survival. Managers at Wal-Mart and other organiza- tions must provide the highest value to customers at the lowest cost, and low cost often equates with the speed at which the primary processes of the value chain are executed. Time to market is very important.
Managers must also make the services that support the primary processes as efficient as possible. These services are essential and cannot be eliminated, but because they do not add value to the final product, they must be implemented as economically as possible. Businesses have been making progress in this area. For example, over the past ten years, the cost of the accounting function in many companies as a percentage of total revenue has declined from 6 percent to 2 percent. Technology has played a big role in making this economy possible.
EXAMPLE. To determine whether manufacturing and selling her own brand of candy will be profitable, Vanna Lang will need accurate information about the cost of the candy. She knows that if her candy is to be competitive, she can- not sell it for more than $10 per pound. Further, she has an idea of how much
Study Note A company cannot succeed by trying to do everything at the highest level. It has to focus on its core competencies to give customers the best value.
Value Chain Analysis 13
� Option 1: Chavez tells her that the company could achieve a lower total cost per pound by selling a higher volume of candy, but that is not realistic for the new product. He also points out that the largest projected costs in the store’s value chain are for supply and production. Because Lang plans to order ingredients from a number of suppliers, her orders would not be large enough to qualify for quantity discounts and savings on shipping. Using a single supplier could reduce the supply cost by $0.50 per unit.
� Option 2: Another way of reducing the cost of production would be to out- source this process to a candy manufacturer, whose high volume of products would allow it to produce the candy at a much lower cost than could be done at Good Foods Store. Outsourcing would reduce the production cost to $3.50 per unit. Thus, the total unit cost would be reduced to $6.50, as
the candy at a competitive $10 per pound and make the targeted margin of 35 percent ($3.50 � $10.00).
This value chain analysis illustrates two important points. First, Good Food Store’s mission is as a retailer. The company has no experience in making candy. Manufacturing candy would require a change in the company’s mission and major changes in the way it does business.
Second, outsourcing portions of the value chain that are not part of a busi- ness’s core competency is often the best business policy. Since Good Foods Store does not have a core competency in manufacturing candy, it would not be com- petitive in this field. Vanna Lang would be better off having an experienced candy manufacturer produce the candy according to her specifications and then selling the candy under her store’s label. As Lang’s business grows, increased volume may allow her to reconsider undertaking the manufacture of candy.
Good Foods Store Projected Costs of New Candy
June
Initial Revised Primary Process Costs per Pound Costs per Pound
Research and development $0.25 $0.25 Design 0.10 0.10 Supply 1.10 0.60 Production 4.50 3.50 Marketing 0.50 0.50 Distribution 0.90 0.90 Customer service 0.65 0.65 Total cost $8.00 $6.50
EXHIBIT 15-2 Value Chain Analysis
14 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
candy she can sell in the first year. Based on this information, her accountant, Sal Chavez, analyzes the value chain and projects the initial costs per pound shown in Exhibit 1-2. The total cost of $8 per pound worries Lang because with a selling price of $10, it leaves only $2, or 20 percent of revenue, to cover all the support services and provide a profit. Lang believes that if the enterprise is to be successful, this percentage, called the margin, must be at least 35 per- cent. Since the selling price is constrained by the competition, she must find a way to reduce costs.
shown in Exhibit 1-2. This per unit cost would enable the company to sell
Continuous Improvement
LO3 Identify the manage- ment tools used for continuous improvement.
Today, managers in all parts of the world have ready access to international markets and to current information for informed decision making. As a result, global competition has increased significantly. One of the most valuable lessons gained from this increase in competition is that management cannot afford to become complacent. The concept of continuous improvement evolved to avoid such complacency. Organizations that adhere to continuous improvement are never satisfied with what is; they constantly seek improved quality and lower cost through better methods, products, services, processes, or resources. In response to this concept, several important management tools have emerged. These tools help companies remain competitive by focusing on continuous improvement of business methods.
STOP & APPLY
The following unit costs were determined by dividing the total costs of each component by the number of products produced. From these unit costs, determine the total cost per unit of primary processes and the total cost per unit of support services.
Research and development $ 1.25 Human resources 1.35 Design 0.15 Supply 1.10 Legal services 0.40 Production 4.00 Marketing 0.80 Distribution 0.90 Customer service 0.65 Information systems 0.75 Management accounting 0.10 Total cost per unit $11.45
SOLUTION Primary Processes:
Research and development $1.25 Design 0.15 Supply 1.10 Production 4.00 Marketing 0.80 Distribution 0.90 Customer service 0.65 Total cost per unit $8.85
Support Services: Human resources $1.35 Legal services 0.40 Information systems 0.75 Management accounting 0.10 Total cost per unit $2.60
Continuous Improvement 15
Management Tools for Continuous Improvement Among the management tools that companies use are the just-in-time operat- ing philosophy, total quality management, activity-based management, and the theory of constraints.
Just-in-Time Operating Philosophy The just-in-time (JIT) operating philosophy requires that all resources—materials, personnel, and facilities—be acquired and used only when they are needed. Its objectives are to improve pro- ductivity and eliminate waste.
In a JIT environment, production processes are consolidated and workers are trained to be multiskilled so that they can operate several different machines. Materials and supplies are delivered just at the time they are needed in the pro- duction process, which significantly reduces inventories of materials. Produc- tion is usually started only when an order is received, and the ordered goods are shipped when completed, which reduces the inventories of finished goods.
When manufacturing companies adopt the JIT operating philosophy, the man- agement system is called lean production since it reduces production time and costs, investment in materials inventory, and materials waste, and it results in high- er-quality goods. Funds that are no longer invested in inventory can be redirected according to the goals of the company’s business plan. JIT methods help retailers like Wal-Mart and manufacturers like Harley-Davidson assign more accurate costs to their products and identify the costs of waste and inefficient operation. Wal- Mart for example, requires vendors to restock inventory often and pays them only when the goods sell. This minimizes the funds invested in inventory and allows the retailer to focus on offering high-demand merchandise at attractive prices.
Total Quality Management Total quality management (TQM) requires that all parts of a business focus on quality. TQM’s goal is the improved quality of prod- ucts or services and the work environment. Workers are empowered to make oper- ating decisions that improve quality in both areas. All employees are tasked to spot possible causes of poor quality, use resources efficiently and effectively to improve quality, and reduce the time needed to complete a task or provide a service.
TQM, like the JIT operating philosophy, focuses on improving product or service quality by identifying and reducing or eliminating the causes of waste. Like JIT, TQM results in reduced waste of materials, higher-quality goods, and lower production costs in manufacturing environments.
To determine the impact of poor quality on profits, TQM managers use accounting information about the costs of quality. The costs of quality include both the costs of achieving quality (such as training costs and inspection costs) and the costs of poor quality (such as the costs of rework and of handling cus- tomer complaints). Managers use information about the costs of quality:
� to relate their organization’s business plan to its daily operating activities,
� to stimulate improvement by sharing this information with all employees,
� to identify opportunities for reducing costs and customer dissatisfaction, and
� to determine the costs of quality relative to net income.
For retailers like Wal-Mart and Good Foods Store, TQM results in a quality cus- tomer experience before, during, and after the sale.
Activity-Based Management Activity-based management (ABM) is an approach to managing an organization that identifies all major activities or tasks involved in making a product or service, determines the resources consumed by each of those activities and why the resources are used, and categorizes the activi- ties as either adding value to a product or service or not adding value.
16 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Activities that add value to a product or service, as perceived by the cus- tomer, are known as value-adding activities. All other activities are called nonvalue-adding activities; they add cost to a product or service but do not increase its market value. ABM eliminates nonvalue-adding activities that do not support the organization; those that do support the organization are focal points for cost reduction. ABM results in reduced costs, reduced waste of resources, increased efficiency, and increased customer satisfaction.
ABM includes a management accounting practice called activity-based cost- ing. Activity-based costing (ABC):
� identifies all of an organization’s major operating activities (both production and nonproduction),
� traces costs to those activities or cost pools, and
� assigns costs to the products or services that use the resources supplied by those activities.
The advantage to using ABC is that ABC produces more accurate costs than tra- ditional cost allocation methods, which leads to improved decision making.
Theory of Constraints According to the theory of constraints (TOC), limit- ing factors, or bottlenecks, occur during the production of any product or service, but once managers identify such a constraint, they can focus their attention and resources on it and achieve significant improvements. TOC thus helps managers set priorities for how they spend their time and resources. In identifying con- straints, managers rely on the information that management accounting provides.
EXAMPLE. Suppose Vanna Lang wants to increase sales of store-roasted cof- fees. After reviewing management accounting reports, she concludes that the limited production capacity of her equipment—a roaster that can roast only 100 pounds of coffee beans per hour—limits the sales of the store’s coffee. To overcome this constraint, she can rent or purchase a second roaster. The increase in production will enable her to increase coffee sales.
Achieving Continuous Improvement JIT, TQM, ABM, and TOC all make a contribution to continuous improvement, as
war on wasted time, wasted resources, and wasted space. All employees are encour- aged to look for ways of improving processes and saving time. Total quality manage- ment focuses on improving the quality of the product or service and the work envi- ronment. It pursues continuous improvement by reducing the number of defective products and the time needed to complete a task or provide a service. Activity-based management seeks continuous improvement by emphasizing the ongoing reduction or elimination of nonvalue-adding activities. The theory of constraints helps manag- ers focus resources on efforts that will produce the most effective improvements.
Each of these management tools can be used individually, or parts of them can be combined to create a new operating environment. They are applicable in service businesses, such as banking, as well as in manufacturing and retail busi- nesses. By focusing attention on continuous improvement and fine-tuning of operations, they contribute to the same results in any organization:
� a reduction in product or service costs and delivery time,
� an improvement in the quality of the product or service, and
� an increase in customer satisfaction.
Continuous Improvement 17
shown in Figure 1-4. In the just-in-time operating environment, management wages
MANAGEMENT
TOOL
PROCESS/
PRODUCT
CHANGES
RESULTS
GOAL
Reduces or eliminates
wasted time, wasted resources,
and wasted space
Reduces or eliminates
wasted resources caused by defects,
poor materials, and wasted time
Reduces or eliminates
nonvalue-adding activities
Identifies constraints
and manages resources to
overcome them
JUST-IN-TIME OPERATING
PHILOSOPHY
TOTAL QUALITY MANAGEMENT
ACTIVITY-BASED MANAGEMENT
THEORY OF CONSTRAINTS
Product/service costs and
time reduced
Product/service quality and customer
satisfaction increased
CONTINUOUS IMPROVEMENT
FIGURE
STOP & APPLY Recently, you dined with four chief financial officers (CFOs) who were attending a seminar on management tools and approaches to improving operations. During dinner, the CFOs shared information about their organizations’ current operating environments. Excerpts from the dinner conversation appear below. Indicate whether each excerpt describes activity-based management (ABM), the just-in-time (JIT) operating philosophy, total quality management (TQM), or the theory of constraints (TOC).
CFO 1: We think quality can be achieved through carefully designed production processes. We focus on minimizing the time needed to move, store, queue, and inspect our materials and products. We’ve reduced inventories by pur- chasing and using materials only when they’re needed.
CFO 2: Your approach is good. But we’re more concerned with our total operating environment, so we have a strategy that asks all employees to contribute to the quality of both our products and our work environment. We focus on eliminating poor product quality by reducing waste and inef- ficiencies in our current operating methods.
(continued)
18 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
1-4 The Continuous Improvement Environment
CFO 3: Our organization has adopted a strat- egy for producing high-quality products that incorporates many of your approaches. We also want to manage our resources effectively, and we do it by monitoring operating activities. We analyze all activities to eliminate or reduce the ones that don’t add value to products.
CFO 4: All of your approaches are good, but how do you set priorities for your management efforts? We find that we achieve the great- est improvements by focusing our time and resources on the bottlenecks in our production processes.
SOLUTION CFO 1: JIT; CFO 2: TQM; CFO 3: ABM; CFO 4: TOC
Performance Measures: A Key to Achieving Organizational Objectives
LO4 Explain the balanced scorecard and its relationship to performance measures.
Performance measures are quantitative tools that gauge an organization’s performance in relation to a specific goal or an expected outcome. Performance measures may be financial or nonfinancial.
� Financial performance measures include return on investment, net income as a percentage of sales, and the costs of poor quality as a percentage of sales. Such measures use monetary information to gauge the performance of a profit-generating organization or its segments—its divisions, departments, product lines, sales territories, or operating activities.
� Nonfinancial performance measures include the number of times an activity occurs or the time taken to perform a task. Examples are number of customer complaints, number of orders shipped the same day, and the time taken to fill an order. Such performance measures are useful in reducing or eliminating waste and inefficiencies in operating activities.
Using Performance Measures in the Management Process Managers use performance measures in all stages of the management process.
� In the planning stage, they establish performance measures that will support the organization’s mission and the objectives of its business plan, such as reducing costs and increasing quality, efficiency, timeliness, and customer sat- isfaction. As you will recall from earlier in the chapter, Vanna Lang selected the number of customer complaints as a performance measure to monitor the quality of service at Good Foods Store.
� As managers perform their duties, they use the performance measures they established in the planning stage to guide and motivate employees and to assign costs to products, departments, and operating activities. Vanna Lang will record the number of customer complaints during the year. She can group the information by type of complaint or by the employee involved in the service.
� When evaluating performance, managers use the information that perfor- mance measures have provided to analyze significant differences between actual and planned performance and to identify ways of improving perfor- mance. By comparing the actual and planned number of customer complaints, Lang can identify problem areas and develop solutions.
Performance Measures: A Key to Achieving Organizational Objectives 19
� When communicating with stakeholders, managers use information derived from performance measurement to report results and develop new budgets. If Lang needed formal reports, she could prepare performance evaluations based on this information.
The Balanced Scorecard If an organization is to achieve its mission and objectives, it must identify the areas in which it needs to excel and establish measures of performance in these critical areas. As we have indicated, effective performance measurement requires an approach that uses both financial and nonfinancial measures that are tied to a company’s mission and objectives. One such approach that has gained wide acceptance is the balanced scorecard.
The balanced scorecard is a framework that links the perspectives of an organization’s four stakeholder groups to the organization’s mission, objectives, resources, and performance measures. The four stakeholder groups are as follows:
� Stakeholders with a financial perspective (owners, investors, and creditors) value improvements in financial measures, such as net income and return on investment.
� Stakeholders with a learning and growth perspective (employees) value high wages, job satisfaction, and opportunities to fulfill their potential.
� Stakeholders who focus on the business’s internal processes value the safe and cost-effective production of high-quality products.
� Stakeholders with a customer perspective value high-quality products that are low in cost.
Although their perspectives differ, these stakeholder groups may be interested in the same measurable performance goals. For example, holders of both the cus- tomer and internal business processes perspectives are interested in performance that results in high-quality products.
Study Note The balanced scorecard focuses all perspectives of a business on accomplishing the business’s mission.
Study Note The balanced scorecard provides a way of linking the lead performance indicators of employees, internal business processes, and customer needs to the lag performance indicator of external financial results. In other words, if managers can foster excellent performance for three of the stakeholder groups, good financial results will occur for the investor stakeholder group.
� Learning and Growth: At the base of the scorecard is the learning and growth perspective. Here, part of the objective, or performance goal, is to provide courteous service. Because training employees in customer service should result in courteous service, performance related to this objective can be measured in terms of how many employees have received training. The number of customer complaints is another measure of courteous service.
� Internal Business Processes: From the perspective of internal business pro- cesses, the objective is to help achieve the company’s mission by managing the supply chain efficiently, which should contribute to customer satisfaction. Efficiency in the ordering process can be measured by recording the number of orders placed with distributors each month and the number of times per month that customers ask for items that are not in stock.
� Customer: If the objectives of the learning and growth and internal business processes perspectives are met, this should result in attracting customers and
20 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
EXAMPLE. Figure 1-5 applies the balanced scorecard to Good Foods Store. The company’s mission is to be the food store of choice in the community. This mis- sion is at the center of the company’s balanced scorecard. Surrounding it are the four interrelated perspectives.
retaining them, which is the objective of the customer perspective. Perfor- mance related to this objective is measured by tracking the number of new customers and the number of repeat customers.
� Financial: Satisfied customers should help achieve the objective of the finan- cial perspective, which is profitable growth. Profitable growth is measured by growth in sales, profit margin, and return on assets.
FOCUS ON BUSINESS PRACTICE
Futura Industries is not a famous company, but it is one of the best. Based in Utah, it is rated as that state’s top pri- vately owned employer and serves a high-end niche in such diverse markets as floor coverings, electronics, transporta- tion, and shower doors. In achieving its success, Futura uses the balanced scorecard. Futura has developed the follow- ing performance measures:
� Employee turnover is a measure of learning and growth.
� Percentage of sales from new products and total pro- duction cost per standard hour are measures of the company’s internal processes.
� The number of customers’ complaints and percentage of materials returned are the measures of customer satisfaction.
� Income and gross margin are among the measures of financial performance.6
How Does the Balanced Scorecard Measure Success at Futura Industries?
Financial (Investors’) Perspective
Internal Business Processes Perspective Customer Perspective
Learning and Growth (Employees’) Perspective
To attract and retain customers
Number of new customers, number of repeat customers
Performance MeasureObjective
To manage the supply chain efficiently
Number of orders placed with distributors per month, number of times per month each item is out of stock
To give courteous service
Number of employees trained in customer service, number of customer complaints
To have profitable growth
Growth in sales, profit margin, return on assets
Performance Measure
Objective
Performance Measure
Objective
Performance Measure
Objective
MISSION: To be the food store of choice in the community
FIGURE
Source: Adapted from Robert S. Kaplan and David P. Norton, “The Balanced Scorecard: Measures That Drive Performance,” Harvard Business Review, July–August 2005.
Performance Measures: A Key to Achieving Organizational Objectives 21
1-5 The Balanced Scorecard for Good Foods Store
& APPLY
1. To provide fast, courteous service 2. To manage the inventory of food
carefully
3. To have repeat customers 4. To be profitable and grow
5. Growth in revenues per quarter and net income
6. Average unsold food at the end of the business day as a percentage of the total food purchased that day
7. Average customer time at the coun- ter before being waited on
8. Percentage of customers who have shopped in the store before
SOLUTION Financial perspective: 4, 5; learning and growth perspective: 1, 7; internal business processes perspective: 2, 6; customer perspective: 3, 8
STOP Connie’s Takeout caters to young professionals who want a good meal at home but do not have time to prepare it. Connie’s has developed the following business objectives:
Connie’s has also developed the following performance measures:
Match each of these objectives and performance measures with the four perspectives of the bal- anced scorecard: financial perspective, learning and growth perspective, internal business processes perspective, and customer perspective.
Benchmarking The balanced scorecard enables a company to determine whether it is making continuous improvement in its operations. But to ensure its success, a company must also compare its performance with that of similar companies in the same industry. Benchmarking is a technique for determining a company’s competi- tive advantage by comparing its performance with that of its closest competitors. Benchmarks are measures of the best practices in an industry.
EXAMPLE. To obtain information about benchmarks in the retail grocery indus- try, Vanna Lang might join a trade association for small retail shops or food stores. Information about these benchmarks would be useful to her in setting targets for the performance measures in Good Foods Store’s balanced scorecard.
Standards of Ethical Conduct
LO5 Identify the standards of ethical conduct for management accountants.
Managers balance the interests of external parties (e.g., customers, owners, suppliers, governmental agencies, and the local community) when they make decisions about the proper use of organizational resources and the financial reporting of their actions. When ethical conflicts arise, management accountants have a responsibility to help managers balance those interests. For example, Wal-Mart’s goal is to pro- vide customers with low-cost, durable, and safe products. It also seeks ethical and environmentally responsible global sourcing with its suppliers. But its suppliers may differ with Wal-Mart’s management on these goals as they pursue maximum profits in countries where social and environmental standards are lax or nonexistent. These conflicting supplier/purchaser interests have prompted Wal-Mart to:
� Announce that it will only work with suppliers who maintain Wal-Mart standards throughout their relationship.
22 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Members of IMA shall behave ethically. A commitment to ethical professional practice includes: overarching principles that express our values, and standards that guide our conduct.
PRINCIPLES IMA’s overarching ethical principles include: Honesty, Fairness, Objectivity, and Responsibility. Members shall act in accordance with these principles and shall encourage others within their organizations to adhere to them.
STANDARDS A member’s failure to comply with the following standards may result in disciplinary action.
I. COMPETENCE Each member has a responsibility to: 1. Maintain an appropriate level of professional expertise by continually developing knowledge and skills. 2. Perform professional duties in accordance with relevant laws, regulations, and technical standards. 3. Provide decision support information and recommendations that are accurate, clear, concise, and timely. 4. Recognize and communicate professional limitations or other constraints that would preclude responsible judgment or
successful performance of an activity.
EXHIBIT
� Start building a framework of social and environmental standards for all global retailers.
� Call for a single third party auditing system for everyone to assure compliance with these new standards.7
FOCUS ON BUSINESS PRACTICE
According to PricewaterhouseCoopers’s fourth bien- nial survey of more than 5,400 companies in 40 countries, eradicating fraud is extremely difficult. Despite increased attention to fraud detection systems and stronger inter- nal controls, half of the companies interviewed had fallen victim to some type of fraud in the previous two years. The average cost of the fraud was about $3.2 million per com- pany. Fraud appeared most likely to happen in Africa, North America, and Central-Eastern Europe.
The Sarbanes-Oxley Act of 2002 requires that all pub- licly traded companies have an anonymous incident
reporting system. Such a system can help prevent fraud, as can hotlines that provide guidance on ethical dilem- mas involved in reporting fraud. An example of such an ethics hotline is the one that the Institute of Management Accountants instituted in 2002. However, Pricewater- houseCoopers’s study found that the best fraud deter- rents were a company-wide risk management system with a continuous proactive fraud-monitoring compo- nent and a strong ethical culture to which all employees subscribe.8
How to Blow the Whistle on Fraud
(continued)
Standards of Ethical Conduct 23
1-3 Statement of Ethical Professional Practice
To be viewed credibly by the various parties who rely on the information they provide, management accountants must adhere to the highest standards of performance. To provide guidance, the Institute of Management Accountants has issued standards of ethical conduct for practitioners of management accounting and financial management. Those standards, presented in Exhibit 1-3, emphasize that management accountants have responsibilities in the areas of competence, confidentiality, integrity, and credibility.
STOP & APPLY
Rank in order of importance the management accountant’s four areas of responsibility: compe- tence, confidentiality, integrity, and credibility. Explain the reasons for your ranking.
SOLUTION Rankings will vary depending on the reasoning used concerning the four areas of responsibility. Ranking differences between individuals also reinforces the fact that we approach ethical behavior in a variety of ways and why a code of ethics is necessary.
II. CONFIDENTIALITY Each member has a responsibility to: 1. Keep information confidential except when disclosure is authorized or legally required. 2. Inform all relevant parties regarding appropriate use of confidential information. Monitor subordinates’ activities to ensure
compliance. 3. Refrain from using confidential information for unethical or illegal advantage.
III. INTEGRITY Each member has a responsibility to: 1. Mitigate actual conflicts of interest. Regularly communicate with business associates to avoid apparent conflicts of interest.
Advise all parties of any potential conflicts. 2. Refrain from engaging in any conduct that would prejudice carrying out duties ethically. 3. Abstain from engaging in or supporting any activity that might discredit the profession.
IV. CREDIBILITY Each member has a responsibility to: 1. Communicate information fairly and objectively. 2. Disclose all relevant information that could reasonably be expected to influence an intended user’s understanding of the
reports, analyses, or recommendations. 3. Disclose delays or deficiencies in information, timeliness, processing, or internal controls in conformance with organization policy
and/or applicable law.
RESOLUTION OF ETHICAL CONFLICT In applying the Standards of Ethical Professional Practice, you may encounter problems identifying unethical behavior or resolving an ethical conflict. When faced with ethical issues, you should follow your organization’s established policies on the resolution of such conflict. If these policies do not resolve the ethical conflict, you should consider the following courses of action: Discuss the issue with your immediate supervisor except when it appears that the supervisor is involved. In that case, present the issue to the next level. If you cannot achieve a satisfactory resolution, submit the issue to the next management level. If your immediate superior is the chief executive officer or equivalent, the acceptable reviewing authority may be a group such as the audit committee, executive committee, board of directors, board of trustees, or owners. Contact with levels above the immediate superior should be initiated only with your superior’s knowledge, assuming he or she is not involved. Communication of such problems to authorities or individuals not employed or engaged by the organization is not considered appropriate, unless you believe there is a clear violation of the law. Clarify relevant ethical issues by initiating a confidential discussion with an IMA Ethics Counselor or other impartial advisor to obtain a better understanding of possible courses of action. Consult your own attorney as to legal obligations and rights concerning the ethical conflict.
Source: IMA Statement of Ethical Professional Practice, Institute of Management Accountants, www.imanet.org. Reprinted by permission.
EXHIBIT
24 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
1-3 (Continued)
WAL-MART STORES, INC. The Decision Point at the beginning of this chapter focused on Wal-Mart, a company whose mission is to give ordinary folk the chance to buy the same things as rich people around the world. It posed these questions:
• What is Wal-Mart’s strategic plan? • What management accounting tools does Wal-Mart use to stay ahead of its
competitors? • What role does management accounting play in Wal-Mart’s endeavors?
Wal-Mart’s strategic plan focuses on achieving the company’s objective of being the low-cost leader in the markets that it enters. This strategy drives the way Wal-Mart’s managers address stakeholder perspectives, as well as how they formulate tactical and operating plans. To stay agile, flexible, and ahead of its competitors, Wal-Mart uses management tools like supply and value chains to standardize requirements and pro- cedures and keep the costs of doing business low. These cost containment measures demonstrate Wal-Mart’s resolve to remain an industry leader. But what role does man- agement accounting play in this endeavor?
Management accounting provides the information necessary for effective deci- sion making. Wal-Mart’s managers use management accounting information in making decisions about everything from entering new markets like health care, to selecting vendors and products, to developing and implementing new supply-chain processes, to pricing and marketing its goods.
Management accounting also provides Wal-Mart’s managers with objective data that they can use to measure the company’s performance in terms of its key success factor—cost. Among the management accounting tools used are budgets, which set daily operating goals and provide targets for evaluating a store’s performance. As Wal-Mart strives to improve its sales, earnings per share, and profitability by maintain- ing its record of successes, it will continue to rely on the information that management accounting provides.
Wal-mart sells hundreds of prescription drugs for $4.00 for a 30-day supply. Suppose Medicine for All manufactures generic prescription drugs and currently sells them for $3.00 for a 30-day supply. Wal-Mart will buy these drugs if Medicine for All lowers its price to $2.00. However, if Medicine for All lowers its price with the current cost struc- ture, it will lose money. Medicine for Alls management applies value chain analysis to the company’s operations in an effort to reduce costs and attract Wal-Mart’s business. A study by the company’s management accountant has determined the following per unit costs for primary processes:
Primary Process Cost per Unit
Research and development $0.50 Design 0.25 Supply 0.35 Production 0.50 Advertising and marketing 0.55 Distribution 0.20 Customer service 0.05 Total cost $2.40
To generate a gross margin large enough for the company to cover its operating costs and earn a profit, Medicine for All must lower its total cost per 30-day supply for primary processes to less than $1.60. After analyzing operations, management believes the following cost reduction proposals for primary processes are possible:
A LOOK BACK AT �
Review Problem
Supply Chain and Value Chain Analysis
LO2
A Look Back at Wal-Mart Stores, Inc 25
• Research and development and design are critical functions because the market and competition require constant development of new, safe packaging features and higher quality at lower cost. Nevertheless, management feels that the cost of these processes must be reduced by 20 percent.
• Five different suppliers currently provide the components for the generic medicines. Ordering these components from just two suppliers and negotiating lower prices could result in a savings of 30 percent.
• The generic drugs are currently manufactured in Mexico. By shifting production to China, the unit cost of production can be lowered by 40 percent.
• Management believes that by working with Wal-Mart they can cut their advertising and marketing budgets by 70 percent.
• Distribution costs are already very low, but management will set a target of reducing the cost by 10 percent.
• Customer support and service has been a weakness of the company and has resulted in lost sales. Management therefore proposes increasing the cost per unit of customer support to Wal-Mart by 50 percent.
Required
1. Prepare a table showing Medicine for All’s current cost of primary processes and the projected cost per 30-day supply based on management’s proposals for cost reduction.
2. Will management’s proposals for cost reduction achieve the targeted total cost of less than $1.60 per 30-day supply?
3. Manager insight: What are the company’s support services? What role should these services play in the value chain analysis?
1.
Current Percentage Projected Cost per 30-Day (Decrease) Cost per 30-Day Supply Increase Supply*
Research and development $0.50 (20%) $0.400 Design 0.25 (20%) 0.200 Supply 0.35 (30%) 0.245 Production 0.50 (40%) 0.300 Advertising and marketing 0.55 (70%) 0.165 Distribution 0.20 (10%) 0.180 Customer service 0.05 50% 0.075
Total $2.40 $1.565
*Computations: $0.50 � (100% � 20%) � $0.40; $0.25 � (100% � 20%) � $0.20; $0.35 � (100% � 30%) � $0.245; $0.50 � (100% � 40%) � $0.30; $0.55 � (100% � 70%) � $0.165; $0.20 � (100% � 10%) � $0.18; and $0.05 � (100% � 50%) � $0.075.
2. Yes, $1.565 is lower than $1.60. Accept Wal-Mart’s offer.
3. The support services are human resources, legal services, information systems, and management accounting. The analysis has not mentioned these services, which are necessary but do not provide direct value to the final product. Management should analyze these functions carefully to see if they can be reduced.
Answers to Review Problem
26 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
STOP & REVIEW
Management accounting involves partnering with management in decision making, devising planning and performance management systems, and providing expertise in financial reporting and control to assist management in the formulation and implementation of an organization’s strategy.
Management accounting reports provide information for planning, control, performance measurement, and decision making to managers and employees when they need such information. These reports have a flexible format; they can pre- sent either historical or future-oriented information expressed in dollar amounts or physical measures. In contrast, financial accounting reports provide informa- tion about an organization’s past performance to owners, lenders, customers, and governmental agencies on a periodic basis. Financial accounting reports follow strict guidelines defined by generally accepted accounting principles.
Management accounting supports each stage of the management process. When managers plan, they work with management accounting to establish strategic, tactical, and operating objectives that reflect their company’s mission and to formulate a comprehensive business plan for achieving those objectives. The plan is usually expressed in financial terms in the form of budgets. When managers implement the plan, they use the information provided in the bud- gets to manage the business in the context of its supply chain. In evaluating performance, managers compare actual performance with planned performance and take steps to correct any problems. Reports reflect the results of plan- ning, executing, and evaluating operations and may be prepared for external or internal use.
The value chain conceives of each step in the production of a product or the delivery of a service as a link in a chain that adds value to the product or ser- vice. These value-adding steps—research and development, design, supply, production, marketing, distribution, and customer service—are known as pri- mary processes. The value chain also includes support services—human resources, legal services, information services, and management accounting. Support services facilitate the primary processes but do not add value to the final product. Value chain analysis enables a company to focus on its core com- petencies. Parts of the value chain that are not core competencies are frequently outsourced.
Management tools for continuous improvement include the just-in-time (JIT) operating philosophy, total quality management (TQM), activity-based manage- ment (ABM), and the theory of constraints (TOC). These tools are designed to help businesses meet the demands of global competition by reducing resource waste and costs and by improving product or service quality, thereby increasing customer satisfaction.
Management accounting responds to a just-in-time operating environment by providing an information system that is sensitive to changes in production processes. In a total quality management environment, management accounting provides information about the costs of quality. Activity-based management’s assignment of overhead costs to products or services relies on the account- ing practice known as activity-based costing (ABC). In businesses that use the theory of constraints, management accounting identifies process or product constraints.
LO1 Distinguish manage- ment accounting from
fi nancial accounting and explain how manage- ment accounting sup-
ports the management process.
LO2 Describe the value chain and its usefulness in ana-
lyzing a business.
LO3 Identify the manage- ment tools used for con-
tinuous improvement.
Stop & Review 27
The balanced scorecard links the perspectives of an organization’s stakeholder groups—financial (investors and owners), learning and growth (employees), internal business processes, and customers—to the organization’s mission, objec- tives, resources, and performance measures. Performance measures are used to assess whether the objectives of each of the four perspectives are being met. Benchmarking is a technique for determining a company’s competitive advantage by comparing its performance with that of its industry peers.
The Statement of Ethical Professional Practice emphasizes the Institute of Management Accounting members’ responsibilities in the areas of compe- tence, confidentiality, integrity, and credibility. These standards of conduct help management accountants recognize and avoid situations that could compromise their ability to supply management with accurate and relevant information.
LO4 Explain the balanced scorecard and its
relationship to perfor- mance measures.
LO5 Identify the standards of ethical conduct
for management accountants.
REVIEW of Concepts and Terminology
The following concepts and terms were introduced in this chapter:
Activity-based costing (ABC) (LO3)
Activity-based management (ABM) (LO3)
Balanced scorecard (LO4)
Benchmarking (LO4)
Benchmarks (LO4)
Business plan (LO1)
Continuous improvement (LO3)
Core competency (LO2)
Costs of quality (LO3)
Just-in-time (JIT) operating philosophy (LO3)
Lean production (LO3)
Management accounting (LO1)
Mission statement (LO1)
Nonvalue-adding activities (LO3)
Operating objectives (LO1)
Outsourcing (LO2)
Performance measures (LO4)
Primary processes (LO2)
Strategic objectives (LO1)
Supply chain (LO1)
Support services (LO2)
Tactical objectives (LO1)
Theory of constraints (TOC) (LO3)
Total quality management (TQM) (LO3)
Value-adding activities (LO3)
Value chain (LO2)
28 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
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Short Exercises Management Accounting Versus Financial Accounting SE 1. Management accounting differs from financial accounting in a number of ways. Indicate whether each of the following characteristics relates to manage- ment accounting (MA) or financial accounting (FA): 1. Publically reported 2. Forward looking 3. Usually confidential 4. Complies with accounting standards 5. Reports past performance 6. Uses physical measures as well as monetary ones for reports 7. Focus on business decision making 8. Driven by user needs
Strategic Positioning SE 2. Organizations stake out different strategic positions to add value and achieve success. Some strive to be low-cost leaders like Wal-Mart, while others become the high-end quality leaders like Whole Foods Market. Identify which of the fol- lowing organizations are low-cost leaders (C) and which are quality leaders (Q): 1. Tiffany & Co. 6. Rent-a-Wreck 2. Yale University 7. Hertz Rental Cars 3. Local community college 8. Pepsi-Cola 4. Lexus 9. Store-brand soda 5. Kia
The Management Process SE 3. Indicate whether each of the following management activities in a depart- ment store is part of planning (PL), performing (PE), evaluating (E), or com- municating (C): 1. Completing a balance sheet and income statement at the end of the year 2. Training a clerk to complete a cash sale 3. Meeting with department managers to develop performance measures for
sales personnel 4. Renting a local warehouse to store excess inventory of clothing 5. Evaluating the performance of the shoe department by examining the signifi-
cant differences between its actual and planned expenses for the month 6. Preparing an annual budget of anticipated sales for each department and the
entire store
Report Preparation SE 4. Molly Metz, president of Metz Industries, asked controller Rick Caputo to prepare a report on the use of electricity by each of the organization’s five divisions. Increases in electricity costs in the divisions ranged from 20 to 35 percent over the past year. What questions should Rick ask before he begins his analysis?
LO1
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CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Chapter Assignments 29
The Supply Chain and the Value Chain SE 5. Indicate whether each of the following is part of the supply chain (SC), a primary process (PP) in the value chain, or a support service (SS) in the value chain: 1. Human resources 2. Research and development 3. Supplier 4. Management accounting 5. Customer service 6. Retailer
The Value Chain SE 6. The following unit costs were determined by dividing the total costs of each component by the number of products produced. From these unit costs, determine the total cost per unit of primary processes and the total cost per unit of support services.
Research and development $ 1.40 Human resources 1.45 Design 0.15 Supply 1.10 Legal services 0.50 Production 4.00 Marketing 0.80 Distribution 0.90 Customer service 0.65 Information systems 0.85 Management accounting 0.20 Total cost per unit $12.00
JIT and Continuous Improvement SE 7. The just-in-time operating environment focuses on reducing or eliminat- ing the waste of resources. Resources include physical assets such as machinery and buildings, labor time, and materials and parts used in the production pro- cess. Choose one of those resources and describe how it could be wasted. How can an organization prevent the waste of that resource? How can the concept of continuous improvement be implemented to reduce the waste of that resource?
TQM and Value SE 8. DUDs Dry Cleaners recently adopted total quality management. Dee Mathias, the owner, has hired you as a consultant. Classify each of the following activities as either value-adding (V) or nonvalue-adding (NV): 1. Providing same-day service 2. Closing the store on weekends 3. Providing free delivery service 4. Having a seamstress on site 5. Making customers pay for parking
The Balanced Scorecard: Stakeholder Values SE 9. In the balanced scorecard approach, stakeholder groups with different per- spectives value different performance goals. Sometimes, however, they may be interested in the same goal. Indicate which stakeholder groups—financial (F), learning and growth (L), internal business processes (P), and customers (C)— value the following performance goals: 1. High wages 2. Safe products
LO1 LO2
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30 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
3. Low-priced products 4. Improved return on investment 5. Job security 6. Cost-effective production processes
Ethical Conduct SE 10. Topher Sones, a management accountant for Beauty Cosmetics Company, has lunch every day with his friend Joel Saikle, who is a management accountant for Glowy Cosmetics, Inc., a competitor of Beauty Cosmetics. Last week, Topher couldn’t decide how to treat some information in a report he was preparing, so he discussed it with Joel. Is Topher adhering to the ethical standards of manage- ment accountants? Defend your answer.
Exercises Management Accounting Versus Financial Accounting E 1. Explain this statement: “It is impossible to distinguish the point at which financial accounting ends and management accounting begins.”
Management Accounting E 2. In 1982, the IMA defined management accounting as follows:
The process of identification, measurement, accumulation, analysis, preparation, interpretation, and communication of financial infor- mation used by management to plan, evaluate, and control within the organization and to assure appropriate use of and accountability for its resources.9
Compare this definition with the updated one that appears in LO 1. How has the emphasis changed?
The Management Process E 3. Indicate whether each of the following management activities in a com- munity hospital is part of planning (PL), performing (PE), evaluating (E), or communicating (C): 1. Leasing five ambulances for the current year 2. Comparing the actual number with the planned number of patient days in
the hospital for the year 3. Developing a strategic plan for a new pediatric wing 4. Preparing a report showing the past performance of the emergency room 5. Developing standards, or expectations, for performance in the hospital admit-
tance area for next year 6. Preparing the hospital’s balance sheet and income statement and distributing
them to the board of directors 7. Maintaining an inventory of bed linens and bath towels 8. Formulating a corporate policy for the treatment and final disposition of haz-
ardous waste materials 9. Preparing a report on the types and amounts of hazardous waste materials
removed from the hospital in the last three months 10. Recording the time taken to deliver food trays to patients
Report Preparation E 4. John Jefferson is the sales manager for Sunny Greeting Cards, Inc. At the beginning of the year, the organization introduced a new line of humorous birth- day cards to the U.S. market. Management held a strategic planning meeting on August 31 to discuss next year’s operating activities. One item on the agenda was
LO5
LO1
LO1
LO1
LO1
Chapter Assignments 31
to review the success of the new line of cards and decide if there was a need to change the selling price or to stimulate sales volume in the five sales territories. Jefferson was asked to prepare a report addressing those issues and to present it at the meeting. His report was to include the profits generated in each sales territory by the new card line only.
On August 31, Jefferson arrived at the meeting late and immediately distrib- uted his report to the strategic planning team. The report consisted of comments made by seven of Jefferson’s leading sales representatives. The comments were broad in scope and touched only lightly on the success of the new card line. Jefferson was pleased that he had met the deadline for distributing the report, but the other team members were disappointed in the information he provided.
Using the four w’s for report presentation, comment on Jefferson’s effective- ness in preparing his report.
The Supply Chain E 5. In recent years, United Parcel Service (UPS) (www.ups-scs.com/solutions/ casestudies.html) has been positioning itself as a solver of supply-chain issues. Visit its website and read one of the case studies related to its supply-chain solutions. Explain how UPS helped improve the supply chain of the business featured in the case.
The Planning Framework E 6. Edward Ortez has just opened a company that imports fine ceramic gifts from Mexico and sells them over the Internet. In planning his business, Ortez did the following: 1. Listed his expected expenses and revenues for the first six months of operations 2. Decided that he wanted the company to provide him with income for a good
lifestyle and funds for retirement 3. Determined that he would keep his expenses low and generate enough rev-
enues during the first two months of operations so that he would have a posi- tive cash flow by the third month
4. Decided to focus his business on providing customers with the finest Mexican ceramics at a favorable price
5. Developed a complete list of goals, objectives, procedures, and policies relating to how he would find, buy, store, sell, and ship goods and collect payment
6. Decided not to have a retail operation but to rely solely on the Internet to market the products
7. Decided to expand his website to include ceramics from other Central American countries over the next five years
Match each of Ortez’s actions to the components of the planning framework: goal, mission, strategic objectives, tactical objectives, operating objectives, busi- ness plan, and budget.
The Value Chain E 7. As mentioned in E 6, Edward Ortez recently opened his own company. He has been thinking of ways to improve the business. Here is a list of the actions that he will be undertaking: 1. Engaging an accountant to help analyze progress in meeting the objectives
of the company 2. Hiring a company to handle payroll records and employee benefits 3. Developing a logo for labeling and packaging the ceramics 4. Making gift packages by placing gourmet food products in ceramic pots and
wrapping them in plastic 5. Engaging an attorney to write contracts 6. Traveling to Mexico himself to arrange for the purchase of products and
their shipment back to the company
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32 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
7. Arranging new ways of taking orders over the Internet and shipping the products
8. Keeping track of the characteristics of customers and the number and types of products they buy
9. Following up with customers to see if they received the products and if they are happy with them
10. Arranging for an outside firm to keep the accounting records 11. Distributing brochures that display the ceramics and refer to the website
Classify each of Ortez’s actions as one of the value chain’s primary processes— research and development, design, supply, production, marketing, distribution, or customer service—or as a support service—human resources, legal services, infor- mation systems, or management accounting. Of the 11 actions, which are the most likely candidates for outsourcing? Why?
The Supply Chain and Value Chain E 8. The items in the following list are associated with a hotel. Indicate which are part of the supply chain (S) and which are part of the value chain (V). 1. Travel agency 2. Housekeeping supplies 3. Special events and promotions 4. Customer service 5. Travel bureau website 6. Tour agencies
Management Reports E 9. The reports that follow are from a grocery store. Which report would be used for financial purposes, and which would be used for activity-based decision making? Why?
Salaries $ 1,000 Scan grocery purchases $ 3,000 Equipment 2,200 Stock fruit 1,000 Freight 5,000 Bake rye bread 500 Supplies 800 Operate salad bar 2,500 Use and occupancy 1,000 Stock can goods 2,000 Collapse cardboard boxes 1,000 Total $10,000 Total $10,000
The Value Chain E 10. As shown in the data that follow, a producer of ceiling fans has determined the unit cost of its most popular model. From these unit costs, determine the total cost per unit of primary processes and the total cost per unit of support services.
Research and development $ 5.00 Human resources 4.50 Design 1.50 Supply 1.00 Legal services 0.50 Production 4.50 Marketing 2.00 Distribution 2.50 Customer service 6.50 Information systems 1.80 Management accounting 0.20 Total cost per unit $30.00
LO1 LO2
LO1 LO3
LO2
Chapter Assignments 33
Comparison of ABM and JIT E 11. The following are excerpts from a conversation between two managers about their companies’ management systems. Identify the manager who works for a company that emphasizes ABM and the one who works for a company that emphasizes a JIT system.
Manager 1: We try to manage our resources effectively by monitoring oper- ating activities. We analyze all major operating activities, and we focus on reducing or eliminating the ones that don’t add value to our products.
Manager 2: We’re very concerned with eliminating waste. We’ve designed our operations to reduce the time it takes to move, store, queue, and inspect materials. We’ve also reduced our inventories by buying and using materials only when we need them.
The Balanced Scorecard E 12. Tim’s Bargain Basement sells used goods at very low prices. Tim has devel- oped the following business objectives: 1. To buy only the inventory that sells 2. To have repeat customers 3. To be profitable and grow 4. To keep employee turnover low
Tim also developed the following performance measures: 5. Growth in revenues and net income per quarter 6. Average unsold goods at the end of the business day as a percentage of the
total goods purchased that day 7. Number of unemployment claims 8. Percentage of customers who have shopped in the store before
Match each of these objectives and performance measures with the four per- spectives of the balanced scorecard: financial perspective, learning and growth perspective, internal business processes perspective, and customer perspective.
The Balanced Scorecard E 13. Your college’s overall goal is to add value to the communities it serves. In light of that goal, match each of the following stakeholders’ perspectives with the appropriate objective:
Perspective Objective
1. Financial (investors) a. Adding value means that the faculty engages in meaningful teaching and research.
2. Learning and growth (employees) b. Adding value means that students receive their degrees in four years.
3. Internal business processes c. Adding value means that the college has winning sports teams.
4. Customers d. Adding value means that fund-raising campaigns are successful.
Ethical Conduct E 14. Katrina Storm went to work for NOLA Industries five years ago. She was recently promoted to cost accounting manager and now has a new boss, Vickery
LO3
LO4
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34 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Howe, the corporate controller. Last week, Storm and Howe went to a two-day professional development program on international accounting standards changes. During the first hour of the first day’s program, Howe disappeared and Storm didn’t see her again until the cocktail hour. The same thing happened on the second day. During the trip home, Storm asked Howe if she had enjoyed the conference. She replied: “Katrina, the golf course was excellent. You play golf. Why don’t you join me during the next conference? I haven’t sat in on one of those sessions in ten years. This is my R&R time. Those sessions are for the new people. My experience is enough to keep me current. Plus, I have excellent peo- ple to help me as we adjust our accounting system to the international changes being implemented.”
Does Katrina Storm have an ethical dilemma? If so, what is it? What are her options? How would you solve her problem? Be prepared to defend your answer.
Corporate Ethics E 15. To answer the following questions, conduct a search of several companies’ websites: (1) Does the company have an ethics statement? (2) Does it express a commitment to environmental or social issues? (3) In your opinion, is the com- pany ethically responsible? Select one of the companies you researched and write a brief description of your findings.
Problems Report Preparation P 1. Clothing Industries, Inc. is deciding whether to expand its line of women’s clothing called Sami Pants. Sales in units of this product were 22,500, 28,900, and 36,200 in 2010, 2011, and 2012, respectively. The product has been very profitable, averaging 35 percent profit (above cost) over the three-year period. The company has 10 sales representatives covering seven states in the North. Production capacity at present is about 40,000 pants per year. There is adequate plant space for additional equipment, and the labor needed can be easily hired and trained.
The organization’s management is made up of four vice presidents: the vice president of marketing, the vice president of production, the vice president of finance, and the vice president of management information systems. Each vice president is directly responsible to the president, Jefferson Henry.
Required 1. What types of information will Henry need before he can decide whether to
expand the Sami Pants line? 2. Assume that one report needed to support Henry’s decision is an analysis of
sales, broken down by sales representative, over the past three years. How would each of the four w’s pertain to this report?
3. Design a format for the report described in requirement 2.
The Value Chain P 2. Reigle Electronics is a manufacturer of cell phones, a highly competitive busi- ness. Reigle’s phones carry a price of $99, but competition forces the company to offer significant discounts and rebates. As a result, the average price of Reigle’s cell phones has dropped to around $50, and the company is losing money. Manage- ment is applying value chain analysis to the company’s operations in an effort to
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Chapter Assignments 35
reduce costs and improve product quality. A study by the company’s management accountant has determined the following per unit costs for primary processes:
Primary Process Cost per Unit
Research and development $ 2.50 Design 3.50 Supply 4.50 Production 6.70 Marketing 8.00 Distribution 1.90 Customer service 0.50 Total cost $27.60
To generate a gross margin large enough for the company to cover its over- head costs and earn a profit, Reigle must lower its total cost per unit for primary processes to no more than $20. After analyzing operations, management reached the following conclusions about primary processes:
• Research and development and design are critical functions because the market and competition require constant development of new features with “cool” designs at lower cost. Nevertheless, management feels that the cost per unit of these processes must be reduced by 10 percent.
• Six different suppliers currently provide the components for the cell phones. Ordering these components from just two suppliers and negoti- ating lower prices could result in a savings of 15 percent.
• The cell phones are currently manufactured in Mexico. By shifting produc- tion to China, the unit cost of production can be lowered by 20 percent.
• Most cell phones are sold through wireless communication companies that are trying to attract new customers with low-priced cell phones. Management believes that these companies should bear more of the marketing costs and that it is feasible to renegotiate its marketing arrange- ments with them so that they will bear 35 percent of the current market- ing costs.
• Distribution costs are already very low, but management will set a target of reducing the cost per unit by 10 percent.
• Customer service is a weakness of the company and has resulted in lost sales. Management therefore proposes increasing the cost per unit of cus- tomer service by 50 percent.
Required 1. Prepare a table showing the current cost per unit of primary processes and the
projected cost per unit based on management’s proposals for cost reduction. 2. Will management’s proposals for cost reduction achieve the targeted total
cost per unit? What further steps should management take to reduce costs? Which steps that management is proposing do you believe will be the most difficult to accomplish?
3. What are the company’s support services? What role should these services play in the value chain analysis?
The Value Chain and Core Competency P 3. Medic Products Company (MPC) is known for developing innovative and high-quality products for use in hospitals and medical and dental offices. Its lat- est product is a nonporous, tough, and very thin disposable glove that will not leak or split and molds tightly to the hand, making it ideal for use in medical and dental procedures. MPC buys the material it uses in making the gloves from another company, which manufactures it according to MPC’s exact specifications
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36 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
and quality standards. MPC makes two models of the glove—one white and one transparent—in its own plant and sells them through independent agents who represent various manufacturers. When an agent informs MPC of a sale, MPC ships the order directly to the buyer. MPC advertises the gloves in professional journals and gives free samples to physicians and dentists. It provides a product warranty and periodically surveys users about the product’s quality.
Required 1. Briefly explain how MPC accomplishes each of the primary processes in the
value chain. 2. What is a core competency? Which one of the primary processes would you
say is MPC’s core competency? Explain your choice.
The Balanced Scorecard and Benchmarking P 4. Howski Associates is an independent insurance agency that sells business, automobile, home, and life insurance. Maya Howski, senior partner of the agency, recently attended a workshop at the local university in which the balanced score- card was presented as a way of focusing all of a company’s functions on its mis- sion. After the workshop, she met with her managers in a weekend brainstorming session. The group determined that Howski Associates’ mission was to provide high-quality, innovative, risk-protection services to individuals and businesses. To ensure that the agency would fulfill this mission, the group established the fol- lowing objectives:
• To provide a sufficient return on investment by increasing sales and maintaining the liquidity needed to support operations
• To add value to the agency’s services by training employees to be knowl- edgeable and competent
• To retain customers and attract new customers • To operate an efficient and cost-effective office support system for
customer agents
To determine the agency’s progress in meeting these objectives, the group established the following performance measures:
• Number of new ideas for customer insurance • Percentage of customers who rate services as excellent • Average time for processing insurance applications • Number of dollars spent on training • Growth in revenues for each type of insurance • Average time for processing claims • Percentage of employees who complete 40 hours of training during the year • Percentage of new customer leads that result in sales • Cash flow • Number of customer complaints • Return on assets • Percentage of customers who renew policies • Percentage of revenue devoted to office support system (information sys-
tems, accounting, orders, and claims processing)
Required 1. Prepare a balanced scorecard for Howski Associates by stating the agency’s
mission and matching its four objectives to the four stakeholder perspectives: the financial, learning and growth, internal business processes, and customer perspectives. Indicate which of the agency’s performance measures would be appropriate for each objective.
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Chapter Assignments 37
2. Howski Associates is a member of an association of independent insurance agents that provides industry statistics about many aspects of operating an insurance agency. What is benchmarking, and in what ways would the indus- try statistics assist Howski Associates in further developing its balanced scorecard?
Professional Ethics P 5. Taylor Zimmer is the controller for Value Corporation. He has been with the company for 17 years and is being considered for the job of chief financial officer. His boss, who is the current chief financial officer and former company controller, will be Value Corporation’s new president. Zimmer has just discussed the year-end closing with his boss, who made the following statement during their conversation: “Taylor, why are you being so inflexible? I’m only asking you to postpone the $2,500,000 write-off of obsolete inventory for 10 days so that it won’t appear on this year’s financial statements. Ten days! Do it. Your promotion is coming up, you know. Make sure you keep all the possible outcomes in mind as you complete your year-end work. Oh, and keep this conversation confidential— just between you and me. Okay?”
Required 1. Identify the ethical issue or issues involved. 2. What do you believe is the appropriate solution to the problem? Be prepared
to defend your answer.
Alternate Problems Report Preparation P 6. Daisy Flowers recently purchased Yardworks, Inc., a wholesale distributor of equipment and supplies for lawn and garden care. The organization, which is headquartered in Baltimore, has four distribution centers that service 14 eastern states. The centers are located in Boston, Massachusetts; Rye, New York; Reston, Virginia; and Lawrenceville, New Jersey. The company’s profits for 2010, 2011, and 2012 were $225,400, $337,980, and $467,200, respectively.
Shortly after purchasing the organization, Flowers appointed people to the following positions: vice president, marketing; vice president, distribution; cor- porate controller; and vice president, research and development. Flowers called a meeting of this management group. She wants to create a deluxe retail lawn and garden center that would include a large, fully landscaped plant and tree nursery. The purposes of the retail center would be (1) to test equipment and supplies before selecting them for sales and distribution and (2) to showcase the effects of using the company’s products. The retail center must also make a profit on sales.
Required 1. What types of information will Flowers need before deciding whether to cre-
ate the retail lawn and garden center? 2. To support her decision, Flowers will need a report from the vice president
of research and development analyzing all possible plants and trees that could be planted and their ability to grow in the places where the new retail center might be located. How would each of the four w’s pertain to this report?
3. Design a format for the report in requirement 2.
The Value Chain P 7. Soft Spot is a manufacturer of futon mattresses. Soft Spot’s mattresses are priced at $60, but competition forces the company to offer significant discounts
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38 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
and rebates. As a result, the average price of the futon mattress has dropped to around $50, and the company is losing money. Management is applying value chain analysis to the company’s operations in an effort to reduce costs and improve product quality. A study by the company’s management accountant has deter- mined the following per unit costs for primary processes and support services:
Primary Process Cost per Unit
Research and development $ 5.00 Design 3.00 Supply 4.00 Production 16.00 Marketing 6.00 Distribution 7.00 Customer service 1.00 Total cost per unit $42.00
Support Service
Human resources $ 2.00 Information services 5.00 Management accounting 1.00 Total cost per unit $ 8.00
To generate a gross margin large enough for the company to cover its over- head costs and earn a profit, Soft Spot must lower its total cost per unit for primary processes to no more than $32.00 and its support services to no more than $5.00. After analyzing operations, management reached the following con- clusions about primary processes and support services:
• Research and development and design are critical functions because the market and competition require constant development of new features with “cool” designs at lower cost. Nevertheless, management feels that the cost per unit of these processes must be reduced by 20 percent.
• Ten different suppliers currently provide the components for the futons. Ordering these components from just two suppliers and negotiating lower prices could result in a savings of 15 percent.
• The futons are currently manufactured in Mali. By shifting production to China, the unit cost of production can be lowered by 40 percent.
• Management believes that by selling to large retailers like Wal-Mart it is feasible to lower current marketing costs by 25 percent.
• Distribution costs are already very low, but management will set a target of reducing the cost per unit by 10 percent.
• Customer service and support to large customers are key to keeping their business. Management therefore proposes increasing the cost per unit of customer service by 20 percent.
• By outsourcing its support services, management projects a 20 percent drop in these costs.
Required 1. Prepare a table showing the current cost per unit of primary processes and
support services and the projected cost per unit based on management’s proposals.
2. Will management’s proposals achieve the targeted total cost per unit? What further steps should management take to reduce costs?
3. What role should the company’s support services play in the value chain analysis?
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Chapter Assignments 39
The Value Chain and Core Competency P 8. Sports Products Company (SPC) is known for developing innovative high- quality shoes for lacrosse. Its latest patented product is a tough, all-weather, and very flexible shoe. SPC buys the material it uses in making the shoes from another company, which manufactures it according to SPC’s exact specifications and quality standards. SPC makes two models of the shoe—one white and one black—in its own plant. SPC sells them through independent distributors who represent various manufacturers. When a distributor informs SPC of a sale, SPC ships the order directly to the buyer. SPC advertises the shoes in sports magazines and gives free samples to well-known lacrosse players who endorse its products. It provides a product warranty and periodically surveys users about the product’s quality.
Required 1. Briefly explain how SPC accomplishes each of the primary processes in the
value chain. 2. What is a core competency? Which one of the primary processes would you
say is SPC’s core competency? Explain your choice.
The Balanced Scorecard and Benchmarking P 9. Resource College is a liberal arts school that provides local residents the opportunity to take college courses and earn bachelor’s degrees. Yolanda How- ard, the school’s provost, recently attended a workshop in which the balanced scorecard was presented as a way of focusing all of an organization’s functions on its mission. After the workshop, she met with her administrative staff and college deans in a weekend brainstorming session. The group determined that the col- lege’s mission was to provide high-quality courses and degrees to individuals to add value to their lives. To ensure that the college would fulfill this mission, the group established the following objectives:
• To provide a sufficient return on investment by increasing tuition rev- enues and maintaining the liquidity needed to support operations
• To add value to the college’s courses by encouraging faculty to be life- long learners
• To retain students and attract new students • To operate efficient and cost-effective student support systems
To determine the college’s progress in meeting these objectives, the group established the following performance measures:
• Number of faculty publications • Percentage of students who rate college as excellent • Average time for processing student applications • Number of dollars spent on professional development • Growth in revenues for each department • Average time for processing transcript requests • Percentage of faculty who annually do 40 hours of professional development • Percentage of new student leads that result in enrollment • Cash flow • Number of student complaints • Return on assets • Percentage of returning students • Percentage of revenue devoted to student services systems (registrar,
computer services, financial aid, and student health)
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40 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Required 1. Prepare a balanced scorecard for Resource College by stating the college’s
mission and matching its four objectives to the four stakeholder perspectives: the financial, learning and growth, internal business processes, and customer perspectives.
2. Indicate which of the college’s performance measures would be appropriate for each objective.
Ethics and JIT Implementation P 10. For almost a year, WEST Company has been changing its manufacturing process from a traditional to a JIT approach. Management has asked for employ- ees’ assistance in the transition and has offered bonuses for suggestions that cut time from the production operation. Don Hanley and Jerome Obbo each identi- fied a time-saving opportunity and turned in their suggestions to their manager, Sam Knightly.
Knightly sent the suggestions to the committee charged with reviewing employees’ suggestions, which inadvertently identified them as being Knightly’s own. The committee decided that the two suggestions were worthy of reward and voted a large bonus for Knightly. When notified of this, Knightly could not bring himself to identify the true authors of the suggestions.
When Hanley and Obbo heard about Knightly’s bonus, they confronted him with his fraudulent act and expressed their grievances. He told them that he needed the recognition to be eligible for an upcoming promotion and prom- ised that if they kept quiet about the matter, he would make sure that they both received significant raises.
Required 1. Should Hanley and Obbo keep quiet? What other options are open to them? 2. How should Knightly have dealt with Hanley’s and Obbo’s complaints?
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ENHANCING Your Knowledge, Skills, and Critical Thinking
Management Information C 1. Obtain a copy of a recent annual report of a publicly held organization in which you have a particular interest. (Copies of annual reports are available at your campus library, at a local public library, on the Internet, or by direct request to an organization.) Assume that you have just been appointed to a middle- management position in a division of the organization you have chosen. You are interested in obtaining information that will help you better manage the activities of your division, and you have decided to study the contents of the annual report in an attempt to learn as much as possible.
You particularly want to know about the following: (1) size of inventory maintained; (2) ability to earn income; (3) reliance on debt financing; (4) types, volume, and prices of products or services sold; (5) type of production process used; (6) management’s long-range strategies; (7) success (profitability) of the division’s various product lines; (8) efficiency of operations; and (9) operating details of your division.
1. Write a brief description of the organization and its products or services and activities.
2. Based on a review of the financial statements and the accompanying disclo- sure notes, prepare a written summary of information pertaining to items 1 through 9 above.
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Chapter Assignments 41
3. Can you find any of the information in which you are interested in other sections of the annual report? If so, which information, and in which sections of the report is it?
4. The annual report also includes other types of information that you may find helpful in your new position. In outline form, summarize this additional information.
Management Information Needs C 2. In C 1, you examined your new employer’s annual report and found some useful information. However, you are interested in knowing whether your divi- sion’s products or services are competitive, and you were unable to find the nec- essary information in the annual report. 1. What kinds of information about your competition do you want to find? 2. Why is this information relevant? (Link your response to a particular decision
about your organization’s products or services. For example, you might seek information to help you determine a new selling price.)
3. From what sources could you obtain the information you need? 4. When would you want to obtain this information? 5. Create a report that will communicate your findings to your superior.
Report Preparation C 3. The registrar’s office of Mainland College is responsible for maintaining a record of each student’s grades and credits for use by students, instructors, and administrators. 1. Assume that you are a manager in the registrar’s office and that you recently
joined a team of managers to review the grade-reporting process. Explain how you would prepare a report of grades for students’ use and the same report for instructors’ use by answering the following questions: a. Who will read the grade report? b. Why is the grade report necessary? c. What information should the grade report contain? d. When is the grade report due?
2. Why does the information in a grade report for students’ use and in a grade report for instructors’ use differ?
3. Visit the registrar’s office of your school in person or through your school’s website. Obtain a copy of your grade report and a copy of the form that the registrar’s office uses to report grades to instructors. Compare the informa- tion that these reports supply with the information you listed in question 1. Explain any differences.
4. What can the registrar’s office do to make sure that its grade reports are effec- tive in communicating all necessary information to readers?
Management Information Needs C 4. McDonald’s is a leading competitor in the fast-food restaurant business. One component of McDonald’s marketing strategy is to increase sales by expanding its foreign markets. At present, McDonald’s restaurants operate in over 100 coun- tries. In making decisions about opening restaurants in foreign markets, the com- pany uses quantitative and qualitative financial and nonfinancial information. The following types of information would be important to such a decision: the cost of a new building (quantitative financial information), the estimated number of hamburgers to be sold in the first year (quantitative nonfinancial information), and site desirability (qualitative information).
Suppose you are a member of McDonald’s management team that must decide whether to open a new restaurant in England. Identify at least two exam- ples each of the (a) quantitative financial, (b) quantitative nonfinancial, and (c) qualitative information that you will need before you can make a decision.
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42 CHAPTER 1 The Changing Business Environment: A Manager’s Perspective
Performance Measures and the Balanced Scorecard C 5. Working in a group of four to six students, select a local business. The group should become familiar with the background of the business by interviewing its manager or accountant. Each group member should identify several performance objectives for the business and link each objective with a specific stakeholder’s perspective from the balanced scorecard. (Select at least one performance objec- tive for each perspective.) For each objective, ask yourself, “If I were the man- ager of the business, how would I set performance measures for each objective?” Then prepare an email stating the business’s name, location, and activities and your linked performance objective and perspectives. Also list possible measures for each performance objective.
In class, members of the group should compare their individual emails and compile them into a group report by having each group member assume a differ- ent stakeholder perspective (add government and community if you want more than four perspectives). Each group should be ready to present all perspectives and the group’s report on performance objectives and measures in class.
Cookie Company (Continuing Case) C 6. Each of the rest of the chapters in this text includes a “cookie company” case that shows how you could operate your own cookie business. In this chapter, you will express your company’s mission statement; set strategic, tactical, and oper- ating objectives; decide on a name for your business; and identify management tools you might consider using to run your business.
1. In researching how to start and run a cookie business, you found the follow- ing three examples of cookie company mission statements: • To provide cheap cookies that taste great and fast courteous service! • Our mission is to make the best chocolate chip cookies that you have ever
tasted. • Handmaking the best in custom cookie creations.
a. Consider which of the mission statements most closely expresses what you want your company’s identity and unique character to be. Why?
b. Will your business focus on cost, quality, or satisfying a specific need? c. Write your company’s mission statement.
2. Based on your mission statement, describe your broad long-term strategic objectives: • What will be your main products? • Who will be your primary customers? • Where will you operate your business?
3. You made the following decisions about your business: • To list expected expenses and revenues for the first six months of operations • To keep expenses low and generate enough revenues during the first two
months of operations to have a positive cash flow by the third month • To develop a complete list of goals, objectives, procedures, and policies relat-
ing to how to find, buy, store, sell, and ship goods and collect payment • To rely solely on the Internet to market products • To expand the ecommerce website to include 20 varieties of cookies over
the next five years Match each of the above to the following components of the planning frame- work: strategic objectives, tactical objectives, operating objectives, business plan, and budget.
4. What will be the name of your cookie company? 5. Which of the management tools listed in the chapter might you consider
using to operate your business? Why?
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Chapter Assignments 43
C H A P T E R
Cost Concepts and Cost Allocation
Classify costs.
Compute predetermined overhead rates.
PLAN
PERFORM
EVALUATE
COMMUNICATE
∇ ∇
Flow service and product- related costs through the inventory accounts.
∇
Allocate overhead using either the traditional or ABC approach.
∇
Compute the unit cost of a product or service.
∇
Compare actual and allocated overhead amounts.
∇
Dispose of the under/over- applied overhead into Cost of Goods Sold account.
∇
Prepare external reports (service, retail, and manufacturing income statements).
∇
Prepare internal management reports to monitor and manage costs.
∇
The Management Process I n this chapter, we describe how managers use information about costs, classify costs, compile product unit costs, and allo-
cate overhead costs using the traditional method.
L E A R N I N G O B J E C T I V E S
LO1 Explain how managers classify costs and how they use these cost classifications.
LO2 Compare how service, retail, and manufacturing organizations report costs on their financial statements and how they account for inventories.
LO3 Describe the flow of costs through a manufacturer’s inventory accounts.
LO4 Define product unit cost, and compute the unit cost of a product or service.
LO5 Define cost allocation, and explain how the traditional method of allocating overhead costs figures into calculating product or service unit cost.
How managers use cost information to solve, “How much does it cost?” can result in differing answers.
2
44
(pp. 46–49)
(pp. 63–68)
(pp. 58–62)
(pp. 54–58)
(pp. 50–53)
� How do managers at Hershey’s determine the cost of a candy bar?
� How do managers use cost information?
DECISION POINT � A MANAGER’S FOCUS THE HERSHEY COMPANY
With net sales of $4.9 billion, The Hershey Company does indeed ful- fill its mission statement of “bringing sweet moments of Hershey hap- piness to the world everyday.” To have achieved that and to continue doing it, Hershey’s managers must know a lot about the costs of pro- ducing and selling its Reese’s, KitKat, Twizzlers, Kisses, Jolly Rancher, Ice Breakers, and other products. Go to Hershey’s website (www. Hersheys.com) to have a tour of the world’s largest chocolate factory and to view how Reese’s Peanut Butter Cups, Twizzler Twists, Mounds, Heath, or PayDay are made.
45
Cost Information
LO1 Explain how managers classify costs and how they use these cost classifications.
One of a company’s primary goals is to be profitable. Because a company’s own- ers expect to earn profits, managers have a responsibility to use the company’s resources wisely and to generate revenues that will exceed the costs of the com- pany’s operating, investing, and financing activities. In this chapter, we focus on costs related to the operating activities of manufacturing, retail, and service orga- nizations. We begin by looking at how managers in these different organizations use information about costs.
Managers’ Use of Cost Information Managers use information about operating costs to plan, perform, evaluate, and communicate the results of operating activities.
� Service organization managers find the estimated cost of services helpful in moni- toring profitability and making decisions about such matters as bidding on future business, lowering or negotiating their fees, or dropping one of their services.
� In retail organizations, such as Good Foods Store, which we used as an exam- ple in the last chapter, managers work with the estimated cost of merchandise purchases to predict gross margin, operating income, and value of merchan- dise sold. They also use this information to make decisions about matters like reducing selling prices for clearance sales, lowering selling prices for bulk sales, or dropping a product line.
� Managers at manufacturing companies like Hershey’s use estimated product costs to predict the gross margin and operating income on sales and to make decisions about such matters as dropping a product line, outsourcing the manufacture of a part to another company, bidding on a special order, or negotiating a selling price. In this chapter, we will use The Choice Candy Company, the hypothetical manufacturer of gourmet chocolate candy bars, to illustrate how managers of manufacturing companies use cost information.
Cost Information and Organizations All organizations use cost information to determine profits and selling prices and to value inventories. Ultimately, a company is profitable only when its revenues from sales or services rendered exceed all its costs. But different types of organiza- tions have different types of product or service costs.
� Service organizations like Southwest Airlines need information about the costs of providing services, which include the costs of labor and related overhead.
� Retail organizations like Wal-Mart and Good Foods Store need information about the costs of purchasing products for resale. These costs include adjustments for freight-in costs, purchase returns and allowances, and purchase discounts.
� Manufacturing organizations like Hershey’s and The Choice Candy Com- pany need information about the costs of manufacturing products. Product costs include the costs of direct materials, direct labor, and overhead.
Cost Classifications and Their Uses
46 CHAPTER 2 Cost Concepts and Cost Allocation
A single cost can be classified and used in several ways, depending on the purpose of the analysis. Figure 2-1 provides an overview of commonly used cost classifica- tions. These classifications enable managers to do the following:
1. Control costs by determining which are traceable to a particular cost object, such as a service or product.
2. Calculate the number of units that must be sold to achieve a certain level of profit (cost behavior).
3. Identify the costs of activities that do and do not add value to a product or service.
4. Classify costs for the preparation of financial statements.
Cost Traceability Managers trace costs to cost objects, such as products or services, sales territo- ries, departments, or operating activities, to develop a fairly accurate measure- ment of costs.
� Direct costs are costs that can be conveniently and economically traced to a cost object. For example, the wages of workers who make candy bars can be conveniently traced to a particular batch because of time cards and pay- roll records. Similarly, the cost of chocolate’s main ingredients—chocolate liquor, cocoa butter, sugar, and milk—can be easily traced.
� Indirect costs are costs that cannot be conveniently and economically traced to a cost object. Some examples include the nails used in furniture, the salt used in candy, and the rivets used in airplanes. For the sake of accuracy, how- ever, these indirect costs must be included in the cost of a product or service. Because they are difficult to trace or an insignificant amount, management uses a formula to assign them to cost objects.
The following examples illustrate cost objects and their direct and indirect costs in service, retail, and manufacturing organizations:
� Service organization: In organizations such as an accounting firm, costs can be traced to a specific service, such as preparation of tax returns. Direct costs for such a service include the costs of government reporting forms, computer usage, and the accountant’s labor. Indirect costs include the costs of supplies, office rental, utilities, secretarial labor, telephone usage, and depreciation of office furniture.
� Retail organization: Costs for organizations such as Good Foods Store can be traced to a department. For example, the direct costs of the produce depart- ment include the costs of fruits and vegetables and the wages of employees working in that department. Indirect costs include the costs of utilities to cool the produce displays and the storage and handling of the produce.
� Manufacturing organization: Costs for organizations such as The Choice Candy Company can be traced to the product. Direct costs include the costs
COST BEHAVIOR
COST TRACEABILITY
VALUE-ADDING ATTRIBUTES
FINANCIAL REPORTING
PERIODDIRECT INDIRECT VARIABLE FIXED VALUE- ADDING
NONVALUE- ADDING
PRODUCT
COSTS
FIGURE
Cost Information 47
2-1 Overview of Cost Classifications
of the materials and labor needed to make the candy. Indirect costs include the costs of utilities, depreciation of plant and equipment, insurance, property taxes, inspection, supervision, maintenance of machinery, storage, and handling.
Cost Behavior Managers are also interested in the way costs respond to changes in volume or activity. By analyzing those variable and fixed patterns of behavior, they gain information to make better management decisions.
� A variable cost is a cost that changes in direct proportion to a change in pro- ductive output (or some other measure of volume).
� A fixed cost is a cost that remains constant within a defined range of activity or time period.
All types of organizations have variable and fixed costs. Here are a few examples:
� Because the number of passengers drives the consumption of food and bev- erages on a flight, the cost of peanuts and beverages is a variable cost for Southwest Airlines. Fixed costs include the depreciation on the plane and the salaries and benefits of the flight and ground crews.
� The variable costs of Good Foods Store include the cost of groceries sold and any sales commissions. Fixed costs include the costs of building and lot rental, depreciation on store equipment, and the manager’s salary.
� The variable costs of The Choice Candy Company include the costs of direct materials (e.g., sugar, cocoa), direct labor wages, indirect materials (e.g., salt), and indirect labor (e.g., inspection and maintenance labor). Fixed costs include the costs of supervisors’ salaries and depreciation on buildings.
Value-Adding Versus Nonvalue-Adding Costs Costs incurred to improve the quality of a product are value-adding costs if the customer is willing to pay more for the higher-quality product or service; otherwise, they are nonvalue-adding costs because they do not increase its market value.
� A value-adding cost is the cost of an activity that increases the market value of a product or service.
� A nonvalue-adding cost is the cost of an activity that adds cost to a product or service but does not increase its market value.
Managers examine the value-adding attributes of their company’s operating activities and, wherever possible, reduce or eliminate activities that do not directly add value to the company’s products or services. For example, the costs of admin- istrative activities, such as accounting and human resource management, are non- value-adding costs. Because they are necessary for the operation of the business, they are monitored closely but cannot be eliminated.
Cost Classifications for Financial Reporting For purposes of preparing financial statements, managers classify costs as product costs or period costs.
� Product costs, or inventoriable costs, are costs assigned to inventory; they include direct materials, direct labor, and overhead. Product costs appear on the income statement as cost of goods sold and on the balance sheet as inventory.
Study Note Notice in each of these examples that as more products or services are produced and sold, the variable costs increase proportionately. Fixed costs, however, remain the same for a specified period.
Study Note Product costs and period costs can be explained by using the matching rule. Product costs must be charged to the period in which the product generates revenue, and period costs are charged against the revenue of the current period.
48 CHAPTER 2 Cost Concepts and Cost Allocation
� Period costs, or noninventoriable costs, are costs of resources used during the accounting period that are not assigned to products. They appear as oper- ating expenses on the income statement. For example, among the period costs listed on the income statement are selling, administrative, and general expenses.
TABLE
Cost Traceability Cost Value Financial Examples to Product Behavior Attribute Reporting
Sugar for candy Direct Variable Value-adding Product (direct materials) Labor for mixing Direct Variable Value-adding Product (direct labor) Labor for supervision Indirect Fixed Nonvalue-adding Product (overhead) Depreciation on mixing machine Indirect Fixed Value-adding Product (overhead) Sales commission —* Variable Value-adding† Period Accountant’s salary —* Fixed Nonvalue-adding Period *Sales commissions and accountants’ salaries cannot be directly or indirectly traced to a cost object; they are not product costs. † Sales commissions can be value-adding because customers’ perceptions of the salesperson and the selling experience can strongly affect their perceptions of the product’s market value.
STOP & APPLY
Indicate whether each of the following costs for a gourmet chocolate candy maker is a product or a period cost, a variable or a fixed cost, a value-adding or a nonvalue-adding cost, and, if it is a product cost, a direct or an indirect cost of the candy:
1. Chocolate 2. Office rent 3. Candy chef wages
4. Dishwasher wages 5. Pinch of salt 6. Utilities to run mixer
Cost Classification Product Variable Value-Adding Direct or Period or Fixed or Nonvalue-Adding or Indirect
Product Variable Value-adding Direct
SOLUTION Cost Classification
Product Variable Value-Adding Direct or Period or Fixed or Nonvalue-Adding or Indirect
Chocolate Product Variable Value-adding Direct Office rent Period Fixed Nonvalue-adding — Candy chef wages Product Variable Value-adding Direct Dishwasher wages Product Variable Value-adding Indirect Pinch of salt Product Variable Value-adding Indirect Utilities to run mixer Product Variable Value-adding Indirect
Cost Information 49
Table 2-1 shows how some costs of a candy manufacturer can be classified in terms of traceability, behavior, value attribute, and financial reporting.
2-1 Examples of Cost Classifications for a Candy Manufacturer
Financial Statements and the Reporting of Costs
LO2 Compare how service, retail, and manufacturing orga- nizations report costs on their financial statements and how they account for inventories.
Managers prepare financial statements at least once a year to communicate the results of their management activities for the period. The key to preparing an income statement or a balance sheet in any kind of organization is determining its cost of goods or services sold and the value of its inventories, if any.
Income Statement and Accounting for Inventories Remember that all organizations—service, retail, and manufacturing—use the following income statement format:
Sales � Cost of Sales
or Cost of Goods Sold
� Gross
Margin � Operating Expenses � Operating Income
Because the operations of service and retail organizations differ from those of manufacturers, the accounts presented in their financial statements differ as well.
� Service organizations like Southwest Airlines and United Parcel Service (UPS) sell services and not products; they maintain no inventories for sale or resale. As a result, unlike manufacturing and retail organizations, they have no inventory accounts on their balance sheets.
Suppose that Good Foods Store, the retail shop that we used as an example in the last chapter, employs UPS to deliver its products. The cost of sales for UPS would include the wages and salaries of personnel plus the expense of the trucks, planes, supplies, and anything else that UPS uses to deliver packages for Good Foods Store.
� Retail organizations, such as Wal-Mart and Good Foods Store, which pur- chase products ready for resale, maintain just one inventory account on the balance sheet. Called the Merchandise Inventory account, it reflects the costs of goods held for resale.
Suppose that Good Foods Store had a balance of $3,000 in its Merchandise Inventory account at the beginning of the year. During the year, its purchases of food products totaled $23,000 (adjusted for purchase discounts, returns and allowances, and freight-in). At year-end, its Merchandise Inventory balance was $4,500. The cost of goods sold was thus $21,500.
� Manufacturing organizations like The Choice Candy Company, which make products for sale, maintain three inventory accounts on the balance sheet: the Materials Inventory, Work in Process Inventory, and Finished Goods Inven- tory accounts. The Materials Inventory account shows the cost of materials that have been purchased but not used in the production process. During the production process, the costs of manufacturing the product are accumulated in the Work in Process Inventory account; the balance of this account repre- sents the costs of the unfinished product. Once the product is complete and ready for sale, its cost is transferred to the Finished Goods Inventory account; the balance in this account is the cost of the unsold completed product.
50 CHAPTER 2 Cost Concepts and Cost Allocation
Figure 2-2 compares the financial statements of service, retail, and manufac- turing organizations. Note in particular the differences in inventory accounts and cost of goods sold. As pointed out earlier, product costs, or inventoriable costs, appear as inventory on the balance sheet and as cost of goods sold on the income statement. Period costs, also called noninventoriable costs or selling, administra- tive, and general expenses, are reflected in the operating expenses on the income statement.
Suppose that The Choice Candy Company had a balance of $52,000 in its Finished Goods Inventory account at the beginning of the year. During the year, the cost of the products that the company manufactured totaled $144,000. At year end, its Finished Goods Inventory balance was $78,000. The cost of goods sold was thus $118,000.
Statement of Cost of Goods Manufactured
Retail Company
Service Company
Manufacturing Company
Sales – Cost of goods sold* = Gross margin – Operating expenses = Operating income
*Cost of goods sold: Beginning merchandise inventory +Net cost of purchases = Cost of goods available for sale – Ending merchandise inventory = Cost of goods sold
Sales – Cost of goods sold†
= Gross margin – Operating expenses = Operating income
† Cost of goods sold: Beginning finished goods inventory +Cost of goods manufactured = Cost of goods available for sale – Ending finished goods inventory = Cost of goods sold
Sales – Cost of sales = Gross margin – Operating expenses = Operating income
No inventory accounts
One inventory account: Merchandise Inventory (finished product ready for sale)
Three inventory accounts: Materials Inventory (unused materials) Work in Process Inventory (unfinished product) Finished Goods Inventory (finished product ready for sale)
Income Statement: Beg. merchandise inventory $ 3,000 + = –
Net cost of purchases 23,000 Cost of goods available for sale $26,000 End. merchandise inventory 4,500
= Cost of goods sold $21,500
Income Statement: Beg. finished goods inventory $ 52,000 +Cost of goods manufactured 144,000 = Cost of goods available for sale $196,000 – End. finished goods inventory 78,000 = Cost of goods sold $118,000
Balance Sheet: Merchandise inventory, ending $ 4,500
Balance Sheet: Finished goods inventory, ending $ 78,000
Income Statement
Balance Sheet (current assets section)
Example with numbers
FIGURE
Financial Statements and the Reporting of Costs 51
The key to preparing an income statement for a manufacturing organization is computing its cost of goods sold, which means that you must first determine the cost of goods manufactured. This dollar amount is calculated on the state- ment of cost of goods manufactured, a special report based on an analysis of the Work in Process Inventory account. At the end of an accounting period, the flow of all manufacturing costs incurred during the period is summarized in this statement. Exhibit 2-1 shows The Choice Candy Company’s statement of cost of goods manufactured for the year.
It is helpful to think of the statement of cost of goods manufactured as being developed in three steps:
Step 1. Compute the cost of direct materials used during the accounting period. As shown in Exhibit 2-1, add the beginning balance in the Materi- als Inventory account to the direct materials purchased. The subtotal
2-2 Financial Statements of Service, Retail, and Manufacturing Organizations
EXHIBIT Statement of Cost of Goods Manufactured and Partial Income Statement for a Manufacturing Organization
The Choice Candy Company Statement of Cost of Goods Manufactured
For the Year 2011
Direct materials used Beginning materials inventory $100,000 Direct materials purchased 200,000 Cost of direct materials available for use $300,000 Less ending materials inventory 50,000 Step 1: Cost of direct materials used $250,000 Direct labor 120,000 Overhead 60,000 Step 2: Total manufacturing costs $430,000 Add beginning work in process inventory 20,000 Total cost of work in process during the year $450,000 Less ending work in process Inventory 150,000 Step 3: Cost of goods manufactured $300,000
The Choice Candy Company Income Statement For the Year 2011
Sales $500,000 Cost of goods sold Beginning finished goods inventory $ 78,000 Cost of goods manufactured 300,000 Cost of goods available for sale $378,000 Less ending finished goods inventory 138,000 Cost of goods sold 240,000 Gross margin $260,000 Selling and administrative expenses 160,000 Operating income $100,000
Study Note An alternative to the cost of goods manufactured calculation uses the cost flow concept that is discussed in LO3.
52 CHAPTER 2 Cost Concepts and Cost Allocation
($300,000) represents the cost of direct materials available for use during the accounting period. Next, subtract the ending balance of the Materials Inventory account from the cost of direct materials available for use. The difference is the cost of direct materials used during the period.
Step 2. Calculate total manufacturing costs for the period. As shown in Exhibit 2-1, the costs of direct materials used and direct labor are added to total overhead costs incurred during the period to arrive at total man- ufacturing costs.
Step 3. Determine total cost of goods manufactured for the period. As shown in Exhibit 2-1, add the beginning balance in the Work in Process Inven- tory account to total manufacturing costs to arrive at the total cost of work in process during the period. From this amount, subtract the end- ing balance in the Work in Process Inventory account to arrive at the cost of goods manufactured.
2-1
Cost of Goods Sold and a Manufacturer’s Income Statement
Study Note It is important not to confuse the cost of goods manufactured with the cost of goods sold.
STOP & APPLY
Given the following information, compute the ending balances of the Materials Inventory, Work in Process Inventory, and Finished Goods Inventory accounts:
Materials inventory, beginning balance $ 230 Work in process inventory, beginning balance 250 Finished goods inventory, beginning balance 380 Direct materials purchased 850 Direct materials placed into production 740 Direct labor costs 970 Overhead costs 350 Cost of goods completed 1,230 Cost of goods sold 935
SOLUTION Materials Inventory, ending balance:
Materials Inventory, beginning balance $ 230 Direct materials purchased 850 Direct materials placed into production (740) Materials Inventory, ending balance $ 340
Work in Process Inventory, ending balance: Work in Process Inventory, beginning balance $ 250 Direct materials placed into production 740 Direct labor costs 970 Overhead costs 350 Cost of goods completed (1,230) Work in Process Inventory, ending balance $1,080
Finished Goods Inventory, ending balance: Finished Goods Inventory, beginning balance $ 380 Cost of goods completed 1,230 Cost of goods sold (935) Finished Goods Inventory, ending balance $ 675
Financial Statements and the Reporting of Costs 53
Exhibit 2-1 shows the relationship between The Choice Candy Company’s income statement and its statement of cost of goods manufactured. The total amount of the cost of goods manufactured during the period is carried over to the income statement, where it is used to compute the cost of goods sold. The beginning balance of the Finished Goods Inventory account is added to the cost of goods manufactured to arrive at the total cost of goods available for sale during the period. The cost of goods sold is then computed by subtracting the ending balance in Finished Goods Inventory (what was not sold) from the total cost of goods available for sale (what was available for sale). The cost of goods sold is considered an expense in the period in which the goods are sold.
Transforming materials into finished products ready for sale requires a number of production and production-related activities. A manufacturing organization’s accounting system tracks these activities as product costs flowing through the Materials Inventory, Work in Process Inventory, and Finished Goods Inventory accounts.
� The Materials Inventory account shows the balance of the cost of unused materials.
� The Work in Process Inventory account shows the manufacturing costs that have been incurred and assigned to partially completed units of product.
� The Finished Goods Inventory account shows the costs assigned to all completed products that have not been sold.
Document Flows and Cost Flows Through the Inventory Accounts
Inventory Accounts in Manufacturing Organizations
LO3 Describe the flow of costs through a manufacturer’s inven- tory accounts.
Purchase of Materials
� The purchasing process starts with a purchase request prepared on a computer form which is submitted electronically for specific quantities of materials needed in the manufacturing process but not currently available in the mate- rials storeroom. A qualified manager approves the request online. Based on the information in the purchase request, the Purchasing Department prepares a computer-generated purchase order and sends it to a supplier.
� When the materials arrive, an employee on the receiving dock examines the mate- rials and enters the information into the company database as a receiving report. The system matches the information on the receiving report with the descrip- tions and quantities listed on the purchase order. A materials handler moves the newly arrived materials from the receiving area to the materials storeroom.
� The Choice Candy Company’s accounting department receives a vendor’s invoice from the supplier requesting payment for the purchased materials. The cost of those materials increases the balance of the Materials Inventory account and an account payable is recognized. If all documents match, pay- ment is authorized to be made.
Production of Goods
� When candy bars are scheduled for production, the storeroom clerk receives a materials request form. In addition to showing authorization, it describes the types and quantities of materials that the storeroom clerk is to send to the production area, and it authorizes the release of those materials from the materials inventory into production.
54 CHAPTER 2 Cost Concepts and Cost Allocation
Managers accumulate and report manufacturing costs based on documents per- taining to production and production-related activities. Figure 2-3 summarizes the typical relationships among the production activities, the documents for each of the three cost elements, and the inventory accounts affected by the activities. Looking at the relationship between activities and documents provides insight into how costs flow through the three inventory accounts and when an activity must be recorded in the accounting records.
To illustrate document flow and changes in inventory balances for produc- tion activities in Figure 2-3, we continue with our example of The Choice Candy Company, a typical manufacturing business.
WORK IN PROCESS INVENTORY FINISHED GOODS INVENTORY COST OF GOODS SOLD
Cost of completed products (job order cost card)
Cost of completed products (job order cost card)
Cost of sold units (job order cost card)
Cost of materials used in production (materials request form) Cost of direct labor (time card) Cost of overhead
Cost of sold units (job order cost card)
• Move materials to production area. • Convert materials into finished product using direct labor and overhead.
• Move completed products to finished goods storage area and store until sold. • Move sold units to shipping.
• Ship products sold to customer.
• Materials request form • Time card • Job order cost card
• Job order cost card • Sales invoice • Shipping document • Job order cost card
INVENTORY ACCOUNTS (RELATED DOCUMENTS)
ACTIVITIES
DOCUMENTS
CHOCOLATE
CHOCOLATE
CHOCOLATE CHOCO LATE
MILK
PURCHASE OF MATERIALS
CHOCOLATE CHOCOLATE
CHOCOLATECHOCOLATE
CHOCOLATE
MATERIALS INVENTORY
Cost of materials used in production (materials request form)
Cost of materials purchased (vendor’s invoice)
• Purchase, receive, inspect, and store materials. • Confirm receipt of materials. • Match documents.
• Purchase request • Purchase order • Receiving report • Vendor’s invoice
PRODUCTION OF GOODS PRODUCT COMPLETION PRODUCT SALE
FIGURE
Inventory A ccounts in M
anufacturing O rganizations 55
2-3 Activities, Documents, and Cost Flows Through the Inventory Accounts of a Manufacturing Organization
� If all is in order, the storeroom clerk has the materials handler move the materials to the production floor.
� The cost of the direct materials transferred will increase the balance of the Work in Process Inventory account and decrease the balance of the Materials Inventory account.
� The cost of the indirect materials transferred will increase the balance of the Overhead account and decrease the balance of the Materials Inventory account. (We discuss overhead in more detail later in this chapter.)
� Each of the production employees who make the candy bars prepares a time card to record the number of hours he or she has worked on this and other orders each day.
� The costs of the direct labor used to manufacture the candy bars increase the balance of the Work in Process Inventory account.
� The costs of the indirect labor used to support the manufacture of the candy bars increase the balance of the Overhead account.
� A job order cost card can be used to record all direct material, direct labor, and overhead costs incurred as the products move through production.
Product Completion and Sale � Employees place completed candy bars in cartons and then move the cartons
to the finished goods storeroom, where they are kept until they are shipped to customers. The cost of the completed candy bars increases the balance of the Finished Goods Inventory account and decreases the balance of the Work in Process Inventory account.
� When candy bars are sold, a clerk prepares a sales invoice, and another employee fills the order by removing the candy bars from the storeroom, packaging them, and shipping them to the customer. A shipping document shows the quantity of the products that are shipped and gives a descrip- tion of them. The cost of the candy bars sold increases the Cost of Goods Sold account and decreases the balance of the Finished Goods Inventory account.
The Manufacturing Cost Flow
Materials Inventory Because there are no indirect materials in this case, the Materials Inventory account shows the balance of unused direct materials. The cost of direct materials purchased increases the balance of the Materials Inventory
56 CHAPTER 2 Cost Concepts and Cost Allocation
Manufacturing cost flow is the flow of manufacturing costs (direct materials, direct labor, and overhead) through the Materials Inventory, Work in Process Inventory, and Finished Goods Inventory accounts into the Cost of Goods Sold account. A defined, structured manufacturing cost flow is the foundation for product costing, inventory valuation, and financial reporting. It supplies all the information necessary to prepare the statement of cost of goods manufactured and compute the cost of goods sold, as shown in Exhibit 2-1.
Figure 2-4 summarizes the manufacturing cost flow as it relates to the inven- tory accounts and production activity of The Choice Candy Company for the year ended December 31. To show the basic flows in this example, we assume that all materials can be traced directly to the candy bars. This means that there are no indirect materials in the Materials Inventory account. We also work with the actual amount of overhead, rather than an estimated amount.
FIGURE
Bal. 100,000
200,000 250,000
250,000
50,000
Total cost of materials purchased during 2011:
Cost of materials used during 2011:
300,000
Cost of goods manufactured during 2011:
Bal.
150,000 Bal.
Materials Inventory
Cost of materials used in production during 2011:
Finished Goods Inventory
Cost of sold units during 2011:
20,000 Bal.
78,000 Bal.
120,000
Cost of direct labor during 2011:
60,000
138,000 Bal.
Cost of overhead during 2011:
Work in Process Inventory
Cost of goods manufactured during 2011:
300,000 240,000
240,000
Cost of sold units during 2011:
Cost of Goods Sold
Work in Process Inventory The Work in Process Inventory account records the balance of partially completed units of the product.
� As direct materials and direct labor enter the production process, their costs are added to the Work in Process Inventory account. The cost of overhead for the current period is also added.
� The total costs of direct materials, direct labor, and overhead incurred and transferred to work in process inventory during an accounting period are called total manufacturing costs (also called current manufacturing costs). These costs increase the balance of the Work in Process Inventory account.
� The cost of all units completed and moved to finished goods inventory dur- ing an accounting period is the cost of goods manufactured. The cost of goods manufactured for the period decreases the balance of the Work in Pro- cess Inventory account.
Finished Goods Inventory The Finished Goods Inventory account holds the balance of costs assigned to all completed products that a manufacturing com- pany has not yet sold. The cost of goods manufactured increases the balance, and the cost of goods sold decreases the balance.
Study Note When costs are transferred from one inventory account to another in a manufacturing company, they remain assets. They are on the balance sheet and are not expensed on the income statement until the finished goods are sold.
Study Note Materials Inventory and Work in Process Inventory support the production process, while Finished Goods Inventory supports the sales and distribution functions.
Inventory Accounts in Manufacturing Organizations 57
account, and the cost of direct materials used by the Production Department decreases it.
Figure 2-4 shows the flows of material purchased and used through the Mate- rials Inventory T account.
Figure 2-4 recaps the inflows of direct materials, direct labor, and overhead into the Work in Process Inventory T account and the resulting outflow of com- pleted product costs.
Figure 2-4 shows the inflow of cost of goods manufactured and the outflow of cost of goods sold to the Finished Goods Inventory T account.
2-4 Manufacturing Cost Flow: An Example Using Actual Costing for The Choice Candy Company
As noted above, product costs include all costs related to the manufacturing pro- cess. The three elements of product cost are direct materials costs, direct labor costs, and overhead costs.
� Direct materials costs are the costs of materials used in making a product that can be conveniently and economically traced to specific units of the prod- uct. Some examples of direct materials are the meat and bun in hamburgers, the oil and additives in a gallon of gasoline, and the sugar used in making candy. Direct materials may also include parts that a company purchases from another manufacturer, e.g., a battery and windshield for an automobile.
� Direct labor costs are the costs of the hands-on labor needed to make a prod- uct or service that can be traced to specific units. For example, the wages of production-line workers are direct labor costs.
� Overhead costs (also called service overhead, factory overhead, factory burden, manufacturing overhead, or indirect production costs) are production-related costs that cannot be practically or conveniently traced directly to an end prod- uct or service. They include indirect materials costs, such as the costs of nails, rivets, lubricants, and small tools, and indirect labor costs, such as the costs of labor for maintenance, inspection, engineering design, supervision, and materials handling. Other indirect manufacturing costs include the costs of building maintenance, property taxes, property insurance, depreciation on plant and equipment, rent, and utilities. As indirect costs, overhead costs are allocated to a product’s cost using either traditional or activity-based costing methods, which we discuss later in the chapter.
Elements of Product Costs
LO4 Define product unit cost, and compute the unit cost of a product or service.
STOP & APPLY
Given the following information, use T accounts to compute the ending balances of the Materials Inventory, Work in Process Inventory, and Finished Goods Inventory accounts:
Materials Inventory, beginning balance $ 230 Work in Process Inventory, beginning balance 250 Finished Goods Inventory, beginning balance 380 Direct materials purchased 850 Direct materials (DM) placed into production (used) 740 Direct labor (DL) costs 970 Overhead (OH) costs 350 Cost of goods completed (COGM) 1,230 Cost of goods sold (COGS) 935
SOLUTION MATERIAL INVENTORY WORK IN PROCESS INVENTORY FINISHED GOODS INVENTORY
Beg. 230 Used 740 Beg. 250 COGM 1,230 Beg. 380 COGS 935 Purchased 850 DM 740 COGM 1,230 End. 340 DL 970 End. 675
OH 350 End. 1,080
58 CHAPTER 2 Cost Concepts and Cost Allocation
To illustrate product costs and the manufacturing process, we’ll refer again to The Choice Candy Company. Maggie Evans, the company’s founder and president, has identified the following elements of the product cost of one candy bar:
� Direct materials costs: costs of sugar, chocolate, and wrapper
� Direct labor costs: costs of labor used in making the candy bar
� Overhead costs: indirect materials costs, including the costs of salt and flavor- ings; indirect labor costs, including the costs of labor to move materials to the production area and to inspect the candy bars during production; other indi- rect overhead costs, including depreciation on the building and equipment, utilities, property taxes, and insurance
Prime Costs and Conversion Costs The three elements of manufacturing costs can be grouped into prime costs and conversion costs.
� Prime costs are the primary costs of production; they are the sum of the direct materials costs and direct labor costs.
� Conversion costs are the costs of converting direct materials into a finished product; they are the sum of direct labor costs and overhead costs.
FOCUS ON BUSINESS PRACTICE
New technology and manufacturing processes have cre- ated new patterns of product costs. The three elements of product costs are still direct materials, direct labor, and overhead, but the percentage that each contrib- utes to the total cost of a product has changed. From the 1950s through the 1970s, direct labor was the dominant element, making up over 40 percent of total product cost, while direct materials contributed 35 percent and
overhead, around 25 percent. Thus, direct costs, traceable to the product, accounted for 75 percent of total prod- uct cost. Improved production technology caused a dra- matic shift in the three product cost elements. Machines replaced people, significantly reducing direct labor costs. Today, only 50 percent of the cost of a product is directly traceable to the product; the other 50 percent is overhead, an indirect cost.
Has Technology Shifted the Elements of Product Costs?
Computing Product Unit Cost Product unit cost is the cost of manufacturing a single unit of a product. It is made up of the costs of direct materials, direct labor, and overhead. These three cost elements are accumulated as a batch or production run of products is being produced. When the batch or run has been completed, the product unit cost is computed by dividing the total cost of direct materials, direct labor, and overhead
Elements of Product Costs 59
These classifications are important for understanding the costing methods dis- cussed in later chapters. Figure 2-5 summarizes the relationships among the product cost classifications presented so far.
by the total number of units produced, or by determining the cost per unit for each element of the product cost and summing those per unit costs.
Product Unit Cost � Direct Materials Cost � Direct Labor Cost � Overhead Cost
Number of Units Produced or
Product Unit Cost � Direct Materials Cost per Unit � Direct Labor Cost per Unit � Overhead Cost per Unit
Product Cost Measurement Methods How products flow physically and how costs are incurred do not always match. For example, The Choice Candy Company physically produces candy bars 24 hours a day, 7 days a week, but the accounting department only does accounting 8 hours a day, 5 days a week. Because product cost data must be available 24/7, manag- ers may use estimates or predetermined standards to compute product costs during the period. At the end of the period, these estimates are reconciled with the actual product costs so actual product costs appear in the financial statements. Here are the three methods managers and accountants can use to calculate product unit cost:
� Actual costing method,
� Normal costing method, or
� Standard costing method.
PRODUCT COSTS (Cost of Goods Sold)
PERIOD COSTS (Operating Expenses)
FINANCIAL REPORTING
DIRECT LABOR
OVERHEAD DIRECT
MATERIALS
PRIME COSTS
CONVERSION COSTS
FIGURE Relationships Among Product Cost Classifications
Actual Costing Method The actual costing method uses the actual costs of direct materials, direct labor, and overhead when they become known to calcu- late the product unit cost. This means, many times, waiting until the end of the
60 CHAPTER 2 Cost Concepts and Cost Allocation
2-5
Table 2-2 summarizes how these three product cost-measurement methods use actual and estimated costs.
period when all the cost data are available. For most companies, this is not practi- cal. Notice in the following example that product unit cost is computed after the job was completed and all cost information was known.
The Choice Candy Company produced 3,000 candy bars on December 28 for Good Foods Store. Sara Kearney, the company’s accountant, calculated that the actual costs for the order were direct materials, $540; direct labor, $420; and overhead, $210. The actual product unit cost for the order was $0.39, calculated as follows:
Actual direct materials ($540 � 3,000 candy bars) $0.18 Actual direct labor ($420 � 3,000 candy bars) 0.14 Actual overhead ($210 � 3,000 candy bars) 0.07 Actual product cost per candy bar ($1,170 � 3,000 candy bars) $0.39
Normal Costing Method The normal costing method combines the easy- to-track actual direct costs of materials and labor with estimated overhead costs to determine a product unit cost.
� The normal costing method is simple and allows a smoother, more even assignment of overhead costs to production during an accounting period than is possible with the actual costing method.
� However, at the end of the accounting period, any difference between the estimated and actual costs must be identified and removed so that the finan- cial statements show only the actual product costs.
Assume that Sara Kearney used normal costing to price the Good Foods Store order for 3,000 candy bars and that overhead was applied to the product’s cost using an estimated rate of 60 percent of direct labor costs. In this case, the costs for the order would include the actual direct materials cost of $540, the actual direct labor cost of $420, and an estimated overhead cost of $252 ($420 � 60%). The product unit cost would be $0.40:
Actual direct materials ($540 � 3,000 candy bars) $0.18 Actual direct labor ($420 � 3,000 candy bars) 0.14 Estimated overhead ($252 � 3,000 candy bars) 0.08 Normal product cost per candy bar ($1,212 � 3,000 candy bars) $0.40
Standard Costing Method The standard costing method uses estimated or standard costs of direct materials, direct labor, and overhead to calculate the product unit cost.
� Managers sometimes need product cost information before the accounting period begins so that they can control the cost of operating activities or price
TABLE Use of Actual and Estimated Costs in Three Cost-Measurement Methods
Product Standard Cost Elements Actual Costing Normal Costing Costing
Direct materials Actual costs Actual costs Estimated costs Direct labor Actual costs Actual costs Estimated costs Overhead Actual costs Estimated costs Estimated costs
Study Note Many management decisions require estimates of future costs. Managers often use actual cost as a basis for estimating future cost.
Study Note The use of normal costing is widespread, since many overhead bills, such as utility bills, are not received until after products or services are produced and sold.
Elements of Product Costs 61
2-2
a proposed product for a customer. In such situations, product unit costs must be estimated, and the standard costing method can be helpful.
� Standard costing is very useful in performance management and evaluation because a manager can compare actual and standard costs to compute the variances. We cover standard costing in more detail in another chapter.
Assume that The Choice Candy Company is placing a bid to manufacture 2,000 candy bars for a new customer. From standard cost information devel- oped at the beginning of the period, Kearney estimates the following costs: $0.20 per unit for direct materials, $0.15 per unit for direct labor, and $0.09 per unit for overhead (assuming a standard overhead rate of 60 percent of direct labor cost). The standard cost per unit would be $0.44:
Standard direct materials $0.20 Standard direct labor 0.15 Standard overhead ($0.15 � 60%) 0.09 Standard product cost per candy bar $0.44
Computing Service Unit Cost Delivering products, representing people in courts of law, selling insurance poli- cies, and computing people’s income taxes are typical of the services performed in many service organizations. Like other services, these are labor-intensive pro- cesses supported by indirect materials or supplies, indirect labor, and other over- head costs.
� The most important cost in a service organization is the direct cost of labor that can be traceable to the service rendered.
� The indirect costs incurred in performing a service are similar to those incurred in manufacturing a product. They are classified as overhead.
� These service costs appear on service organizations’ income statements as cost of sales.
Study Note Any material costs in a service organization would be for supplies used in providing services. Because these are indirect materials costs, they are included in overhead.
STOP & APPLY
Fickle Picking Services provides inexpensive, high-quality labor for farmers growing vegetable and fruit crops. In September, Fickle Picking Services paid laborers $4,000 to harvest 500 acres of apples. The company incurred overhead costs of $2,400 for apple-picking services in Septem- ber. This amount included the costs of transporting the laborers to the orchards; of providing facilities, food, and beverages for the laborers; and of scheduling, billing, and collecting from the farmers. Of this amount, 50 percent was related to picking apples. Compute the cost per acre to pick apples.
SOLUTION
Total cost to pick apples: $4,000 � (0.50 � $2,400) � $5,200
Cost per acre to pick apples: $5,200 � 500 acres � $10.40 per acre
62 CHAPTER 2 Cost Concepts and Cost Allocation
As noted earlier, the costs of direct materials and direct labor can be easily traced to a product or service, but overhead costs are indirect costs that must be col- lected and allocated in some manner.
� Cost allocation is the process of assigning a collection of indirect costs, such as overhead, to a specific cost object, such as a product or service, a department, or an operating activity, using an allocation base known as a cost driver.
� A cost driver might be direct labor hours, direct labor costs, units produced, or another activity base that has a cause-and-effect relationship with the cost.
� As the cost driver increases in volume, it causes the cost pool—the collection of indirect costs assigned to a cost object—to increase in amount.
Suppose The Choice Candy Company has a machine maintenance cost pool. The cost pool consists of overhead costs needed to maintain the machines, the cost object is the candy product, and the cost driver is machine hours. As more machine hours are used to maintain the machines, the amount of the cost pool increases, thus increasing the costs assigned to the candy product.
Allocating the Costs of Overhead Allocating overhead costs to products or services is a four-step process that cor- responds to the four stages of the management process:
1. Planning. In the first step, managers estimate overhead costs and calculate a rate at which they will assign those costs to products or services.
2. Performing. In the second step, this rate is applied to products or services as overhead costs are incurred and recorded during production.
3. Evaluating. In the third step, actual overhead costs are recorded as they are incurred, and managers calculate the difference between the estimated (or applied) and actual costs.
4. Communicating. In the fourth step, managers report on this difference.
Cost Allocation
LO5 Define cost allocation, and explain how the traditional method of allocating overhead costs figures into calculating product or service unit cost.
Step 1. Planning the overhead rate. Before a period begins, managers deter- mine cost pools and cost drivers and calculate a predetermined over- head rate by dividing the cost pool of total estimated overhead costs by the total estimated cost driver level.
� Grouping all estimated overhead costs into one cost pool and using direct labor hours or machine hours as the cost driver results in a single, plantwide overhead rate.
� This step requires no entry because no business activity has occurred.
Step 2. Applying the overhead rate. As units of the product or service are pro- duced during the period, the estimated overhead costs are assigned to the product or service using the predetermined overhead rate.
� The predetermined overhead rate is multiplied by the actual cost driver level (e.g., the actual number of direct labor hours used to complete the product). The purpose of this calculation is to assign a consistent overhead cost to each unit produced during the period.
� An entry records the allocation of overhead. The entry to apply overhead to a product is recorded as a debit or increase to the Work in Process Inventory account and a credit or decrease to the Overhead account.
Cost Allocation 63
Figure 2-6 summarizes these four steps in terms of their timing, the procedures involved, and the entries they require. It also shows how the cost flows in the various steps affect the accounting records.
Year 2010 Year 2011 January 1 December 31
Timing and Procedure
During the accounting period, as units are pro- duced, apply overhead costs to products by multiplying the predetermined overhead rate for each cost pool by the actual cost driver level for that pool. Record costs.
Record actual overhead costs as they are incurred during the accounting period.
At the end of the accounting period, calculate and reconcile the difference between applied and actual overhead costs.
Entry Increase Work in Process Inventory account and decrease Overhead account: Dr. Work in Process XX Inventory Cr. Overhead XX
Increase Overhead account and decrease asset accounts or increase contra-asset or liability accounts: Dr. Overhead XX Cr. Various Accounts XX
Entry will vary depending on how costs have been applied. If overapplied, increase Overhead and decrease Cost of Goods Sold. If underapplied, increase Cost of Goods Sold and decrease Overhead.
Cost Flow Through the Accounts
Overhead
Overhead applied using predeter- mined rate
Overhead
Actual overhead costs recorded
Actual overhead costs recorded
Overapplied: Overhead
Overhead applied using predeter- mined rate
Overhead applied using predeter- mined rate
Work in Process Inventory Various Asset and Liability Accounts
Actual overhead costs recorded
Cost of Goods Sold
Bal.
Bal. $0
Overapplied
Overapplied
Underapplied
Actual overhead costs recorded
Underapplied: Overhead
Overhead applied using predeter- mined rate
Bal. $0
Step 4: Reconciling Applied and Actual Overhead Costs
Step 3: Recording Actual Overhead Costs
Step 2: Applying the
Overhead Rate
Before the accounting period begins, determine cost pools and cost drivers. Calculate the overhead rate by dividing the cost pool of total estimated overhead costs by the total estimated cost driver level.
Step 1: Planning the
Overhead Rate
None
Actual Bal.
Cost of Goods Sold
Bal. Underapplied
Actual Bal.
FIGURE Allocating Overhead Costs: A Four-Step Process
64 CHAPTER 2 Cost Concepts and Cost Allocation
2-6
Step 3. Recording actual overhead costs. The actual overhead costs are recorded as they are incurred during the period.
� These costs include the actual costs of indirect materials, indirect labor, depre- ciation, property taxes, and other production costs.
� The entry made for the actual overhead costs records a debit in the Overhead account and a credit in the asset, contra-asset, or liability accounts affected.
Step 4. Reconciling the applied and actual overhead amounts. At the end of the period, the difference between the applied and actual overhead costs is calculated and reconciled.
Overapplied Overhead If the overhead costs applied to production during the period are greater than the actual overhead costs, the difference in the amounts represents overapplied overhead costs. � If this difference is immaterial, the Overhead account is debited or increased
and the Cost of Goods Sold or Cost of Sales account is credited or decreased by the difference.
� If the difference is material for the products produced, adjustments are made to the accounts affected—that is, the Work in Process Inventory, Finished Goods Inventory, and Cost of Goods Sold accounts.
Underapplied Overhead If the overhead costs applied to production during the period are less than the actual overhead costs, the difference represents underap- plied overhead costs. � If the difference is immaterial, the Cost of Goods Sold or Cost of Sales account
is debited or increased and the Overhead account is credited or decreased by this difference.
� If the difference is material for the products produced, adjustments are made to the accounts affected—that is, the Work in Process Inventory, Finished Goods Inventory, and Cost of Goods Sold accounts.
Actual Cost of Goods Sold or Cost of Sales The adjustment for overap- plied or underapplied overhead costs is necessary to reflect the actual overhead costs on the income statement.
Allocating Overhead: The Traditional Approach The traditional approach to applying overhead costs to a product or service is to use a single plantwide overhead rate.
� This approach is especially useful when companies manufacture only one product or a few very similar products that require the same production pro- cesses and production-related activities, such as setup, inspection, and materi- als handling.
� The total overhead costs constitute one cost pool, and a traditional activity base—such as direct labor hours, direct labor costs, machine hours, or units of production—is the cost driver.
As we continue with our example of The Choice Candy Company, let’s assume that the company will be selling two product lines in the coming year— plain candy bars and candy bars with nuts—and that Sara Kearney chooses direct labor hours as the cost driver. Kearney estimates that total overhead costs for the next year will be $20,000 and that total direct labor hours (DLH) worked will be 400,000 hours.
Cost Allocation 65
Step 1. Planning the overhead rate. Kearney uses the following formula to compute the rate at which overhead costs will be applied:
$20,000 Predetermined Overhead Rate �
400,000 DLH � $0.05 per DLH
Step 2. Applying the overhead rate. Kearney applies the predetermined over- head rate to the products. During the year, The Choice Candy Com- pany actually uses 250,000 direct labor hours to produce 100,000 plain candy bars and 150,000 direct labor hours to produce 50,000 candy bars with nuts.
� The portion of the overhead cost applied to the plain candy bars totals $12,500 ($0.05 � 250,000 DLH), or $0.13 per unit ($12,500 � 100,000 units).
� The portion of overhead applied to the candy bars with nuts totals $7,500 ($0.05 � 150,000 DLH), or $0.15 per unit ($7,500 � 50,000 units).
Product Unit Cost Using the Normal Costing Approach Kearney also wants to calculate the product unit cost for the accounting period using normal costing. She gathers the following data for the two product lines:
TABLE
Step 1. Calculate overhead rate for cost pool:
Estimated Total Overhead Costs $20,000
Estimated Total Cost Driver Level �
400,000 (DLH) � $0.05 per DLH
Step 2. Apply predetermined overhead rate to products:
Plain Candy Bars Candy Bars with Nuts
Predetermined Overhead Rate Predetermined Overhead Rate � Actual Cost Driver Level � Actual Cost Driver Level � Cost Applied to Production � Cost Applied to Production
Overhead applied: $0.05 per DLH $0.05 � 250,000 DLH � $12,500 $0.05 � 150,000 DLH � $7,500
Overhead cost per unit: Cost Applied � Number of Units $12,500 � 100,000 � $0.13* $7,500 � 50,000 � $0.15
Product unit cost using normal costing: Plain Candy Bars Candy Bars with Nuts
Product costs per unit: Direct materials $0.18 $0.21 Direct labor 0.14 0.16 Applied overhead 0.13 0.15 Total product unit cost $0.45 $0.52
*Rounded.
66 CHAPTER 2 Cost Concepts and Cost Allocation
Table 2-3 summarizes the first two steps in the traditional approach to allo- cating overhead costs.
2-3 Allocating Overhead Costs and Calculating Product Unit Cost: Traditional Approach
Step 3. Recording actual overhead costs. Kearney records the actual overhead costs as they were incurred during the year. The actual overhead costs totaled $19,800. The entry she made records a debit in the Overhead account and a credit in the asset, contra-asset, or liability accounts affected.
Step 4. Reconciling the applied and actual overhead amounts. Kearney com- pares the actual and applied overhead costs to compute the amount of underapplied or overapplied overhead:
Study Note Don’t make the mistake of thinking that because a cost is not traced directly to a product, it is not a product cost. All manufacturing costs, both direct and indirect, are product costs.
Actual Applied Overapplied
Overhead Costs $19,800 $20,000 $200
Actual Cost of Goods Sold Cost of Goods Sold will be reduced by the $200 of overapplied overhead costs. The adjustment is necessary to reflect the actual overhead costs on the income statement.
Allocating Overhead: The ABC Approach Activity-based costing (ABC) is a more accurate method of assigning overhead costs to products or services than the traditional approach. It categorizes all indirect costs by activity, traces the indirect costs to those activities, and assigns activity costs to products or services using a cost driver related to the cause of the cost.
� A company that uses ABC identifies production-related activities or tasks and the events and circumstances that cause, or drive, those activities, such as number of inspections or maintenance hours. As a result, many smaller activ- ity pools are created from the single overhead cost pool used in the traditional method.
� This means that managers will calculate many rates. There will be an over- head rate, or activity cost rate, for each activity pool, which must be applied to products or services produced.
� Managers must select an appropriate number of activity pools instead of the traditional plantwide rate for overhead.
ABC will improve the accuracy of product or service cost estimates for orga- nizations. More careful cost allocation means that managers will have better information for decision making.
Plain Candy Candy Bars Bars with Nuts
Actual direct materials cost per unit $0.18 $0.21 Actual direct labor cost per unit 0.14 0.16 Prime cost per unit $0.32 $0.37
Cost Allocation 67
At the bottom of Table 2-3 is Kearney’s calculation of the normal product unit cost for each product line consisting of its prime costs plus applied over- head. The product unit cost of the candy bar with nuts ($0.52) is higher than the plain candy bar’s cost ($0.45) because producing the candy bar with nuts required more expensive materials and more labor time.
STOP & APPLY
1. Compute the predetermined overhead rate for the Sample Service Company if its esti- mated overhead costs for the coming year will be $15,000 and 5,000 direct labor hours will be worked.
2. Calculate the amount of overhead costs applied by the Sample Service Company to one of its jobs if the job required 10 direct labor hours to complete.
3. Compute the total cost of the job if prime (direct material and direct labor) costs incurred by Sample Service Company to complete it were $60. If the job contained 5 units of service, what is the unit cost?
4. Using the traditional overhead rate com- puted in Step 1, determine the total amount of overhead applied to operations during the year if Sample Service Com- pany compiles a total of 4,900 labor hours worked.
5. If Sample Company’s actual overhead costs for the year are $14,800, compute the amount of under- or overapplied overhead for the year. Will the Cost of Goods Sold account be increased or decreased to correct the under- or overapplication of overhead?
SOLUTION
1. Predetermined Overhead Rate � Estimated Overhead Costs ___________________________ Estimated Direct Labor Hours
� $15,000 ___________ 5,000 DLH
� $3.00 per DLH
2. Overhead Costs Applied � Predetermined Overhead Rate � Actual Hours Worked
$3 per DLH � 10 Actual Direct Labor Hours Worked � $30
3. Total Cost � Actual Direct Materials Cost � Actual Direct Labor Cost � Applied Overhead Cost
� $60 � $30 � $90
Unit Cost � Total Cost of Job ________________ Units Produced
� $90 _______ 5 units
� $18 per unit
4. Overhead Costs Applied � Predetermined Overhead Rate � Actual Hours Worked During Year
� $3 per DLH � 4,900 Actual Direct Labor Hours Worked � $14,700
5. Overhead Costs Applied � $14,700 Actual Overhead Costs � 14,800 Underapplied Overhead � $ 100, which will increase the Cost of Goods Sold account
68 CHAPTER 2 Cost Concepts and Cost Allocation
Required 1. Compute the cost of materials used during the year.
2. Given the cost of materials used, compute the total manufacturing costs for the year.
A LOOK BACK AT � THE HERSHEY COMPANY In this chapter’s Decision Point, we posed these questions:
• How do managers at Hershey’s determine the cost of a candy bar? • How do managers use cost information?
To determine the cost of a candy bar, managers at The Hershey Company must conduct complex analyses of many product costs, as well as costs that are unre- lated to products. They analyze both the traceable costs of direct labor and materi- als and the indirect costs needed to support candy production. They also consider any other relevant selling, administrative, or general operating costs that relate to the candy bars.
Classifying and analyzing costs helps managers make decisions that will sustain Hershey’s profitability. All costs must be analyzed in terms of their traceability and behavior and in terms of whether they add value and how they affect the financial statements. Because many costs cannot be directly traced to specific candy prod- ucts, managers must use a method of allocation to assign them. Possibilities include the traditional allocation method and the activity-based costing method discussed in this chapter.
Assume that one of The Hershey Company’s factories produces 50-pound blocks of dark chocolate and that it needs to prepare a year-end balance sheet and income statement, as well as a statement of cost of goods manufactured. During the year, the factory purchased $361,920 of direct materials. The factory’s direct labor costs for the year were $99,085 (10,430 hours at $9.50 per hour); its indirect labor costs totaled $126,750 (20,280 hours at $6.25 per hour). Account balances for the year were as follows:
Account Balance
Plant Supervision $ 42,500 Factory Insurance 8,100 Utilities, Factory 29,220 Depreciation–Factory Building 46,200 Depreciation–Factory Equipment 62,800 Factory Security 9,460 Factory Repair and Maintenance 14,980 Selling and Administrative Expenses 76,480 Materials Inventory, beginning 26,490 Work in Process Inventory, beginning 101,640 Finished Goods Inventory, beginning 148,290 Materials Inventory, ending 24,910 Work in Process Inventory, ending 100,400 Finished Goods Inventory, ending 141,100
Review Problem
Calculating Cost of Goods Manufactured:
Three Fundamental Steps
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A Look Back at The Hershey Company 69
3. Given the total manufacturing costs for the year, compute the cost of goods manufactured during the year.
4. If 13,397 units (1 unit � 50-pound block of dark chocolate) were manufactured during the year, what was the actual product unit cost? (Round your answer to two decimal places.)
Answers to Review Problem
1. Cost of materials used: Materials inventory, beginning $ 26,490 Direct materials purchased 361,920 Cost of materials available for use $388,410 Less materials inventory, ending 24,910 Cost of materials used $363,500
2. Total manufacturing costs: Cost of materials used $363,500 Direct labor costs 99,085 Overhead costs
Indirect labor $126,750 Plant supervision 42,500 Factory insurance 8,100 Utilities, factory 29,220 Depreciation–factory building 46,200 Depreciation–factory equipment 62,800 Factory security 9,460 Factory repair and maintenance 14,980 Total overhead costs 340,010
Total manufacturing costs $802,595
3. Cost of goods manufactured: Total manufacturing costs $802,595 Add work in process inventory, beginning 101,640 Total cost of work in process during the year $904,235 Less work in process inventory, ending 100,400 Cost of goods manufactured $803,835
4. Actual product unit cost:
Cost of Goods Manufactured $803,835 = $60.00*
Number of Units Manufactured 13,397 units
*Rounded.
=
70 CHAPTER 2 Cost Concepts and Cost Allocation
Managers in manufacturing, retail, and service organizations use information about operating costs and product or service costs to prepare budgets, make pric- ing and other decisions, calculate variances between estimated and actual costs, and communicate results.
A single cost can be classified as a direct or an indirect cost, a variable or a fixed cost, a value-adding or a nonvalue-adding cost, and a product or a period cost. These cost classifications enable managers to control costs by tracing them to cost objects, to calculate the number of units that must be sold to obtain a cer- tain level of profit, to identify the costs of activities that do and do not add value to a product or service, and to prepare financial statements for parties outside the organization.
Because the operations of service, retail, and manufacturing organizations dif- fer, their financial statements differ as well. A service organization maintains no inventory accounts on its balance sheet. The cost of sales on its income statement reflects the net cost of the services sold. A retail organization, which purchases products ready for resale, maintains only a Merchandise Inventory account, which is used to record and account for items in inventory. The cost of goods sold is simply the difference between the cost of goods available for sale and the ending merchandise inventory. A manufacturing organization, because it creates a prod- uct, maintains three inventory accounts: Materials Inventory, Work in Process Inventory, and Finished Goods Inventory. Manufacturing costs flow through all three inventory accounts. During the accounting period, the cost of completed products is transferred to the Finished Goods Inventory account, and the cost of units that have been manufactured and sold is transferred to the Cost of Goods Sold account.
The flow of costs through the inventory accounts begins when costs for direct materials, direct labor, and overhead are incurred. Materials costs flow first into the Materials Inventory account, which is used to record the costs of materials when they are received and again when they are issued for use in a produc- tion process. All manufacturing-related costs—direct materials, direct labor, and overhead—are recorded in the Work in Process Inventory account as the pro- duction process begins. When products are completed, their costs are transferred from the Work in Process Inventory account to the Finished Goods Inventory account. Costs remain in the Finished Goods Inventory account until the prod- ucts are sold, at which time they are transferred to the Cost of Goods Sold account.
Direct materials costs are the costs of materials used in making a product that can be conveniently and economically traced to specific product units. Direct labor costs include all labor costs needed to make a product or service that can be traced to specific product units. All other production-related costs are classi- fied and accounted for as overhead costs. Such costs cannot be easily traced to end products or services, so a cost allocation method is used to assign them to products or services.
LO1 Explain how managers classify costs and how
they use these cost classifi cations.
LO2 Compare how service, retail, and manufac-
turing organizations report costs on their fi nancial statements
and how they account for inventories.
LO3 Describe the fl ow of costs through a manu-
facturer’s inventory accounts.
LO4 Defi ne product unit cost, and compute the unit
cost of a product or service.
STOP & REVIEW
Stop & Review 71
When a batch of products has been completed, the product unit cost is com- puted by dividing the total cost of direct materials, direct labor, and overhead by the total number of units produced. The product unit cost can be calculated using the actual, normal, or standard costing method. Under actual costing, the actual costs of direct materials, direct labor, and overhead are used to compare the product unit cost. Under normal costing, the actual costs of direct materi- als and direct labor are combined with the estimated cost of overhead to deter- mine the product unit cost. Under standard costing, the estimated costs of direct materials, direct labor, and overhead are used to calculate the product unit cost. The components of product cost may be classified as prime costs or conversion costs. Prime costs are the primary costs of production; they are the sum of direct materials costs and direct labor costs. Conversion costs are the costs of converting direct materials into finished products; they are the sum of direct labor costs and overhead costs.
Because no products are manufactured in the course of providing services, service organizations have no materials costs. They do, however, have both direct labor costs and overhead costs, which are similar to those in manufacturing orga- nizations. To determine the cost of performing a service, professional labor and service-related overhead costs are included in the analysis.
Cost allocation is the process of assigning collected indirect costs to a specific cost object using an allocation base known as a cost driver. The allocation of overhead costs requires the pooling of overhead costs that are affected by a common activ- ity and the selection of a cost driver whose activity level causes a change in the cost pool. A cost pool is the collection of overhead costs assigned to a cost object. A cost driver is an activity base that causes the cost pool to increase in amount as the cost driver increases.
Allocating overhead is a four-step process that involves planning a rate at which overhead costs will be assigned to products or services, assigning over- head costs at this predetermined rate to products or services during production, recording actual overhead costs as they are incurred, and reconciling the difference between the actual and applied overhead costs. The Cost of Goods Sold or Cost of Sales account is corrected for an amount of over- or underapplied overhead costs assigned to the products or services. In manufacturing companies, if the differ- ence is material, adjustments are made to the Work in Process Inventory, Finished Goods Inventory, and Cost of Goods Sold accounts.
The traditional method applies overhead costs to a product or service by esti- mating one predetermined overhead rate and multiplying that rate by the actual cost driver level. The product or service unit cost is computed either by dividing the total product or service cost (the sum of the total applied overhead cost and the actual costs of direct materials and direct labor) by the total number of units produced or by determining the cost per unit for each element of the product’s or service’s cost and summing those per unit costs.
When ABC is used, overhead costs are grouped into a number of cost pools related to specific activities. For each activity pool, cost drivers are identified, and cost driver levels are estimated. Each activity cost rate is calculated by dividing the estimated activity pool amount by the estimated cost driver level. Overhead, which is divided into the activity pools, is applied to the product or service by multiplying the various activity cost rates by their actual cost driver levels. The product or service unit cost is computed by dividing the total product or service cost (the sum of the total applied cost pools and the actual costs of direct materi- als and direct labor) by the total number of units produced.
LO5 Defi ne cost allocation, and explain how the
traditional method of allocating overhead
costs fi gures into calculating product or service unit cost.
72 CHAPTER 2 Cost Concepts and Cost Allocation
REVIEW of Concepts and Terminology
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Stop & Review 73
The following concepts and terms were introduced in this chapter:
Activity-based costing (ABC) 67
Actual costing 60
Conversion costs 59
Cost allocation 62
Cost driver 62
Cost object 62
Cost of goods manufactured 57
Cost pool 62
Direct costs 47
Direct labor costs 58
Direct materials costs 58
Finished Goods Inventory account 54
Fixed cost 48
Indirect costs 47
Indirect labor costs 58
Indirect materials costs 58
Manufacturing cost flow 56
Materials Inventory account 54
Nonvalue-adding cost 48
Normal costing 61
Overapplied overhead costs 64
Overhead costs 58
Period costs 49
Predetermined overhead rate 62
Prime costs 59
Product costs 48
Product unit cost 59
Standard costing 61
Statement of cost of goods manufactured 51
Total manufacturing costs 57
Underapplied overhead costs 64
Value-adding cost 48
Variable cost 48
Work in Process Inventory account 54
Short Exercises Cost Classifications SE 1. Indicate whether each of the following is a direct cost (D), an indirect cost (ID), or neither (N) and a variable (V) or a fixed (F) cost. Also indicate whether each adds value (VA) or does not add value (NVA) to the product and whether each is a product cost (PD) or a period cost (PER). 1. Production supervisor’s salary 2. Sales commission 3. Wages of a production-line worker
Income Statement for a Manufacturing Organization SE 2. Using the following information from Char Company, prepare an income statement through operating income for the year:
Sales $900,000 Finished goods inventory, beginning 45,000 Cost of goods manufactured 585,000 Finished goods inventory, ending 60,000 Operating expenses 275,000
Cost Flow in a Manufacturing Organization SE 3. Given the following information, compute the ending balances of the Mate- rials Inventory, Work in Process Inventory, and Finished Goods Inventory accounts:
Materials Inventory, beginning balance $ 23,000 Work in Process Inventory, beginning balance 25,750 Finished Goods Inventory, beginning balance 38,000 Direct materials purchased 85,000 Direct materials placed into production 74,000 Direct labor costs 97,000 Overhead costs 35,000 Cost of goods manufactured 123,000 Cost of goods sold 93,375
Document Flows in a Manufacturing Organization SE 4. Identify the document needed to support each of the following activities in a manufacturing organization: 1. Placing an order for direct materials with a supplier 2. Recording direct labor time at the beginning and end of each work shift 3. Receiving direct materials at the shipping dock 4. Recording the costs of a specific job requiring direct materials, direct labor,
and overhead 5. Issuing direct materials into production 6. Billing the customer for a completed order 7. Fulfilling a request from the Production Scheduling Department for the
purchase of direct materials
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CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge And Skills
74 CHAPTER 2 Cost Concepts and Cost Allocation
Elements of Manufacturing Costs E 5. Dalston Lui, the accountant at Brightlight, Inc., must group the costs of manufacturing candles. Indicate whether each of the following items should be classified as direct materials (DM), direct labor (DL), overhead (O), or none of these (N). Also indicate whether each is a prime cost (PC), a conversion cost (CC), or neither (N). 1. Depreciation of the cost of vats to hold melted wax 2. Cost of wax 3. Rent on the factory where candles are made 4. Cost of George’s time to dip the wicks into the wax 5. Cost of coloring for candles 6. Cost of Ray’s time to design candles for Halloween 7. Sam’s commission to sell candles to Candles Plus
Computation of Product Unit Cost E 6. What is the product unit cost for Job 14, which consists of 300 units and has total manufacturing costs of direct materials, $4,500; direct labor, $7,500; and overhead, $3,600? What are the prime costs and conversion costs per unit?
Calculation of Underapplied or Overapplied Overhead SE 7. At year end, records show that actual overhead costs incurred were $25,870 and the amount of overhead costs applied to production was $27,000. Identify the amount of under- or overapplied overhead, and indicate whether the Cost of Goods Sold account should be increased or decreased to reflect actual overhead costs.
Computation of Overhead Rate SE 8. Compute the overhead rate per service request for the Maintenance Department if estimated overhead costs are $18,290 and the number of estimated service requests is 3,100.
Allocation of Overhead to Production SE 9. Calculate the amount of overhead costs applied to production if the prede- termined overhead rate is $4 per direct labor hour and 1,200 direct labor hours were worked.
Exercises The Management Process and Operating Costs E 1. Indicate whether each of the following activities takes place during the plan- ning (PL), performing (PE), evaluating (E), or communicating (C) stage of the management process: 1. Changing regular price to clearance price 2. Reporting results to appropriate personnel 3. Preparing budgets of operating costs 4. Comparing estimated and actual costs to determine variances
Cost Classifications E 2. Indicate whether each of the following costs for a bicycle manufacturer is a product or a period cost, a variable or a fixed cost, a value-adding or a nonvalue- adding cost, and, if it is a product cost, a direct or an indirect cost of the bicycle:
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Chapter Assignments 75
1. Depreciation on office computer 2. Labor to assemble bicycle 3. Labor to inspect bicycle 4. Internal auditor’s salary 5. Lubricant for wheels
Comparison of Income Statement Formats E 3. Indicate whether each of these equations applies to a service organization (SER), a retail organization (RET), or a manufacturing organization (MANF):
1. Cost of Goods Sold � Beginning Merchandise Inventory � Net Cost of Purchases � Ending Merchandise Inventory
2. Cost of Sales � Net Cost of Services Sold 3. Cost of Goods Sold � Beginning Finished Goods Inventory � Cost of
Goods Manufactured � Ending Finished Goods Inventory
Statement of Cost of Goods Manufactured E 4. During August, Radio Company’s purchases of direct materials totaled $139,000; direct labor for the month was 3,400 hours at $8.75 per hour. Radio also incurred the following overhead costs: utilities, $5,870; supervision, $16,600; indirect materials, $6,750; depreciation, $6,200; insurance, $1,830; and miscel- laneous, $1,100.
Beginning inventory accounts were as follows: Materials Inventory, $48,600; Work in Process Inventory, $54,250; and Finished Goods Inventory, $38,500. Ending inventory accounts were as follows: Materials Inventory, $50,100; Work in Process Inventory, $48,400; and Finished Goods Inventory, $37,450.
From the information given, prepare a statement of cost of goods manufactured.
Statement of Cost of Goods Manufactured and Cost of Goods Sold E 5. Treetop Corp. makes irrigation sprinkler systems for tree nurseries. Ramsey Roe, Treetop’s new controller, can find only the following partial information for the past year:
Oak Loblolly Maple Spruce Division Division Division Division
Direct materials used $3 $ 7 $ g $ 8 Total manufacturing costs 6 d h 14 Overhead 1 3 2 j Direct labor a 6 4 4 Ending work in process inventory b 3 2 5 Cost of goods manufactured 7 20 12 l Beginning work in process inventory 2 e 3 k Ending finished goods inventory 2 6 i 9 Beginning finished goods inventory 3 f 5 7 Cost of goods sold c 18 13 9
Using the information given, compute the unknown values. List the accounts in the proper order, and show subtotals and totals as appropriate.
LO2
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Cost Classification Product or Variable or Value-Adding or Direct or Example Period Fixed Nonvalue-Adding Indirect Bicycle tire Product Variable Value-adding Direct
76 CHAPTER 2 Cost Concepts and Cost Allocation
Characteristics of Organizations E 6. Indicate whether each of the following is typical of a service organization (SER), a retail organization (RET), or a manufacturing organization (MANF): 1. Maintains only one balance sheet inventory account 2. Maintains no balance sheet inventory accounts 3. Maintains three balance sheet inventory accounts 4. Purchases products ready for resale 5. Designs and makes products for sale 6. Sells services 7. Determines the net cost of services sold 8. Includes the cost of goods manufactured in calculating cost of goods sold 9. Includes the net cost of purchases in calculating cost of goods sold
Missing Amounts—Manufacturing E 7. Presented below are incomplete inventory and income statement data for Toliver Corporation. Determine the missing amounts.
Beginning Ending Cost of Finished Finished Cost of Goods Goods Goods Goods Sold Manufactured Inventory Inventory 1. $ 10,000 $12,000 $ 1,000 ? 2. $140,000 ? $45,000 $60,000 3. ? $89,000 $23,000 $20,000
Inventories, Cost of Goods Sold, and Net Income E 8. The data presented below are for a retail organization and a manufacturing organization. 1. Fill in the missing data for the retail organization:
First Second Third Fourth Quarter Quarter Quarter Quarter Sales $9 $ e $15 $ k Gross margin a 4 5 1 Ending merchandise inventory 5 f 5 m Beginning merchandise inventory 4 g h 5 Net cost of purchases b 7 9 n Operating income 3 2 i 2 Operating expenses c 2 2 4 Cost of goods sold 5 6 j 11 Cost of goods available for sale d 12 15 15
2. Fill in the missing data for the manufacturing organization:
First Second Third Fourth Quarter Quarter Quarter Quarter Ending finished goods inventory $a $ 3 $ h $ 6 Cost of goods sold 6 3 5 1 Operating income 1 3 1 m Cost of goods available for sale 8 d 10 13 Cost of goods manufactured 5 e i 8 Gross margin 4 f j 7 Operating expenses 3 g 5 6 Beginning finished goods inventory b 2 3 n Sales c 10 k 14
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Chapter Assignments 77
Documentation
E 9. Waltz Company manufactures music boxes. Seventy percent of its products are standard items produced in long production runs. The other 30 percent are special orders with specific requests for tunes. The latter cost from three to six times as much as the standard product because they require additional materials and labor.
Reza Seca, the controller, recently received a complaint memorandum from Iggy Paulo, the production supervisor, about the new network of source doc- uments that has been added to the existing cost accounting system. The new documents include a purchase request, a purchase order, a receiving report, and a materials request. Paulo claims that the forms create extra work and interrupt the normal flow of production.
Prepare a written memorandum from Reza Seca to Iggy Paulo that fully explains the purpose of each type of document.
Cost Flows and Inventory Accounts
E 10. For each of the following activities, identify the inventory account (Materials Inventory, Work in Process Inventory, or Finished Goods Inventory), if any, that is affected. If an inventory account is affected, indicate whether the account balance will increase or decrease. (Example: Moved completed units to finished goods inven- tory. Answer: Increase Finished Goods Inventory; decrease Work in Process Inven- tory.) If no inventory account is affected, use “None of these” as your answer.
1. Moved materials requested by production 2. Sold units of product 3. Purchased and received direct materials for production 4. Used direct labor and overhead in the production process 5. Received payment from customer 6. Purchased office supplies and paid cash 7. Paid monthly office rent
Unit Cost Determination
E 11. The Pattia Winery is one of the finest wineries in the country. One of its famous products is a red wine called Old Vines. Recently, management has become concerned about the increasing cost of making Old Vines and needs to determine if the current selling price of $10 per bottle is adequate. The winery wants to achieve a 25 percent gross profit on the sale of each bottle. The informa- tion on the next page is given to you for analysis. 1. Compute the unit cost per bottle for materials, labor, and overhead. 2. How would you advise management regarding the price per bottle of wine? 3. Compute the prime costs per unit and the conversion costs per unit.
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78 CHAPTER 2 Cost Concepts and Cost Allocation
Computation of Overhead Rate E 13. The overhead costs that Lucca Industries, Inc., used to compute its over- head rate for the past year are as follows:
Indirect materials and supplies $ 79,200 Repairs and maintenance 14,900 Outside service contracts 17,300 Indirect labor 79,100 Factory supervision 42,900 Depreciation–machinery 85,000 Factory insurance 8,200 Property taxes 6,500 Heat, light, and power 7,700 Miscellaneous overhead 5,760 Total overhead costs $346,560
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Batch size 10,550 bottles Costs Direct materials Olen Millot grapes $22,155 Chancellor grapes 9,495 Bottles 5,275 Total direct materials costs $36,925 Direct labor Pickers/loaders $ 2,110 Crusher 422 Processors 8,440 Bottler 13,293 Total direct labor costs $24,265 Overhead Depreciation–equipment $ 2,743 Depreciation–building 5,275 Utilities 1,055 Indirect labor 6,330 Supervision 7,385 Supplies 9,917 Repairs 1,477 Miscellaneous 633 Total overhead costs $34,815 Total production costs $96,005
Unit Costs in a Service Business E 12. Walden Green provides custom farming services to owners of 5-acre wheat fields. In July, he earned $2,400 by cutting, turning, and baling 3,000 bales. In the same month, he incurred the following costs: gas, $150; tractor maintenance, $115; and labor, $600. His annual tractor depreciation is $1,500. What was Green’s cost per bale? What was his revenue per bale? Should he increase the amount he charges for his services?
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Chapter Assignments 79
The allocation base for the past year was 45,600 total machine hours. For the next year, all overhead costs except depreciation, property taxes, and miscellaneous overhead are expected to increase by 10 percent. Depreciation should increase by 12 percent, and property taxes and miscellaneous overhead are expected to increase by 20 percent. Plant capacity in terms of machine hours used will increase by 4,400 hours. 1. Compute the past year’s overhead rate. (Carry your answer to three decimal
places.) 2. Compute the overhead rate for next year. (Carry your answer to three deci-
mal places.)
Computation and Application of Overhead Rate E 14. Compumatics specializes in the analysis and reporting of complex inventory costing projects. Materials costs are minimal, consisting entirely of operating supplies (DVDs, inventory sheets, and other recording tools). Labor is the highest single expense, totaling $693,000 for 75,000 hours of work last year. Overhead costs for last year were $916,000 and were applied to specific jobs on the basis of labor hours worked. This year the company anticipates a 25 percent increase in overhead costs. Labor costs will increase by $130,000, and the number of hours worked is expected to increase by 20 percent. 1. Determine the total amount of overhead anticipated this year. 2. Compute the overhead rate for this year. (Round your answer to the nearest
cent.) 3. During April of this year, 11,980 labor hours were worked. Calculate the
overhead amount assigned to April production.
Disposition of Overapplied Overhead E 15. At the end of this year, Compumatics had compiled a total of 89,920 labor hours worked. The actual overhead incurred was $1,143,400. 1. Using the overhead rate computed in E 14, determine the total amount of
overhead applied to operations during the year. 2. Compute the amount of overapplied overhead for the year. 3. Will the Cost of Goods Sold account be increased or decreased to correct the
overapplication of overhead?
Problems A Manufacturing Organization’s Balance Sheet P 1. The following information is from the trial balance of Mills Manufacturing Company:
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Required 1. Manufacturing organizations use asset accounts that are not needed by retail
organizations. a. List the titles of the asset accounts that are specifically related to manu-
facturing organizations. b. List the titles of the asset, liability, and equity accounts that you would
see on the balance sheets of both manufacturing and retail organizations. 2. Assuming that the following information reflects the results of operations for
the year, calculate the (a) gross margin, (b) cost of goods sold, (c) cost of goods available for sale, and (d) cost of goods manufactured:
Operating income $138,130 Operating expenses 53,670 Sales 500,000 Finished goods inventory, beginning 50,900
3. Does Mills Manufacturing use the periodic or perpetual inventory system?
Computation of Unit Cost P 2. Carola Industries, Inc., manufactures discs for several of the leading record- ing studios in the United States and Europe. Department 60 is responsible for the electronic circuitry within each disc. Department 61 applies the plastic-like surface to the discs and packages them for shipment. Carola recently produced 4,000 discs for the Milo Company. In fulfilling this order, the departments incurred the following costs:
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Debit Credit Cash $ 34,000 Accounts Receivable 27,000 Materials Inventory, ending 31,000 Work in Process Inventory, ending 47,900 Finished Goods Inventory, ending 54,800 Production Supplies 5,700 Small Tools 9,330 Land 160,000 Factory Building 575,000 Accumulated Depreciation–Factory Building $ 199,000 Factory Equipment 310,000 Accumulated Depreciation– Factory Equipment 137,000 Patents 33,500 Accounts Payable 26,900 Insurance Premiums Payable 6,700 Income Taxes Payable 41,500 Mortgage Payable 343,000 Common Stock 200,000 Retained Earnings 334,130 $1,288,230 $1,288,230
Chapter Assignments 81
Department
60 61
Direct materials used $29,440 $3,920 Direct labor 6,800 2,560 Overhead 7,360 4,800
1. Compute the unit cost for each department. 2. Compute the total unit cost for the Milo Company order. 3. The selling price for this order was $14 per unit. Was the selling price ade-
quate? List the assumptions and/or computations upon which you based your answer. What suggestions would you make to Carola Industries’ man- agement about the pricing of future orders?
4. Compute the prime costs and conversion costs per unit for each department.
Allocation of Overhead P 3. Natural Cosmetics Company applies overhead costs on the basis of machine hours. The overhead rate is computed by analyzing data from the previous year to determine the percentage change in costs. Thus, this year’s overhead rate will be based on the percentage change multiplied by last year’s costs.
Last Year
Machine hours 57,360 Overhead costs Indirect labor $ 23,530 Employee benefits 28,600 Manufacturing supervision 18,480 Utilities 14,490 Factory insurance 7,800 Janitorial services 12,100 Depreciation–factory and machinery 21,300 Miscellaneous overhead 7,475 Total overhead $133,775
This year the cost of utilities is expected to increase by 40 percent over the previous year; the cost of indirect labor, employee benefits, and miscellaneous overhead is expected to increase by 30 percent over the previous year; the cost of insurance and depreciation is expected to increase by 20 percent over the previous year; and the cost of supervision and janitorial services is expected to increase by 10 percent over the previous year. Machine hours are expected to total 68,832.
Required 1. Compute the projected costs and the overhead rate for this year, using the
information about expected cost increases. (Carry your answer to three decimal places.)
2. Jobs completed during this year and the machine hours used were as follows:
Job No. Machine Hours
2214 12,300 2215 14,200 2216 9,800 2217 13,600 2218 11,300 2219 8,100
Determine the amount of overhead to be applied to each job and to total production during this year. (Round answers to whole dollars.)
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82 CHAPTER 2 Cost Concepts and Cost Allocation
3. Actual overhead costs for this year were $165,845. Was overhead under- applied or overapplied? By how much? Should the Cost of Goods Sold account be increased or decreased to reflect actual overhead costs?
Allocation of Overhead P 4. Byte Computer Company, a manufacturing organization, has just completed an order that Grater, Ltd., placed for 80 computers. Direct materials, purchased parts, and direct labor costs for the Grater order are as follows:
Cost of direct materials $36,750.00 Direct labor hours 220 Cost of purchased parts $21,300.00 Average direct labor pay rate $15.25
Overhead costs were applied at a single, plantwide overhead rate of 270 percent of direct labor dollars.
Required Using the traditional costing method, compute the total cost of the Grater order.
Alternate Problems Statement of Cost of Goods Manufactured P 5. Dillo Vineyards, a large winery in Texas, produces a full line of varietal wines. The company, whose fiscal year begins on November 1, has just completed a record-breaking year. Its inventory account balances on October 31 of this year were Materials Inventory, $1,803,800; Work in Process Inventory, $2,764,500; and Finished Goods Inventory, $1,883,200. At the beginning of the year, the inventory account balances were Materials Inventory, $2,156,200; Work in Pro- cess Inventory, $3,371,000; and Finished Goods Inventory, $1,596,400.
During the fiscal year, the company’s purchases of direct materials totaled $6,750,000. Direct labor hours totaled 142,500, and the average labor rate was $8.20 per hour. The following overhead costs were incurred during the year: depreciation–plant and equipment, $685,600; indirect labor, $207,300; property tax, plant and equipment, $94,200; plant maintenance, $83,700; small tools, $42,400; utilities, $96,500; and employee benefits, $76,100.
Required Prepare a statement of cost of goods manufactured for the fiscal year ended October 31.
Unit Costs in a Service Business P 6. Municipal Hospital relies heavily on cost data to keep its pricing structures in line with those of its competitors. The hospital provides a wide range of services, including intensive care, intermediate care, and a neonatal nursery. Joo Young, the hospital’s controller, is concerned about the profits generated by the 30-bed inten- sive care unit (ICU), so she is reviewing current billing procedures for that unit. The focus of her analysis is the hospital’s billing per ICU patient day. This billing equals the per diem cost of intensive care plus a 40 percent markup to cover other operating costs and generate a profit. ICU patient costs include the following:
Doctors’ care 2 hours per day @ $360 per hour (actual) Special nursing care 4 hours per day @ $85 per hour (actual) Regular nursing care 24 hours per day @ $28 per hour (average) Medications $237 per day (average) Medical supplies $134 per day (average) Room rental $350 per day (average) Food and services $140 per day (average)
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Chapter Assignments 83
One other significant ICU cost is equipment, which is about $185,000 per room. Young has determined that the cost per patient day for the equipment is $179.
Wiley Dix, the hospital director, has asked Young to compare the current bill- ing procedure with another that uses industry averages to determine the billing per patient day.
Required 1. Compute the cost per patient per day. 2. Compute the billing per patient day using the hospital’s existing markup rate.
(Round answers to whole dollars.) 3. Industry averages for markup rates are as follows:
Equipment 30% Medications 50% Doctors’ care 50 Medical supplies 50 Special nursing care 40 Room rental 30 Regular nursing care 50 Food and services 25
Using these rates, compute the billing per patient day. (Round answers to the nearest whole dollars.)
4. Based on your findings in requirements 2 and 3, which billing procedure would you recommend? Why?
Allocation of Overhead P 7. Lund Products, Inc., uses a predetermined overhead rate in its production, assembly, and testing departments. One rate is used for the entire company; it is based on machine hours. The rate is determined by analyzing data from the previ- ous year to determine the percentage change in costs. Thus this year’s overhead rate will be based on the percentage change multiplied by last year’s costs. Lise Jensen is about to compute the rate for this year using the following data:
Last Year’s Costs Machine hours 41,800 Overhead costs Indirect materials $ 57,850 Indirect labor 25,440 Supervision 41,580 Utilities 11,280 Labor-related costs 9,020 Depreciation, factory 10,780 Depreciation, machinery 27,240 Property taxes 2,880 Insurance 1,920 Miscellaneous overhead 4,840 Total overhead $192,830
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84 CHAPTER 2 Cost Concepts and Cost Allocation
This year the cost of indirect materials is expected to increase by 30 percent over the previous year. The cost of indirect labor, utilities, machinery deprecia- tion, property taxes, and insurance is expected to increase by 20 percent over the previous year. All other expenses are expected to increase by 10 percent over the previous year. Machine hours for this year are estimated at 45,980.
Required 1. Compute the projected costs and the overhead rate for this year using the
information about expected cost increases. (Round your answer to three dec- imal places.)
2. During this year, Lund Products completed the following jobs using the machine hours shown: Job No. Machine Hours Job No. Machine Hours
H–142 7,840 H–201 10,680 H–164 5,260 H–218 12,310 H–175 8,100 H–304 2,460
Determine the amount of overhead applied to each job. What was the total overhead applied during this year? (Round answers to the nearest dollar.)
3. Actual overhead costs for this year were $234,485. Was overhead under- applied or overapplied this year? By how much? Should the Cost of Goods Sold account be increased or decreased to reflect actual overhead costs?
4. At what point during this year was the overhead rate computed? When was it applied? Finally, when was underapplied or overapplied overhead determined and the Cost of Goods Sold account adjusted to reflect actual costs?
Allocation of Overhead P 8. Fraser Products, Inc., which produces copy machines for wholesale distribu- tors in the Pacific Northwest, has just completed packaging an order from Kent Company for 150 Model 14 machines. Direct materials, purchased parts, and direct labor costs for the Kent order are as follows:
Cost of direct materials $17,450.00 Cost of purchased parts $14,800.00 Direct labor hours 140 Average direct labor pay rate $16.50
Overhead costs were applied at a single, plantwide overhead rate of 240 percent of direct labor dollars.
Required Using the traditional costing approach, compute the total cost of the Kent order.
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Chapter Assignments 85
Cost Classifications C 1. Visit a local fast-food restaurant. Observe all aspects of the operation and take notes on the entire process. Describe the procedures used to take, process, and fill an order and deliver the food to the customer. Based on your observa- tions, make a list of the costs incurred by the restaurant. Then create a table
their traceability (direct or indirect), cost behavior (variable or fixed), value attribute (value-adding or nonvalue-adding), and implications for financial reporting (product or period costs). Be prepared to discuss your findings in class.
Financial Performance Measures C 2. Tarbox Manufacturing Company makes sheet metal products for heating and air conditioning installations. Its statements of cost of goods manufactured and income statements for the last two years are presented below and on the next page.
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Tarbox Manufacturing Company Statements of Cost of Goods Manufactured
For the Years Ended December 31 This Year Last Year Direct materials used Materials inventory, beginning $ 91,240 $ 93,560 Direct materials purchased (net) 987,640 959,940 Cost of direct materials available for use $1,078,880 $1,053,500 Less materials inventory, ending 95,020 91,240 Cost of direct materials used $ 983,860 $ 962,260 Direct labor 571,410 579,720 Overhead Indirect labor $ 182,660 $ 171,980 Power 34,990 32,550 Insurance 22,430 18,530 Supervision 125,330 120,050 Depreciation 75,730 72,720 Other overhead costs 41,740 36,280 Total overhead 482,880 452,110 Total manufacturing costs $2,038,150 $1,994,090 Add work in process inventory, beginning 148,875 152,275 Total cost of work in process during the period $2,187,025 $2,146,365 Less work in process inventory, ending 146,750 148,875 Cost of goods manufactured $2,040,275 $1,997,490
86 CHAPTER 2 Cost Concepts and Cost Allocation
similar to Table 2-1, in which you classify the costs you have identified by
For the past several years, the company’s income has been declining. You have been asked to comment on why the ratios for Tarbox’s profitability have deteriorated. 1. In preparing your comments, compute the following ratios for each year:
a. Ratios of cost of direct materials used to total manufacturing costs, direct labor to total manufacturing costs, and total overhead to total manufacturing costs. (Round to one decimal place.)
b. Ratios of sales salaries and commission expense, advertising expense, other selling expenses, administrative expenses, and total selling and administrative expenses to sales. (Round to one decimal place.)
c. Ratios of gross margin to sales and net income to sales. (Round to one decimal place.)
2. From your evaluation of the ratios computed in 1, state the probable causes of the decline in net income.
3. What other factors or ratios do you believe should be considered in determining the cause of the company’s decreased income?
Tarbox Manufacturing Company Income Statements
For the Years Ended December 31 This Year Last Year Sales $2,942,960 $3,096,220 Cost of goods sold Finished goods inventory, beginning $ 142,640 $ 184,820 Cost of goods manufactured 2,040,275 1,997,490 Cost of goods available for sale $2,182,915 $ 2,182,310 Less finished goods inventory, ending 186,630 142,640 Total cost of goods sold 1,996,285 2,039,670 Gross margin $ 946,675 $1,056,550 Selling and administrative expenses Sales salaries and commission expense $ 394,840 $ 329,480 Advertising expense 116,110 194,290 Other selling expenses 82,680 72,930 Administrative expenses 242,600 195,530 Total selling and administrative expenses 836,230 792,230 Income from operations $ 110,445 $ 264,320 Other revenues and expenses Interest expense 54,160 56,815 Income before income taxes $ 56,285 $ 207,505 Income taxes expense 19,137 87,586 Net income $ 37,148 $ 119,919
Chapter Assignments 87
Management Decision about a Supporting Service Function C 3. As the manager of grounds maintenance for Latchey, a large insurance com- pany in Missouri, you are responsible for maintaining the grounds surrounding the company’s three buildings, the six entrances to the property, and the rec- reational facilities, which include a golf course, a soccer field, jogging and bike paths, and tennis, basketball, and volleyball courts. Maintenance includes garden- ing (watering, planting, mowing, trimming, removing debris, and so on) and land improvements (e.g., repairing or replacing damaged or worn concrete and gravel areas).
Early in January, you receive a memo from the president of Latchey request- ing information about the cost of operating your department for the last 12 months. She has received a bid from Xeriscape Landscapes, Inc., to perform the gardening activities you now perform. You are to prepare a cost report that will help her decide whether to keep gardening activities within the company or to outsource the work.
1. Before preparing your report, answer the following questions: a. What kinds of information do you need about your department? b. Why is this information relevant? c. Where would you go to obtain this information (sources)? d. When would you want to obtain this information?
2. Draft a report showing only headings and line items that best communicate the costs of your department. How would you change your report if the president asked you to reduce the costs of operating your department?
3. One of your department’s cost accounts is the Maintenance Expense–Garden Equipment account. a. Is this a direct or an indirect cost? b. Is it a product or a period cost? c. Is it a variable or a fixed cost? d. Does the activity add value to Latchey’s provision of insurance services? e. Is it a budgeted or an actual cost in your report?
Management Information Needs C 4. The H&W Pharmaceuticals Corporation manufactures most of its three pharmaceutical products in Indonesia. Inventory balances for March and April are as follows:
March 31 April 30
Materials Inventory $258,400 $228,100 Work in Process Inventory 138,800 127,200 Finished Goods Inventory 111,700 114,100
During April, purchases of direct materials, which include natural materials, basic organic compounds, catalysts, and suspension agents, totaled $612,600. Direct labor costs were $160,000, and actual overhead costs were $303,500. Sales of the company’s three products for April totaled $2,188,400. General and administra- tive expenses were $362,000.
1. Prepare a statement of cost of goods manufactured and an income statement through operating income for the month ended April 30.
2. Why is it that the total manufacturing costs do not equal the cost of goods manufactured?
3. What additional information would you need to determine the profitability of each of the three product lines?
4. Indicate whether each of the following is a product cost or a period cost: a. Import duties for suspension agent materials b. Shipping expenses to deliver manufactured products to the United States
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88 CHAPTER 2 Cost Concepts and Cost Allocation
c. Rent for manufacturing facilities in Jakarta d. Salary of the American production-line manager working at the Indone-
sian manufacturing facilities e. Training costs for an Indonesian accountant
Preventing Pollution and the Costs of Waste Disposal C 5. Lake Weir Power Plant provides power to a metropolitan area of 4 million people. Sundeep Guliani, the plant’s controller, has just returned from a confer- ence on the Environmental Protection Agency’s regulations concerning pollution prevention. She is meeting with Alton Guy, the president of the company, to discuss the impact of the EPA’s regulations on the plant.
“Alton, I’m really concerned. We haven’t been monitoring the disposal of the radioactive material we send to the Willis Disposal Plant. If Willis is disposing of our waste material improperly, we could be sued,” said Guliani. “We also haven’t been recording the costs of the waste as part of our product cost. Ignoring those costs will have a negative impact on our decision about the next rate hike.”
“Sundeep, don’t worry. I don’t think we need to concern ourselves with the waste we send to Willis. We pay the company to dispose of it. The company takes it off our hands, and it’s their responsibility to manage its disposal. As for the cost of waste disposal, I think we would have a hard time justifying a rate increase based on a requirement to record the full cost of waste as a cost of producing power. Let’s just forget about waste and its disposal as a component of our power cost. We can get our rate increase without mentioning waste disposal,” replied Guy.
What responsibility for monitoring the waste disposal practices at the Willis Disposal Plant does Lake Weir Power Plant have? Should Guliani take Guy’s advice to ignore waste disposal costs in calculating the cost of power? Be prepared to discuss your response.
Cookie Company (Continuing Case) C 6. In the “Cookie Company” case in the last chapter, you prepared a mission state- ment for your company. You also set its strategic, tactical, and operating objectives; decided on its name; and identified the tools you might use to run it. Here, you will form a company team and assign roles to team members, set cookie specifications, decide on a cookie recipe, and answer some questions about product costs.
1. Join with 4 or 5 other students in the class to form a company team. (Your instructor may assign groups or allow students to organize their own teams.)
• Determine team members’ tasks, and make team assignments (e.g., mixer, baker, quality controller, materials purchaser, accountant, market- ing manager).
• Assign each task an hourly pay rate or monthly salary based on your team’s perception of the job market for the task involved.
• Give the plan compiled thus far to your instructor and all team members in writing.
2. As a team, determine cookie specifications: quality, size, appearance, and special features (such as types of chips or nuts), as well as quantity and packaging.
3. As a team, select a cookie recipe that best fits the company’s mission.
4. As a team, answer the following questions and submit the answers to your instructor:
• Will your company use actual or normal costing when computing the cost per cookie? Explain your answer.
• List the types of costs that your company will classify as overhead.
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Chapter Assignments 89
The Management Process
C H A P T E R
Costing Systems: Job Order Costing
A product costing system is expected to provide unit cost infor-mation, to supply cost data for management decisions, and to furnish ending values for the Materials, Work in Process, and Finished
Goods Inventory accounts. Managers will select a job order costing
system, a process costing system, or a hybrid of the two systems. In
this chapter, we describe job order costing, including how to prepare
job order cost cards and how to compute product unit cost. We also
describe how job order costing differs from process costing. Process
costing will be covered in the next chapter.
Select the costing system that is best for the business’s products or services. Estimate a job’s costs, price, and profit.
PLAN
PERFORM
EVALUATE
COMMUNICATE
∇ ∇
Select the period’s prede- termined overhead rate(s).
∇
Track product cost flows using job order cost cards and inventory accounts.
∇
Compute a job’s actual revenue, costs, and profit.
∇
Compute a job’s cost per unit.∇
Analyze performance by comparing job estimates with actual job costs.
∇
Prepare job estimates for potential customers.
∇
Prepare internal management reports to manage and monitor jobs.
∇
L E A R N I N G O B J E C T I V E S
LO1 Explain why unit cost is important in the management process.
LO2 Distinguish between the two basic types of product costing systems, and identify the information that each provides.
LO3 Explain the cost flow in a manufacturer’s job order costing system.
LO4 Prepare a job order cost card, and compute a job order’s product or service unit cost.
Companies that produce made-to-order products or services use a job order cos ting system to account for costs and determine unit cost.
3
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(pp. 92–93)
(pp. 95–101)
(pp. 101–104)
(pp. 93–95)
� Is the product costing system that is used for custom-made items appropriate for mass- produced items?
� What performance measures would be most useful in evaluating the results of each type of product?
DECISION POINT � A MANAGER’S FOCUS COLD STONE CREAMERY, INC.
However you like your ice cream, Cold Stone Creamery can create it for you. The personalized process begins on a frozen granite counter- top with high-quality ice cream, which is freshly made every day, and your choice of mix-ins—chocolate, candy, nuts, fruit, and even homemade cake batter. Once the customer selects the mix-in, the server “spades” the ingredients together into a unique creation in one of three sizes—Like It, Love It, or Gotta Have It. To view many examples of this personalized process from around the world, search YouTube. Cold Stone has no immediate plans to create a mass-produced product for sale in grocery stores or other retail establishments. But, as you will see in this chapter, if it did create such a product, Cold Stone would need to adjust its product cost- ing system, as well as performance measures.
91
Product Unit Cost Information and the Management Process
LO1 Explain why unit cost is important in the management process.
Managers depend on relevant and reliable information about costs to manage their organizations. Although they vary in their approaches, managers share the same basic concerns as they move through the management process.
Planning During the planning process, having knowledge of unit costs helps managers of both manufacturing and service companies set reasonable selling prices and estimate the cost of their products or services.
� Products: In manufacturing companies, such as Cold Stone Creamery, Toyota, and Levi Strauss & Co., managers use unit cost information to develop budgets, establish product prices, and plan production volumes.
� Services: In service organizations, such as Century 21, H&R Block, and UPS, managers use cost information to develop budgets, establish prices, set sales goals, and determine human resource needs.
Performing Managers make decisions every day about controlling costs, managing the com- pany’s activity volume, ensuring quality, and negotiating prices. They use timely cost and volume information and actual unit costs to support their decisions.
� In manufacturing companies, managers use information about costs to decide whether to drop a product line, add a production shift, outsource the manu- facture of a subassembly to another company, bid on a special order, or nego- tiate a selling price.
� In service organizations, managers use cost information to make decisions about bidding on jobs, dropping a current service, outsourcing a task to an independent contractor, adding staff, or negotiating a price.
Evaluating When managers evaluate results, they watch for changes in cost and quality. They compare actual and targeted total and unit costs, assess relevant price and volume information, and then adjust their planning and decision-making strategies.
� For example, if a service business’s unit cost has risen, managers may break the unit cost down into its many components to analyze where costs can be cut or how the service can be performed more efficiently.
Communicating Internal and external users analyze the data in the performance evaluation reports prepared by managers to determine whether the business is achieving cost goals for their organization’s products or services.
� When managers report to stakeholders, they prepare financial statements.
� In manufacturing companies, managers use product unit costs to determine inventory balances for the organization’s balance sheet and the cost of goods sold for its income statement.
� In service organizations, managers use unit costs of services to determine cost of sales for the income statement.
� When managers prepare internal performance evaluation reports, they compare actual unit costs with targeted costs, as well as actual and targeted nonfinan- cial measures of performance.
92 CHAPTER 3 Costing Systems: Job Order Costing
Product Costing Systems
LO2 Distinguish between the two basic types of product cost- ing systems, and identify the information that each provides.
To meet managers’ needs for cost information, it is necessary to have a highly reliable product costing system specifically designed to record and report the organization’s operations.
A product costing system is a set of procedures used to account for an orga- nization’s product costs and to provide timely and accurate unit cost information for pricing, cost planning and control, inventory valuation, and financial state- ment preparation.
� The product costing system enables managers to track costs throughout the management process.
� It provides a structure for recording the revenue earned from sales and the costs incurred for direct materials, direct labor, and overhead.
STOP & APPLY
Shelley’s Kennel provides pet boarding. Shelley, the owner of the kennel, must make several busi- ness decisions soon. Write yes or no to indicate whether knowing the cost to board one animal for one day (i.e., the product unit cost) can help Shelley answer these questions: 1. Is the daily boarding fee high enough to
cover the kennel’s costs? 2. How much profit will the kennel make if it
boards an average of 10 dogs per day for 50 weeks?
3. What costs can be reduced to make the kennel’s boarding fee competitive with that of its competitor?
SOLUTION 1. Yes; 2. Yes; 3. Yes
Job Order Costing System Process Costing System
Traces manufacturing costs to a Traces manufacturing costs to processes, specific job order departments, or work cells and then assigns the costs to products manufactured Measures the cost of each Measures costs in terms of units completed unit completed during a specific period Uses a single Work in Process Uses several Work in Process Inventory account to summarize Inventory accounts, one for each process, the cost of all job orders department, or work cell Typically used by companies that Typically used by companies that make make unique or special-order large amounts of similar products or liquid products, such as customized products or that have long, continuous publications, built-in cabinets, or production runs of identical products, such made-to-order draperies as makers of paint, soft drinks, candy, bricks, and paper
TABLE Characteristics of Job Order Costing and Process Costing Systems
Product Costing Systems 93
3-1
Two basic types of product costing systems have been developed: job order costing systems and process costing systems. Table 3-1 summarizes the character- istics of both costing systems.
A job order costing system is used by companies that make unique or special-order products, such as personalized ice cream creations, specially built cabinets, made-to-order draperies, or custom-tailored suits.
� It uses a single Work in Process Inventory account to record the costs of all job orders.
� It traces the costs of direct materials, direct labor, and overhead to a specific batch of products or a specific job order (i.e., a customer order for a specific number of specially designed, made-to-order products) by using job order cost cards.
� A job order cost card is usually an electronic or paper document on which all costs incurred in the production of a particular job order are recorded. The costs that a job order costing system gathers are used to measure the cost of each completed unit.
A process costing system is used by companies that produce large amounts of similar products or liquid products or that have long, continuous production runs of identical products. Makers of paint, soft drinks, candy, bricks, paper, and gallon containers of ice cream would use such a system.
� It first traces the costs of direct materials, direct labor, and overhead to processes, departments or work cells and then assigns the costs to the products manufac- tured by those processes, departments, or work cells during a specific period.
� It uses several Work in Process Inventory accounts, one for each process, department, or work cell.
In reality, few production processes are a perfect match for either a job order costing system or a process costing system. The typical product costing system therefore combines parts of job order costing and process costing to create a hybrid system known as an operations costing system designed specifically for an organization’s production process.
� For example, an automobile maker like Toyota may use process costing to track the costs of manufacturing a standard car and job order costing to track the costs of customized features, such as a convertible top or a stick shift.
o r g
Study Note In job order costing, costs are traced to jobs; in process costing, costs are traced to production processes.
Businesses that make special-order items, such as the kitchen cabinets shown here, use a job order cost- ing system. With such a system, the costs of direct materials (e.g., the wood used in framing the cabinets), direct labor, and overhead (e.g., insur- ance and depreciation on tools and vehicles) are traced to a specific batch of products or job order. All costs are recorded on a job order cost card.
Courtesy of George Peters/ istockphoto.com.
94 CHAPTER 3 Costing Systems: Job Order Costing
FOCUS ON BUSINESS PRACTICE
Thanks to its virtual production line, Toyota can now man- ufacture custom vehicles in five days. Computer software allows Toyota to calculate the exact number of parts needed at each precise point on its production line for a certain mix of cars. The mix can be modified up to five days in advance
of actual production, allowing Toyota to modify a produc- tion run to include custom orders. With its virtual produc- tion line and a hybrid product costing system, Toyota has an advantage over its competitors.
Why Does Toyota Use a Hybrid Product Costing System?
STOP & APPLY
State whether a job order costing system or a process costing system would typically be used to account for the costs of the following: 1. Manufacturing golf tees 2. Manufacturing custom-designed
fencing for a specific golf course 3. Providing pet grooming
4. Manufacturing golf balls 5. Manufacturing dog food 6. Providing private golf lessons
SOLUTION 1. Process; 2. Job; 3. Job; 4. Process; 5. Process; 6. Job
A job order costing system is a system that traces the costs of a specific order or batch of products to provide timely, accurate cost information and to facilitate the smooth and continuous flow of that information. A basic part of a job order costing system is the set of procedures, electronic documents, and accounts that a company uses when it incurs costs for direct materials, direct labor, and overhead. Job order cost cards and cost flows through the inventory accounts form the core of a job order costing system.
To study the cost flows in a job order costing system, let’s look at how Jonas Lytton, the owner of Augusta Custom Golf Carts, Inc., operates his business. Augusta builds both customized and general-purpose golf carts.
� The direct materials costs for a golf cart include the costs of a cart frame, wheels, upholstered seats, a windshield, a motor, and a rechargeable battery.
� Direct labor costs include the wages of the two production workers who assemble the golf carts.
� Overhead includes indirect materials costs for upholstery zippers, cloth straps to hold equipment in place, wheel lubricants, screws and fasteners, and silicon to attach the windshield. It also includes indirect labor costs for moving materials to the production area and inspecting a golf cart during its
Study Note In a job order costing system, the specific job or batch of product, not a department or work cell, is the focus of cost accumulation.
Job Order Costing in a Manufacturing Company
LO3 Explain the cost flow in a manufacturer’s job order costing system.
Job Order Costing in a Manufacturing Company 95
� In transaction 1, the company purchased cart frames costing $572 and wheels costing $340 for a total of $912 from one of its vendors.
� In transaction 2, the company purchased indirect materials costing $82 from another vendor.
When golf carts are scheduled for production, requested materials are sent to the production area. To record the flow of direct materials requested from the Materials Inventory account into the Work in Process Inventory account, the entry in journal form is:
Study Note It is often helpful to understand the process of tracking production costs as they flow through the three inventory accounts and the entries that are triggered by the organization’s source documents. The entries that track product cost flows are provided as background.
Dr. Cr. Materials Inventory XX
Cash or Accounts Payable XX
To record the flow of indirect materials requested from the Materials Inventory account into the Overhead account, the entry in journal form is:
Dr. Cr. Work in Process Inventory XX
Materials Inventory XX
Dr. Cr. Overhead XX
Materials Inventory XX
Materials When Augusta receives or expects to receive a sales order, the purchasing process begins with a request for specific quantities of direct and indirect materials that are needed for the order but are not currently available in the materials store- room. When the new materials arrive at Augusta, the Accounting Department records the materials purchased by making an entry in journal form that debits or increases the balance of the Materials Inventory account and credits either the Cash or Accounts Payable account (depending on whether the purchase was for cash or credit):
During the month, Augusta processes requests for direct and indirect materi- als. Notice that the direct materials requested appear as a debit in the Work in Process Inventory account, and as a credit in the Materials Inventory account.
96 CHAPTER 3 Costing Systems: Job Order Costing
construction; depreciation on the manufacturing plant and equipment used to make the golf carts; and utilities, insurance, and property taxes related to the manufacturing plant.
Exhibit 3-1 shows the flow of each of these costs. Notice that the beginning balance in the Materials Inventory account means that there are already direct and indirect materials in the materials storeroom. The beginning balance in Work in Process Inventory means that Job CC is in production (with specifics given in the job order cost card). The zero beginning balance in Finished Goods Inventory means that all previously completed golf carts have been shipped.
During the month, Augusta made two purchases on credit. As shown in Exhibit 3-1, these purchases increase the debit balances in the Materials Inven- tory account and increase the credit balances in the Accounts Payable account.
EXHIBIT
MATERIALS INVENTORY
Beg. Bal. 1,230 (3) 1,880 (1) 912 (3) 96 (2) 82
End. Bal. 248
PA Y R O L L PA Y A B L E
(4) 1,640 (5) 760
End. Bal. 2,400
O V E R H E A D
(3) 96 (8) 1,394 (5) 760 (6) 295 (7) 240 1,391 1,394 (11) 3
End. Bal. —
CASH (6) 295 End. Bal. 295
ACCOUNTS RECEIVABLE
(10) 3,000
End. Bal. 3,000
ACCUMULATED DEPRECIATION
(7) 240 End. Bal. 240
WORK IN PROCESS INVENTORY
Beg. Bal. 400 (9) 3,880 (3) 1,880 (4) 1,640 (8) 1,394
End. Bal. 1,434
ACCOUNTS PAYABLE
(1) 912 (2) 82
End. Bal. 994
COST OF GOODS SOLD
(10) 1,940 (11) 3
End. Bal. 1,937
FINISHED GOODS INVENTORY
Beg. Bal. — (10) 1,940 (9) 3,880
End. Bal. 1,940
SALES
(10) 3,000 End. Bal. 3,000
Notice that the indirect materials requested appear as a debit to the Overhead account instead of to a Work in Process Inventory account.
Transaction 3 shows the request for $1,880 of direct materials for the pro- duction of two jobs. These costs are also recorded on the corresponding job order cost cards.
� Job CC, a batch run of two general-purpose golf carts already in production, required $1,038 of the additional direct materials.
� Job JB, a customized golf cart made to the specifications of an individual customer, Alex Special, required $842 of the direct materials.
In addition, transaction 3 accounts for the $96 of indirect materials requested for production as a $96 debit to Overhead and a $96 credit to Materials Inventory.
Job Order Costing in a Manufacturing Company 97
3-1 The Job Order Costing System—Augusta Custom Golf Carts, Inc.
� Transaction 6 shows that other indirect costs amounting to $295 were paid.
� Transaction 7 records the $240 of production-related depreciation. The corre- sponding credit is to Augusta’s Accumulated Depreciation account for $240.
During the period, to recognize all product-related costs for a job, an over- head cost estimate is applied to a job using a predetermined rate. The entry in journal form to apply overhead using a predetermined rate is:
Dr. Cr. Overhead XX
Cash or Accounts Payable XX Accumulated Depreciation XX
Dr. Cr. Work in Process Inventory XX
Overhead XX
Dr. Cr. Work in Process Inventory (direct labor costs) XX Overhead (indirect labor costs) XX Selling and Administrative Expenses (nonproduction-related XX salary and wage costs) Payroll Payable XX
Labor Every pay period, the payroll costs are recorded. In general, the payroll costs include salaries and wages for direct and indirect labor as well as for nonproduction-related employees. As noted earlier, Augusta’s two production employees assemble the golf carts. Several other employees support production by moving materials and inspecting the products. The following entry in journal form records the payroll:
Transactions 4 and 5 show the total production-related wages earned by employees during the period.
� Transaction 4 shows the total direct labor cost of $1,640 ($1,320 for Job CC and $320 for Job JB) as a debit to the Work in Process Inventory account and a credit to Augusta’s Payroll Payable account.
� Transaction 5 shows that the indirect labor cost of $760 flows to the Overhead account instead of to a particular job. The corresponding credit is to Augusta’s Payroll Payable account.
Overhead Thus far, indirect materials and indirect labor have been the only costs debited to the Overhead account. Other actual indirect production costs, such as utilities, property taxes, insurance, and depreciation, are also charged to the Overhead account as they are incurred during the period. In general, the entry in journal form to incur actual overhead costs appears as:
Based on its budget and past experience, Augusta currently uses a predeter- mined overhead rate of 85 percent of direct labor costs.
98 CHAPTER 3 Costing Systems: Job Order Costing
In transaction 8, total overhead of $1,394 is applied, with $1,122 going to Job CC (85 percent of $1,320) and $272 going to Job JB (85 percent of $320).
� The Work in Process Inventory account is debited for $1,394 (85 percent of $1,640; see transaction 4), and the Overhead account is credited for the applied overhead of $1,394.
Completed Units When a custom job or a batch of general-purpose golf carts is completed and ready for sale, the products are moved from the manufacturing area to the fin- ished goods. To record the cost flow of completed products from the Work in Process Inventory account into the Finished Goods Inventory account, the entry in journal form is:
Dr. Cr. Finished Goods Inventory XX Work in Process Inventory XX
As shown in transaction 9, when Job CC is completed, its cost of $3,880 is transferred from the Work in Process Inventory account to the Finished Goods Inventory account by debiting Finished Goods Inventory for $3,880 and credit- ing Work in Process Inventory for $3,880. Its job order cost card is also completed and transferred to the finished goods file.
Sold Units When a company uses a perpetual inventory system, as Augusta does, two account- ing entries are made when products are sold. One is prompted by the sales invoice and records the quantity and selling price of the products sold. The other entry, prompted by the delivery of products to a customer, records the quantity and cost of the products shipped. These two entries follow.
Dr. Cr. Cash or Accounts Receivable (sales price � units sold) XX
Sales (sales price � units sold) XX
Dr. Cr. Cost of Goods Sold (unit cost � units sold) XX
Finished Goods Inventory (unit cost � units sold) XX
Study Note In this example, the company uses a perpetual inventory system. In a periodic inventory system, the cost of goods sold is calculated at the end of the period.
In transaction 10, the $1,940 cost of the one general-purpose golf cart that was sold during the period is transferred from the Finished Goods Inventory account to the Cost of Goods Sold account.
� The Finished Goods Inventory account has an ending balance of $1,940 for the one remaining unsold cart.
� The $3,000 sales price of the golf cart sold on account is also recorded in Accounts Receivable.
Job Order Costing in a Manufacturing Company 99
Reconciliation of Overhead Costs To prepare financial statements at the end of the accounting period, the Cost of Goods Sold account must reflect actual product costs, including actual overhead. Thus, the Overhead account must be reconciled every period.
� Underapplied overhead: As you learned in a previous chapter, if at the end of the accounting period the actual overhead debit balance exceeds the applied overhead credit balance, then the Overhead account is said to be underapplied and the debit balance must be closed to the Cost of Goods Sold account. Here is the entry in journal form:
Dr. Cr. Cost of Goods Sold XX
Overhead XX
� Overapplied overhead: If the actual overhead cost for the period is less than the estimated overhead that was applied during the period, then the Over- head account is overapplied and the credit balance must be closed to the Cost of Goods Sold account. Here is the entry in journal form:
Dr. Cr. Overhead XX
Cost of Goods Sold XX
� In transaction 11, since the actual overhead cost for the period ($1,391) is less than the overhead that was applied during the period ($1,394), the $3 credit balance must be closed to the Cost of Goods Sold account. The overap- plied amount will reduce Cost of Goods Sold and it will then reflect the actual overhead costs incurred. Thus, $3 is deducted from the Cost of Goods Sold account, making the ending balance of that account $1,937.
Study Note Why do financial statements require the reconciliation of overhead costs? Financial statements report actual cost information; therefore, estimated overhead costs applied during the accounting period must be adjusted to reflect actual overhead costs.
STOP & APPLY
Partial operating data for Sample Company are presented below. Sample Company’s manage- ment has set the predetermined overhead rate for the current year at 60 percent of direct labor costs.
Account/Transaction October Beginning Materials Inventory $ 4,000 Beginning Work in Process Inventory 6,000 Beginning Finished Goods Inventory 2,000 Direct materials used 16,000 Direct materials purchased a Direct labor costs 24,000 Overhead applied b Cost of units completed c Cost of Goods Sold 50,000 Ending Materials Inventory 3,000 Ending Work in Process Inventory 10,000 Ending Finished Goods Inventory d
Using T accounts and the data provided, compute the unknown values. Show all your computations. (continued)
100 CHAPTER 3 Costing Systems: Job Order Costing
MATERIALS INVENTORY Beg. Bal. 4,000 Used 16,000 (a) Purchased 15,000 End. Bal. 3,000
WORK IN PROCESS INVENTORY Beg. Bal. 6,000 (c) Cost of units completed 50,400 Direct materials used 16,000 Direct labor 24,000 (b) Overhead applied 14,400* End. Bal. 10,000
FINISHED GOODS INVENTORY Beg. Bal. 2,000 Cost of goods sold 50,000 (c) Cost of units completed 50,400 (d) End. Bal. 2,400
*$24,000 � 60% � $14,400
A Job Order Cost Card and the Computation of Unit Cost
LO4 Prepare a job order cost card, and compute a job order’s product or service unit cost.
As is evident from the preceding discussion, job order cost cards play a key role in a job order costing system. Each job being worked on has a job order cost card. As costs are incurred, they are classified by job and recorded on the appropriate card.
A Manufacturer’s Job Order Cost Card and the Computation of Unit Cost
direct materials, direct labor, and overhead costs. It also includes the job order number, product specifications, the name of the customer, the date of the order, the projected completion date, and a cost summary. As a job incurs direct mate- rials and direct labor costs, its job order cost card is updated. Overhead is also posted to the job order cost card at the predetermined rate.
� Job order cost cards for incomplete jobs make up the Work in Process Inven- tory account. To ensure correctness, the ending balance in the Work in Pro- cess Inventory account is compared with the total of the costs shown on the job order cost cards.
A job order costing system simplifies the calculation of product unit costs. When a job is finished, the costs of direct materials, direct labor, and overhead that have been recorded on its job order cost card are totaled.
� The product unit cost is computed by dividing the total costs for the job by the number of good (i.e., salable) units produced. The product unit cost is entered on the job order cost card and will be used to value items in
pleted Job CC. Two golf carts were produced at a total cost of $3,880, so the product unit cost was $1,940.
SOLUTION
A Job Order Cost Card and the Computation of Unit Cost 101
As you can see in Figure 3-1, a manufacturer’s job order cost card has space for
inventory. The job order cost card in Figure 3-1 shows the costs for com-
JOB ORDER COST CARD Augusta Custom Golf Carts, Inc.
Spring Hill, Florida
Customer:
Specifications:
Date of Order:
Date of Completion:
Costs Charged to Job
Direct materials
Direct labor
Overhead (85% of direct labor cost)
Totals
Previous Months
Current Month
Cost Summary
Job Order:
Batch: Custom:
Units completed
Product unit cost
Stock
Two general-purpose golf carts
2/26/11
3/6/11
$165
127
108
$400
$1,038
1,320
1,122
$3,480
$1,203
1,447
1,230
$3,880
$1,940
÷ 2
cc
x
FIGURE Job Order Cost Card for a Manufacturing Company
Job Order Costing in a Service Organization Many service organizations use a job order costing system to compute the cost of rendering services. The most important cost for a service organization is labor, which is carefully accounted for through the use of time cards. The cost flow of services is similar to the cost flow of manufactured products. Job order cost cards are used to keep track of the costs incurred for each job. Job costs include labor, materials and supplies, and service overhead.
To cover these costs and earn a profit, many service organizations base jobs on cost-plus contracts. Such contracts require the customer to pay all costs incurred in performing the job plus a predetermined amount of profit, which is based on the amount of costs incurred. When the job is complete, the costs on the completed job order cost card become the cost of services. The cost of services is adjusted at the end of the accounting period for the difference between the applied service overhead costs and the actual service overhead costs.
� The service overhead cost for planning is 40 percent of planning labor costs, and the service overhead cost for golf activities is 50 percent of on-site labor costs.
� Total costs incurred for this job were $5,400.
102 CHAPTER 3 Costing Systems: Job Order Costing
3-1
To illustrate how a service organization uses a job order costing system, let’s assume that a company called Dream Golf Retreats earns its revenue by designing and selling golf retreat packages to corporate clients. Figure 3-2 shows Dream Golf Retreats’ job order cost card for the Work Corporation. Costs have been categorized into three separate activities: planning, golf activities, and non-golf activities.
Study Note Job order cost cards for service businesses record costs by activities done for the job. The activity costs may include supplies, labor, and overhead.
� Dream Golf Retreats’ cost-plus contract with Work Corporation has a 15 per- cent profit guarantee. Therefore, $810 of profit margin is added to the total cost to arrive at the total contract revenue of $6,210, which is the amount billed to the Work Corporation.
JOB ORDER COST CARD Dream Golf Retreats
Job Order:
Customer: Batch: Customer:
Specifications:
Date of Order: Date of Completion:
Costs Charged to Job
Planning
Supplies
Labor
Overhead (40% of planning labor costs)
Totals
Golf Activities
Supplies
Labor
Overhead (50% of on-site labor costs)
Totals
Non-Golf Activities
Cost of outsourcing
Totals
Cost Summary to Date
Planning
Golf Activities
Non-Golf Activities
Total
Profit Margin (15% of total cost)
Job Revenue
Previous Months
Total Cost
Current Month
Total Cost
Work Corporation
Golf retreat for 45 executives
3/24/11
2011-A7
X
4/8/11
$ 100
$1,290 $1,290
850
340
$ 970
$1,570
400
200
$1,200
$2,130
620
310
$2,170
$3,700
$ 90 $ 320 $ 410
$ 90
$1,290
$5,400
$6,210
810
3,700
410
$ 320 $ 410
1,020
510
$ 100
850
340
$ —
—
FIGURE
A Job Order Cost Card and the Computation of Unit Cost 103
3-2 Job Order Cost Card for a Service Organization
STOP & APPLY
Complete the following job order cost card for five custom-built cabinets:
Job Order 16 Job Order Cost Card
Unique Cupboards, LLP Sample City, Oregon
Customer: Brian Tofer Batch: ___ Custom: X Specifications: 5 custom cabinets Date of Order: 5/4/2011 Date of Completion: 6/8/2011
Costs Charged Previous Current Cost to Job Months Month Summary
Direct materials $3,500 $2,800 $ ? Direct labor 2,300 1,600 ? Overhead applied 1,150 800 ? Totals $ ? $ ? $ ? Units completed � ? Product unit cost $ ?
Job Order 16 Job Order Cost Card
Unique Cupboards, LLP Sample City, Oregon
Customer: Brian Tofer Batch: ___ Custom: X Specifications: 5 custom cabinets Date of Order: 5/4/2011 Date of Completion: 6/8/2011
Costs Charged Previous Current Cost to Job Months Month Summary
Direct materials $3,500 $2,800 $ 6,300 Direct labor 2,300 1,600 3,900 Overhead applied 1,150 800 1,950 Totals $6,950 $5,200 $12,150 Units completed ÷ 5 Product unit cost $ 2,430
SOLUTION
104 CHAPTER 3 Costing Systems: Job Order Costing
COLD STONE CREAMERY, INC. The Decision Point at the beginning of this chapter focused on Cold Stone Creamery, a company known for its custom ice cream and cake creations. It posed these questions:
• Is the product costing system that is used for custom-made items appropriate for mass-produced items?
• What performance measures would be most useful in evaluating the results of each type of product?
Whether a product costing system is appropriate depends on the nature of the pro- duction process. Because the production of custom-made items and the production of mass-produced items involve different processes, they generally require different cost- ing systems.
• When a product is custom-made, it is possible to use a job order costing system, which collects the costs of each order.
• When a product is mass-produced, the costs of a specific unit cannot be collected because there is a continuous flow of similar products. In this case a process costing system is used, and costs are collected by process, department, or work cell.
Thus, if Cold Stone Creamery were to introduce mass-produced cakes or quarts of ice cream for sale in grocery stores or other retail establishments, it would have to adjust its costing system to determine the product cost of a unit. It would also have to use differ- ent performance measures. Its management can now measure the profitability of each personalized order by comparing the order’s cost and price. But if a mass-produced product were introduced, management would measure performance by comparing the budgeted and actual costs for a process, department, or work cell.
Suppose one of Cold Stone Creamery’s stores has begun hosting parties at its loca- tion. It uses job order cost cards to keep track of the costs of each party. Job costs (direct materials and supplies, direct labor, and service overhead) are categorized under three activities: planning and design, party, and cleanup. The service overhead charge for planning and design is 30 percent of the party planner’s labor costs, and the service overhead charge for the party is 50 percent of the cost of the cake created for the party.
The manager has tracked all costs of the Happy Birthday Billy job, and now that the work is finished, it is time to complete the job order cost card. It is a cost-plus contract with a 25 percent profit guarantee. The costs for the job are as follows:
Required 1. Create the job order cost card for the Happy Birthday Billy job.
A LOOK BACK AT �
Costs During June Planning and design Supplies $12.00 Party planner labor 25.00 Party Cake creation 21.50 Direct labor 16.00 Cleanup Janitorial service cost 35.25
Review Problem
Job Order Costing LO4
A Look Back at Cold Stone Creamery, Inc. 105
Work in Process Inventory
Beg. Bal. — Completed 128.00 Planning and design Supplies 12.00 Party planner labor 25.00 Overhead 7.50 Party Cake creation 21.50 Direct labor 16.00 Overhead 10.75 Cleanup Janitorial service costs 35.25 End. Bal. —
1. Job order cost card for the Happy Birthday Billy job:
Job Order Cost Card Cold Stone Creamery, Inc.
Customer: Happy Birthday Billy Batch: ____ Custom: X Specifications: Birthday party Date of Order: 5/28/2011 Date of Completion: 6/5/2011
Current Total Costs Charged to Job Month Cost
Planning and design Supplies $ 12.00 $12.00 Party planner labor 25.00 25.00 Overhead (30% of planning labor costs) 7.50 7.50 Totals $ 44.50 $44.50 Party Cake creation $ 21.50 $21.50 Direct labor 16.00 16.00 Overhead (50% of cake creation cost) 10.75 10.75 Totals $ 48.25 $48.25 Cleanup Janitorial service costs $ 35.25 $35.25 Totals $ 35.25 $35.25 Cost Summary to Date Planning and design $ 44.50 Party 48.25 Cleanup 35.25 Total $128.00 Profit margin (25% of total cost) 32.00 Job revenue $160.00
2. The manager will bill $160.00 for this job.
3. Beginning balance and costs for the current month:
Answers to Review Problem
106 CHAPTER 3 Costing Systems: Job Order Costing
2. What amount will the manager bill for the job?
3. Using the format of the Work in Process Inventory account in Exhibit 3-1, reconstruct the beginning balance and costs for the current month.
When managers plan, information about costs helps them develop budgets, estab- lish prices, set sales goals, plan production volumes, estimate product or service unit costs, and determine human resource needs. Daily, managers use cost infor- mation to make decisions about controlling costs, managing the company’s vol- ume of activity, ensuring quality, and negotiating prices. When managers evaluate results, they analyze actual and targeted information to evaluate performance and make any necessary adjustments to their planning and decision-making strategies. When managers communicate with stakeholders, they use unit costs to deter- mine inventory balances and the cost of goods or services sold for the financial statements. They also analyze internal reports that compare the organization’s measures of actual and targeted performance to determine whether cost goals for products or services are being achieved.
A job order costing system is a product costing system used by companies that make unique, custom, or special-order products. Such a system traces the costs of direct materials, direct labor, and overhead to a specific batch of products or to a specific job order. A job order costing system measures the cost of each complete unit and summarizes the cost of all jobs in a single Work in Process Inventory account that is supported by job order cost cards.
A process costing system is a product costing system used by companies that produce large amounts of similar products or liquid products or that have long, continuous production runs of identical products. Such a system first traces the costs of direct materials, direct labor, and overhead to processes, departments, or work cells and then assigns the costs to the products manufactured by those pro- cesses, departments, or work cells. A process costing system uses several Work in Process Inventory accounts, one for each department, process, or work cell.
In a manufacturer’s job order costing system, the costs of materials are first charged to the Materials Inventory account. The various actual overhead costs are debited to the Overhead account. As products are manufactured, the costs of direct materials and direct labor are debited to the Work in Process Inventory account and are recorded on each job’s job order cost card. Overhead costs are applied and debited to the Work in Process Inventory account and credited to the Overhead account using a predetermined overhead rate. They, too, are recorded on the job order cost card. When products and jobs are completed, the costs assigned to them are transferred to the Finished Goods Inventory account. Then, when the products are sold and shipped, their costs are transferred to the Cost of Goods Sold account.
All costs of direct materials, direct labor, and overhead for a particular job are accumulated on a job order cost card. When the job has been completed, those costs are totaled. The total is then divided by the number of good units produced to find the product unit cost for that order. The product unit cost is entered on the job order cost card and will be used to value items in inventory.
Many service organizations use a job order costing system to track the costs of labor, materials and supplies, and service overhead to specific customer jobs. Labor is an important cost for service organizations, but their materials costs are usually negligible. To cover their costs and earn a profit, service organizations often base jobs on cost-plus contracts, which require the customer to pay all costs incurred plus a predetermined amount of profit.
LO1 Explain why unit cost is important in the man-
agement process.
LO2 Distinguish between the two basic types
of product costing systems, and identify the
information that each provides.
LO3 Explain the cost fl ow in a manufacturer’s job order
costing system.
LO4 Prepare a job order cost card, and compute a job
order’s product or service unit cost.
STOP & REVIEW
Stop & Review 107
REVIEW of Concepts and Terminology
(LO4)
(LO2)
(LO2)
(LO2)
(LO2)
(LO2)
(LO2)
108 CHAPTER 3 Costing Systems: Job Order Costing
The following concepts and terms were introduced in this chapter:
Cost-plus contracts 102
Job order 94
Job order cost card 94
Job order costing system 94
Operations costing system 94
Process costing system 94
Product costing system 93
Short Exercises Uses of Product Costing Information SE 1. Silly Putter Miniature Golf provides 36 holes of miniature golf. Dan, the owner of the golf course, must make several business decisions soon. Write yes or no to indicate whether knowing the cost to play one golf game (i.e., the product unit cost) can help Dan answer these questions: 1. Is the fee for playing a golf game high enough to cover the related cost? 2. How much profit will Silly Putter make if it sells an average of 100 games per
day for 50 weeks? 3. What costs can be reduced to make the fee competitive with that of its
competitor?
Companies That Use Job Order Costing SE 2. Write yes or no to indicate whether each of the following companies would typically use a job order costing system: 1. Soft-drink producer 4. Office building contractor 2. Jeans manufacturer 5. Stuffed-toy maker 3. Submarine contractor
Job Order Versus Process Costing Systems SE 3. State whether a job order costing system or a process costing system would typically be used to account for the costs of the following: 1. Manufacturing bottles of water 2. Manufacturing custom-designed swimming pools 3. Providing babysitting 4. Manufacturing one-size-fits-all flip-flop shoes 5. Manufacturing canned food 6. Providing accounting services
Transactions in a Manufacturer’s Job Order Costing System SE 4. For each of the following transactions, state which account(s) would be debited and credited in a job order costing system: 1. Purchased materials on account, $12,890 2. Charged direct labor to production, $3,790 3. Requested direct materials for production, $6,800 4. Applied overhead to jobs in process, $3,570
Transactions in a Manufacturer’s Job Order Costing System SE 5. Enter the following transactions into T accounts: 1. Incurred $34,000 of direct labor and $18,000 of indirect labor 2. Applied overhead based on 12,680 labor hours @ $6.50 per labor hour
Accounts for Job Order Costing SE 6. Identify the accounts in which each of the following transactions for Acorn Furniture, a custom manufacturer of oak tables and chairs, would be debited and credited:
LO1
LO2
LO2
LO3
LO3
LO3
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Chapter Assignments 109
1. Issued oak materials into production for Job ABC 2. Recorded direct labor time for the first week in February for Job ABC 3. Purchased indirect materials from a vendor on account 4. Received a production-related electricity bill 5. Applied overhead to Job ABC 6. Completed but did not yet sell Job ABC
Product Unit Cost SE 7. Write yes or no to indicate whether each of the following costs is included in a product unit cost. Then explain your answers. 1. Direct materials costs 4. Fixed administrative costs 2. Fixed overhead costs 5. Direct labor costs 3. Variable selling costs 6. Variable overhead costs
Computation of Product Unit Cost SE 8. Complete the following job order cost card for six custom-built computer systems:
LO4
LO4
Job Order Costing in a Service Organization SE 9. For each of the following transactions, state which account(s) would be debited and credited in a job order costing system for a desert landscaping business: 1. Charged customer for landscape design 2. Purchased cactus plants and gravel on credit for one job 3. Paid three employees to prepare soil for gravel 4. Paid for rental equipment to move gravel to job site
Job Order Costing with Cost-Plus Contracts SE 10. Complete the following job order cost card for an individual tax return:
LO4
LO4
Job Order 168 Job Order Cost Card
Keeper 3000 Apache City, North Dakota
Customer: Brian Patcher Batch: ____ Custom: X Specifications: 6 Custom-Built Computer Systems Date of Order: 4/4/2011 Date of Completion: 6/8/2011
Costs Charged Cost to Job Previous Months Current Month Summary Direct materials $3,540 $2,820 $ ? Direct labor 2,340 1,620 ? Overhead applied 2,880 2,550 ? Totals $ ? $ ? $ ? Units completed � ? Product unit cost $ ?
110 CHAPTER 3 Costing Systems: Job Order Costing
Exercises Product Costing E 1. Bell Printing Company specializes in wedding invitations. Bell needs informa- tion to budget next year’s activities. Write yes or no to indicate whether each of the following costs is likely to be available in the company’s product costing system: 1. Cost of paper and envelopes 2. Printing machine setup costs 3. Depreciation of printing machinery 4. Advertising costs 5. Repair costs for printing machinery 6. Costs to deliver stationery to customers 7. Office supplies costs 8. Costs to design a wedding invitation 9. Cost of ink 10. Sales commissions
LO2
Job Order 2011-A7 Job Order Cost Card
Doremus Tax Service Puyallup, Washington
Customer: Arthur Farnsworth Batch: ____ Custom: X Specifications: Annual Individual Tax Return Date of Order: 3/24/2011 Date of Completion: 4/8/2011
Previous Current Total Costs Charged to Job Months Month Cost Client interview Supplies $10 $ — $ ? Labor 50 60 ? Overhead (40% of interview labor costs) 20 24 ? Totals $ ? $ ? $ ? Preparation of return Supplies $— $ 16 $ ? Computer time — 12 ? Labor — 240 ? Overhead (50% of preparation labor costs) — 120 ? Totals $— $ ? $ ? Delivery Postage $— $ 12 $ ? Totals $— $ ? $ ?
Cost Summary to Date Total Cost Client interview $ ? Preparation of return ? Delivery ? Total $ ? Profit margin (25% of total cost) ? Job revenue $ ?
Chapter Assignments 111
Costing Systems: Industry Linkage E 2. Which of the following products would typically be accounted for using a job order costing system? Which would typically be accounted for using a process costing system? (a) Paint, (b) jelly beans, (c) jet aircraft, (d) bricks, (e) tailor- made suit, (f) liquid detergent, (g) helium gas canisters used to inflate balloons, and (h) aluminum compressed-gas cylinders with a special fiberglass wrap for a Mount Everest expedition.
Costing Systems: Industry Linkage E 3. Which of the following products would typically be accounted for using a job order costing system? Which would typically be accounted for using a process cost- ing system? (a) Standard nails, (b) television sets, (c) printed wedding invitations, (d) a limited edition of lithographs, (e) flea collars for pets, (f) personal marathon training program, (g) breakfast cereal, and (h) an original evening gown.
Job Order Cost Flow E 4. The three product cost elements—direct materials, direct labor, and overhead— flow through a job order costing system in a structured, orderly fashion. Spe- cific accounts are used to verify and record cost information. Write a paragraph describing the cost flow in a job order costing system.
Work in Process Inventory: T Account Analysis E 5. On June 30, New Haven Company’s Work in Process Inventory account showed a beginning balance of $29,400. The Materials Inventory account showed a beginning balance of $240,000. Production activity for July was as follows: Direct materials costing $238,820 were requested for production; total manu- facturing payroll was $140,690, of which $52,490 was used to pay for indirect labor; indirect materials costing $28,400 were purchased and used; and overhead was applied at a rate of 150 percent of direct labor costs. 1. Record New Haven’s materials, labor, and overhead costs for July in
T accounts. 2. Compute the ending balance in the Work in Process Inventory account.
Assume a transfer of $461,400 to the Finished Goods Inventory account during the p eriod.
T Account Analysis with Unknowns E 6. Partial operating data for Merton Company are presented below. Manage- ment has set the predetermined overhead rate for the current year at 120 percent of direct labor costs.
Account/Transaction June July Beginning Materials Inventory a e Beginning Work in Process Inventory $ 89,605 f Beginning Finished Goods Inventory 79,764 $ 67,660 Direct materials requested 59,025 g Materials purchased 57,100 60,216 Direct labor costs 48,760 54,540 Overhead applied b h Cost of units completed c 231,861 Cost of Goods Sold 166,805 i Ending Materials Inventory 32,014 27,628 Ending Work in Process Inventory d j Ending Finished Goods Inventory 67,660 30,515
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Using T accounts and the data provided, compute the unknown values. Show all your computations.
T Account Analysis with Unknowns E 7. Partial operating data for Charing Cross Company are presented below. Charing Cross Company’s management has set the predetermined overhead rate for the current year at 80 percent of direct labor costs.
Account/Transaction December Beginning Materials Inventory $ 42,000 Beginning Work in Process Inventory 66,000 Beginning Finished Goods Inventory 29,000 Direct materials used 168,000 Direct materials purchased a Direct labor costs 382,000 Overhead applied b Cost of units completed c Cost of Goods Sold 808,000 Ending Materials Inventory 38,000 Ending Work in Process Inventory 138,600 Ending Finished Goods Inventory d
Using T accounts and the data provided, compute the unknown values. Show all your computations.
Job Order Cost Card and Computation of Product Unit Cost E 8. In January, the Cabinet Company worked on six job orders for specialty kitchen cabinets. It began Job A-62 for Zeke Cabinets, Inc., on January 10, 2011 and completed it on January 24, 2011. Partial data for Job A-62 are as follows:
Costs Machine Hours Used Direct materials Cedar $7,900 Pine 6,320 Hardware 2,930 Assembly supplies 988 Direct labor Sawing 2,840 120 Shaping 2,200 220 Finishing 2,250 180 Assembly 2,890 50
The Cabinet Company produced a total of 34 cabinets for Job A-62. Its current predetermined overhead rate is $21.60 per machine hour. From the information given, prepare a job order cost card and compute the job order’s product unit cost. (Round to whole dollars.)
Computation of Product Unit Cost E 9. Using job order costing, determine the product unit cost based on the following costs incurred during March: liability insurance, manufacturing, $2,500; rent, sales office, $2,900; depreciation, manufacturing equipment, $6,100; direct materials, $32,650; indirect labor, manufacturing, $3,480;
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indirect materials, $1,080; heat, light, and power, manufacturing, $1,910; fire insurance, manufacturing, $2,600; depreciation, sales equipment, $4,250; rent, manufacturing, $3,850; direct labor, $18,420; manager’s salary, manufacturing, $3,100; president’s salary, $5,800; sales commissions, $8,250; and adver- tising expenses, $2,975. The Inspection Department reported that 48,800 good units were produced during March. Carry your answer to two decimal places.
Computation of Product Unit Cost E 10. Wild Things, Inc., manufactures custom-made stuffed animals. Last month the company produced 4,540 stuffed bears with stethoscopes for the local chil- dren’s hospital to sell at a fund-raising event. Using job order costing, determine the product unit cost of a stuffed bear based on the following costs incurred during the month: manufacturing utilities, $500; depreciation on manufactur- ing equipment, $450; indirect materials, $300; direct materials, $1,300; indirect labor, $800; direct labor, $2,400; sales commissions, $3,000; president’s salary, $4,000; insurance on manufacturing plant, $600; advertising expense, $500; rent on manufacturing plant, $5,000; rent on sales office, $4,000; and legal expense, $250. Carry your answer to two decimal places.
Computation of Product Unit Cost E 11. Arch Corporation manufactures specialty lines of women’s apparel. During February, the company worked on three special orders: A-25, A-27, and B-14. Cost and production data for each order are as follows:
Job A-25 Job A-27 Job B-14 Direct materials Fabric Q $10,840 $12,980 $17,660 Fabric Z 11,400 12,200 13,440 Fabric YB 5,260 6,920 10,900 Direct labor Garment maker 8,900 10,400 16,200 Layout 6,450 7,425 9,210 Packaging 3,950 4,875 6,090 Overhead (120% of direct labor costs) ? ? ? Number of units produced 700 775 1,482
1. Compute the total cost associated with each job. Show the subtotals for each cost category.
2. Compute the product unit cost for each job. (Round your computations to the nearest cent.)
Job Order Costing in a Service Organization E 12. A job order cost card for Hal’s Computer Services appears at the top of the next page. Complete the missing information. The profit factor in the organiza- tion’s cost-plus contract is 30 percent of total cost.
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Job Order Cost Card Hal’s Computer Services
Customer: James Lowe Job Order No.: 8-324 Contract Type: Cost-Plus Type of Service: Software Installation and Internet Interfacing Date of Completion: October 6, 2011
Costs Charged to Job Total Cost Software installation services Installation labor $300 Service overhead (? % of installation labor costs) ? Total $450 Internet services Internet labor $200 Service overhead (20% of Internet labor costs) 40 Total $ ?
Cost Summary to Date Total Cost Software installation services $ ? Internet services ? Total $ ? Profit margin (30% of total cost) ? Contract revenue $ ?
Job Order Cost Card Miniblinds by Jenny
Customer: Carmen Sawyer Job Order No.: 8-482 Contract Type: Cost-Plus Type of Service: Miniblind Installation and Design Date of Completion: June 12, 2011
Costs Charged to Job Total Cost Installation services Installation labor $445 Service overhead (80% of installation labor costs) ? Total $ ? Designer services Designer labor $200 Service overhead (? % of designer labor costs) ? Total $400
Cost Summary to Date Total Cost Installation services $ ? Designer services ? Total $ ? Profit margin (50% of total cost) ? Contract revenue $ ?
Job Order Costing in a Service Organization E 13. A job order cost card for Miniblinds by Jenny appears below. Complete the missing information. The profit factor in the company’s cost-plus contract is 50 percent of total cost.
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Job Order Costing in a Service Organization E 14. Personal Shoppers, Inc., relieves busy women executives of the stress of shopping for clothes by taking an inventory of a client’s current wardrobe and shopping for her needs for the next season or a special event. The company charges clients $30 per hour for the service plus the cost of the clothes purchased. It pays its employees various hourly wage rates.
During September, Personal Shoppers worked with three clients. It began Job 9-3, for Lucinda Mapley, on September 3, 2011 and completed the job on September 30, 2011. Using the partial data that follow, prepare the job order cost card. What amount of profit will Personal Shoppers make on this job?
Costs Charged to Job Costs Hours Other In-person consultation Supplies $ 30 Labor ($10 per hour) 4 Overhead (10% of in-person labor costs) Shopping Purchases $560 Labor ($15 per hour) 8 Overhead (25% of shopping labor costs) Telephone consultations Cell phone calls ($1 per call) 6 calls Labor ($6 per hour) 2 Overhead (50% of telephone labor costs)
Problems T Account Analysis with Unknowns P 1. Flagstaff Enterprises makes flagpoles. Dan Dalripple, the company’s new con- troller, can find only the following partial information for the past two months:
Account/Transaction May June Beginning Materials Inventory $ 36,240 $ e Beginning Work in Process Inventory 56,480 f Beginning Finished Goods Inventory 44,260 g Materials purchased a 96,120 Direct materials requested 82,320 h Direct labor costs b 72,250 Overhead applied 53,200 i Cost of units completed c 221,400 Cost of Goods Sold 209,050 j Ending Materials Inventory 38,910 41,950 Ending Work in Process Inventory d k Ending Finished Goods Inventory 47,940 51,180
The current year’s predetermined overhead rate is 80 percent of direct labor cost.
Required Using the data provided and T accounts, compute the unknown values.
Job Order Costing: T Account Analysis P 2. Par Carts, Inc., produces special-order golf carts, so Par Carts uses a job order costing system. Overhead is applied at the rate of 90 percent of direct labor cost. The following is a list of transactions for January, 2011:
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Jan. 1 Purchased direct materials on account, $215,400. 2 Purchased indirect materials on account, $49,500. 4 Requested direct materials costing $193,200 (all used on Job X)
and indirect materials costing $38,100 for production. 10 Paid the following overhead costs: utilities, $4,400; manufactur-
ing rent, $3,800; and maintenance charges, $3,900. 15 Recorded the following gross wages and salaries for employees:
direct labor, $120,000 (all for Job X); indirect labor, $60,620. 15 Applied overhead to production. 19 Purchased indirect materials costing $27,550 and direct materials
costing $190,450 on account. 21 Requested direct materials costing $214,750 (Job X, $178,170;
Job Y, $18,170; and Job Z, $18,410) and indirect materials cost- ing $31,400 for production.
31 Recorded the following gross wages and salaries for employees: direct labor, $132,000 (Job X, $118,500; Job Y, $7,000; Job Z, $6,500); indirect labor, $62,240.
31 Applied overhead to production. 31 Completed and transferred Job X (375 carts) and Job Y
(10 carts) to finished goods inventory; total cost was $855,990. 31 Shipped Job X to the customer; total production cost was
$824,520 and sales price was $996,800. 31 Recorded these overhead costs (adjusting entries): prepaid insur-
ance expired, $3,700; property taxes (payable at year end), $3,400; and depreciation–machinery, $15,500.
Required 1. Record the entries for all transactions in January using T accounts for the
following: Materials Inventory, Work in Process Inventory, Finished Goods Inventory, Overhead, Cash, Accounts Receivable, Prepaid Insurance, Accu- mulated Depreciation–Machinery, Accounts Payable, Payroll Payable, Prop- erty Taxes Payable, Sales, and Cost of Goods Sold. Use job order cost cards for Job X, Job Y, and Job Z. Determine the partial account balances. Assume no beginning inventory balances. Also assume that when the payroll was recorded, entries were made to the Payroll Payable account.
2. Compute the amount of underapplied or overapplied overhead as of January 31, 2011 and transfer it to the Cost of Goods Sold account.
3. Why should the Overhead account’s underapplied or overapplied overhead be transferred to the Cost of Goods Sold account?
Job Order Cost Flow P 3. On May 31, the inventory balances of Princess Designs, a manufacturer of high-quality children’s clothing, were as follows: Materials Inventory, $21,360; Work in Process Inventory, $15,112; and Finished Goods Inventory, $17,120. Job order cost cards for jobs in process as of June 30 had these totals:
Job No. Direct Materials Direct Labor Overhead 24-A $1,596 $1,290 $1,677 24-B 1,492 1,380 1,794 24-C 1,984 1,760 2,288 24-D 1,608 1,540 2,002
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The predetermined overhead rate is 130 percent of direct labor costs. Materials purchased and received in June were as follows:
June 4 $33,120 June 16 28,600 June 22 31,920
Direct labor costs for June were as follows:
June 15 payroll $23,680 June 29 payroll 25,960
Direct materials requested by production during June were as follows:
June 6 $37,240 June 23 38,960
On June 30, Princess Designs sold on account finished goods with a 75 percent markup over cost for $320,000.
Required 1. Using T accounts for Materials Inventory, Work in Process Inventory, Fin-
ished Goods Inventory, Overhead, Accounts Receivable, Payroll Payable, Sales, and Cost of Goods Sold, reconstruct the transactions in June.
2. Compute the cost of units completed during the month. 3. What was the total cost of goods sold during June? 4. Determine the ending inventory balances. 5. Jobs 24-A and 24-C were completed during the first week of July. No addi-
tional materials costs were incurred, but Job 24-A required $960 more of direct labor, and Job 24-C needed an additional $1,610 of direct labor. Job 24-A was composed of 1,200 pairs of trousers; Job 24-C, of 950 shirts. Compute the product unit cost for each job. (Round your answers to two decimal places.)
Job Order Costing in a Service Organization P 4. Riley & Associates is a CPA firm located in Clinton, Kansas. The firm deals primarily in tax and audit work. For billing of major audit engagements, it uses cost-plus contracts, and its profit factor is 25 percent of total job cost. Costs are accumulated for three primary activities: preliminary analysis, fieldwork, and report development. Current service overhead rates based on billable hours are preliminary analysis, $12 per hour; fieldwork, $20 per hour; and report develop- ment, $16 per hour. Supplies are treated as direct materials and are traceable to each engagement. Audits for three clients—Fulcrum, Inc., Rainy Day Bakeries, and Our Place Restaurants—are currently in process. During March, 2011 costs related to these projects were as follows:
Rainy Day Our Place Fulcrum, Inc. Bakeries Restaurants
Beginning Balances Preliminary analysis $1,160 $2,670 $2,150 Fieldwork 710 1,980 3,460 Report development — 1,020 420
Costs During March Preliminary analysis Supplies $ 710 $ 430 $ 200 Labor: hours 60 10 12 dollars $1,200 $ 200 $ 240
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Fieldwork Supplies $ 450 $1,120 $ 890 Labor: hours 120 240 230 dollars $4,800 $9,600 $9,200 Report development Supplies $ 150 $ 430 $ 390 Labor: hours 30 160 140 dollars $ 900 $4,800 $4,200
Required 1. Using the format shown in this chapter’s Review Problem, create the job
order cost card for each of the three audit engagements. 2. Riley & Associates will complete the audits of Rainy Day Bakeries and Our
Place Restaurants by the end of March. What will the billing amount for each of those audit engagements be?
3. What is the March ending balance of Riley & Associates’ Audit in Process account?
Job Order Costing in a Service Organization P 5. Peruga Engineering Company specializes in designing automated characters and displays for theme parks. It uses cost-plus profit contracts, and its profit fac- tor is 30 percent of total cost.
Peruga uses a job order costing system to track the costs of developing each job. Costs are accumulated for three primary activities: bid and proposal, design, and prototype development. Current service overhead rates based on engineering hours are as follows: bid and proposal, $18 per hour; design, $22 per hour; and prototype development, $20 per hour. Supplies are treated as direct materials, traceable to each job. Peruga worked on three jobs, P-12, P-15, and P-19, during January, 2011. The following table shows the costs for those jobs:
P-12 P-15 P-19 Beginning Balances Bid and proposal $2,460 $2,290 $ 940 Design 1,910 460 — Prototype development 2,410 1,680 —
Costs During January Bid and proposal Supplies $ — $ 280 $2,300 Labor: hours 12 20 68 dollars $ 192 $ 320 $1,088 Design Supplies $ 400 $ 460 $ 290 Labor: hours 64 42 26 dollars $1,280 $ 840 $ 520 Prototype development Supplies $6,744 $7,216 $ 2,400 Labor: hours 120 130 25 dollars $2,880 $3,120 $ 600
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Required 1. Using the format in the answer to requirement 1 of this chapter’s Review
Problem, create the job order cost card for each of the three jobs. 2. Peruga completed Jobs P-12 and P-15, and the customers approved the pro-
totype products. Customer A plans to produce 12 special characters using the design and specifications created by Job P-12. Customer B plans to make 18 displays from the design developed by Job P-15. What dollar amount will each customer use as the cost of design for each of those products (i.e., what is the product unit cost for Jobs P-12 and P-15)? (Round to the nearest dollar.)
3. What is the January ending balance of Peruga’s Contract in Process account for the three jobs?
4. Rank the jobs in order from most costly to least costly based on each job’s total cost. From the rankings of cost, what observations can you make?
5. Speculate on the price that Peruga should charge for such jobs.
Alternate Problems T Account Analysis with Unknowns P 6. Hard Core Enterprises makes peripheral equipment for computers. Emily Vit, the company’s new controller, can find only the following partial information for the past two months:
Account/Transaction July August Beginning Materials Inventory $ 52,000 $ e Beginning Work in Process Inventory 24,000 f Beginning Finished Goods Inventory 36,000 g Materials purchased a 31,000 Direct materials requested 77,000 h Direct labor costs b 44,000 Overhead applied 53,200 i Cost of units completed c 167,000 Cost of Goods Sold 188,000 j Ending Materials Inventory 27,000 8,000 Ending Work in Process Inventory d k Ending Finished Goods Inventory 12,000 19,000
The current year’s predetermined overhead rate is 110 percent of direct labor cost.
Required Using the data provided and T accounts, compute the unknown values.
Job Order Costing: T Account Analysis P 7. Rhile Industries, Inc., produces colorful and stylish nursing uniforms. Dur- ing September, 2011 Rhile Industries completed the following transactions:
Sept. 1 Purchased direct materials on account, $59,400. 3 Requested direct materials costing $26,850 for production (all
for Job A). 4 Purchased indirect materials for cash, $22,830. 8 Issued checks for the following overhead costs: utilities, $4,310;
manufacturing insurance, $1,925; and repairs, $4,640.
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Sept. 10 Requested direct materials costing $29,510 (all used on Job A) and indirect materials costing $6,480 for production.
15 Recorded the following gross wages and salaries for employees: direct labor, $62,900 (all for Job A); indirect labor, $31,610; manufacturing supervision, $26,900; and sales commissions, $32,980.
15 Applied overhead to production at a rate of 120 percent of direct labor cost.
22 Paid the following overhead costs: utilities, $4,270; maintenance, $3,380; and rent, $3,250.
23 Recorded the purchase on account and receipt of $31,940 of direct materials and $9,260 of indirect materials.
27 Requested $28,870 of direct materials (Job A, $2,660; Job B, $8,400; Job C, $17,810) and $7,640 of indirect materials for production.
30 Recorded the following gross wages and salaries for employees: direct labor, $64,220 (Job A, $44,000; Job B, $9,000; Job C, $11,220); indirect labor, $30,290; manufacturing supervision, $28,520; and sales commissions, $36,200.
30 Applied overhead to production at a rate of 120 percent of direct labor cost.
30 Completed and transferred Job A (58,840 units) and Job B (3,525 units) to finished goods inventory; total cost was $322,400.
30 Shipped Job A to the customer; total production cost was $294,200, and sales price was $418,240.
30 Recorded the following adjusting entries: $2,680 for depreciation–manufacturing equipment; and $1,230 for property taxes, manufacturing, payable at month end.
Required 1. Record the entries for all Rhile’s transactions in September using T accounts
for the following: Materials Inventory, Work in Process Inventory, Finished Goods Inventory, Overhead, Cash, Accounts Receivable, Accumulated Depreciation–Manufacturing Equipment, Accounts Payable, Payroll Pay- able, Property Taxes Payable, Sales, Cost of Goods Sold, and Selling and Administrative Expenses. Use job order cost cards for Job A, Job B, and Job C. Determine the partial account balances. Assume no beginning inven- tory balances. Assume also that when payroll was recorded, entries were made to the Payroll Payable account. (Round your answers to the nearest whole dollar.)
2. Compute the amount of underapplied or overapplied overhead for Septem- ber and transfer it to the Cost of Goods Sold account.
3. Why should the Overhead account’s underapplied or overapplied overhead be transferred to the Cost of Goods Sold account?
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Job Order Cost Flow P 8. Laurence Norton is the chief financial officer of Rotham Industries, a com- pany that makes special-order sound systems for home theaters. His records for February revealed the following information:
Beginning inventory balances Materials Inventory $27,450 Work in Process Inventory 22,900 Finished Goods Inventory 19,200
Direct materials purchased and received February 6 $ 7,200 February 12 8,110 February 24 5,890
Direct labor costs February 14 $13,750 February 28 13,230
Direct materials requested for production February 4 $ 9,080 February 13 5,940 February 25 7,600
Job order cost cards for jobs in process on February 28 had the following totals:
Job No. Direct Materials Direct Labor Overhead AJ-10 $3,220 $1,810 $2,534 AJ-14 3,880 2,110 2,954 AJ-15 2,980 1,640 2,296 AJ-16 4,690 2,370 3,318
The predetermined overhead rate for the month was 140 percent of direct labor costs. Sales for February totaled $152,400, which represented a 70 percent markup over the cost of production.
Required 1. Using T accounts for Materials Inventory, Work in Process Inventory, Fin-
ished Goods Inventory, Overhead, Accounts Receivable, Payroll Payable, Sales, and Cost of Goods Sold, reconstruct the transactions in February.
2. Compute the cost of units completed during the month. 3. What was the total cost of goods sold during February? 4. Determine the ending balances in the inventory accounts. 5. During the first week of March, Jobs AJ-10 and AJ-14 were completed.
No additional direct materials costs were incurred, but Job AJ-10 needed $720 more of direct labor, and Job AJ-14 needed an additional $1,140 of direct labor. Job AJ-10 was 40 units; Job AJ-14, 55 units. Compute the product unit cost for each completed job (round to two decimal places).
Job Order Costing in a Service Organization P 9. Locust Lodge, a restored 1920s lodge located in Alabama, caters and serves special events for businesses and social occasions. The company earns 60 percent of its revenue from weekly luncheon meetings of local clubs like Rotary. The remainder of its business comes from bookings for weddings and receptions.
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2. Examine the chart you prepared in requirement 1. List some reasons for the differences between the costs of the various jobs.
Locust Lodge uses job order cost cards to keep track of the costs incurred. Job costs are separated into three categories: food and beverage, labor, and facil- ity overhead. The facility overhead cost for weekly events is 10 percent of food and beverage costs, the facility overhead cost for sit-down receptions is 40 percent of food and beverage costs, and the facility overhead cost for stand-up receptions is 20 percent of food and beverage costs. Accumulated costs for three Locust Lodge clients in the current quarter are as follows:
Facility Food and Beverage Labor Overhead
Tuesday Club Last month: $2,000 Last month: $200 Last month: ? meetings This month: $2,500 This month: $250 This month: ?
Doar-Turner Last month: $3,000 Last month: $1,000 Last month: ? engagement and This month: $8,000 This month: $2,000 This month: ? wedding parties Both sit-down affairs
Reception for the This month: $5,000 This month: $1,000 This month: ? new president A stand-up affair
The number of attendees served at Tuesday Club meetings is usually 200 per month. The Doar-Turner parties paid for 500 guests. The organizers of the reception for the new president paid for 1,000 invitees.
Required 1. Using the format shown in this chapter’s Review Problem, create a job order
cost card for each of the three clients. 2. Calculate the total cost of each of the three jobs on its job order cost card. 3. Calculate the cost per attendee for each job. 4. Rank the jobs in order from most costly to least costly based on each job’s
total cost and on the cost per attendee. From the rankings of cost, what observations are you able to make?
5. Speculate on the price that Locust Lodge should charge for such jobs.
Job Order Costing in a Service Organization P 10. Refer to assignment P 5 in this chapter. Peruga Engineering Company needs to analyze its jobs in process during the month of January.
Required 1. Using Excel’s Chart Wizard and the job order cost cards that you created for
Jobs P-12, P-15, and P-19, prepare a bar chart that compares the bid and proposal costs, design costs, and prototype development costs of the jobs. The suggested format to use for the information table necessary to complete the bar chart is as follows:
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ENHANCING Your Knowledge, Skills, and Critical Thinking
Interpreting Nonfinancial Data C 1. Eagle Manufacturing supplies engine parts to Cherokee Cycle Company, a major U.S. manufacturer of motorcycles. Like all of Cherokee’s suppliers, Eagle has always added a healthy profit margin to its cost when quoting selling prices to Cherokee. Recently, however, several companies have offered to supply engine parts to Cherokee for lower prices than Eagle has been charging.
Because Eagle Manufacturing wants to keep Cherokee Cycle Company’s business, a team of Eagle’s managers analyzed their company’s product costs and decided to make minor changes in the company’s manufacturing process. No new equipment was purchased, and no additional labor was required. Instead, the machines were rearranged, and some of the work was reassigned.
To monitor the effectiveness of the changes, Eagle introduced three new performance measures to its information system: inventory levels, lead time (total time required for a part to move through the production process), and produc- tivity (number of parts manufactured per person per day). Eagle’s goal was to reduce the quantities of the first two performance measures and to increase the quantity of the third.
A section of a recent management report, shown below, summarizes the quantities for each performance measure before and after the changes in the man- ufacturing process were made.
Measure Before After Improvement Inventory in dollars $21,444 $10,772 50% Lead time in minutes 17 11 35% Productivity (parts per person 515 1,152 124% per day)
1. Do you believe that Eagle improved the quality of its manufacturing process and the quality of its engine parts? Explain your answer.
2. Can Eagle lower its selling price to Cherokee? Explain your answer. 3. Did the introduction of the new measures affect the design of the product
costing system? Explain your answer. 4. Do you believe that the new measures caused a change in Eagle’s cost per
engine part? If so, how did they cause the change?
Product Costing Systems and Nonfinancial Data C 2. Refer to the information in C 1. Jordan Smith, the president of Eagle Manufacturing, wants to improve the quality of the company’s operations and products. She believes waste exists in the design and manufacture of standard engine parts. To begin the improvement process, she has asked you to (1) iden- tify the sources of such waste, (2) develop performance measures to account for the waste, and (3) estimate the current costs associated with the waste. She has asked you to submit a memo of your findings within two weeks so that she can begin strategic planning to revise the price at which Eagle sells engine parts to Cherokee.
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You have identified two sources of costly waste. The Production Department is redoing work that was not done correctly the first time, and the Engineering Design Department is redesigning products that were not initially designed to customer specifications. Having improper designs has caused the company to buy parts that are not used in production. You have also obtained the following infor- mation from the product costing system:
Direct labor costs $673,402 Engineering design costs 124,709 Indirect labor costs 67,200 Depreciation on production equipment 84,300 Supervisors’ salaries 98,340 Direct materials costs 432,223 Indirect materials costs 44,332
1. In preparation for writing your memo, answer the following questions: a. For whom are you preparing the memo? What is the appropriate length
of the memo? b. Why are you preparing the memo? c. What information is needed for the memo? Where can you get this infor-
mation? What performance measure would you suggest for each activity? Is the accounting information sufficient for your memo?
d. When is the memo due? What can be done to provide accurate and timely information?
2. Prepare an outline of the sections you would want to include in your memo.
Job Order Costing C 3. Many businesses accumulate costs for each job performed. Examples of busi- nesses that use a job order costing system include print shops, car repair shops, health clinics, and kennels.
Visit a local business that uses job order costing, and interview the owner, manager, or accountant about the job order process and the documents the busi- ness uses to accumulate product costs. Write a paper that summarizes the infor- mation you obtained. Include the following in your summary:
1. The name of the business and the type of operations performed 2. The name and position of the individual you interviewed 3. A description of the process of starting and completing a job 4. A description of the accounting process and the documents used to track a job 5. Your responses to these questions:
a. Did the person you interviewed know the actual amount of direct mate- rials, direct labor, and overhead charged to a particular job? If the job includes some estimated costs, how are the estimates calculated? Do the costs affect the determination of the selling price of the product or service?
b. Compare the documents discussed in this chapter with the documents used by the company you visited. How are they similar, and how are they different?
c. In your opinion, does the business record and accumulate its product costs effectively? Explain.
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Costing Procedures and Ethics C 4. Kevin Rogers, the production manager of Stitts Metal Products Company, entered the office of controller Ed Harris and asked, “Ed, what gives here? I was charged for 330 direct labor hours on Job AD22, and my records show that we spent only 290 hours on that job. That 40-hour difference caused the total cost of direct labor and overhead for the job to increase by over $5,500. Are my records wrong, or was there an error in the direct labor assigned to the job?”
Harris replied, “Don’t worry about it, Kevin. This job won’t be used in your quarterly performance evaluation. Job AD22 was a federal government job, a cost-plus contract, so the more costs we assign to it, the more profit we make. We decided to add a few hours to the job in case there is some follow-up work to do. You know how fussy the feds are.” What should Kevin Rogers do? Discuss Ed Harris’s costing procedure.
Role of Cost Information in Software Development C 5. Software development companies frequently have a problem: When is “good enough” good enough? How many hours should be devoted to developing a new product? The industry’s rule of thumb is that developing and shipping new software takes six to nine months. To be the first to market, a company must develop and ship products much more quickly than the industry norm. One performance measure that is used to answer the “good enough” question is a calculation based on the economic value (not cost) of what a company’s developers create. The computation takes the estimated current market valuation of a firm and divides it by the number of product developers in the firm, to arrive at the market value created per developer. Some com- panies refine this calculation further to determine the value that each developer cre- ates per workday. One company has estimated this value to be $10,000. Thus, for one software development company, “good enough” focuses on whether a new product’s potential justifies an investment of time by someone who is worth $10,000 per day.
The salary cost of the company’s developers is not used in the “good enough” calculation. Why is that cost not relevant?
Cookie Company (Continuing Case) C 6. In the “Cookie Company” case in the last chapter, your team selected a cookie recipe for your company. In this chapter, your team will use that recipe to bake a batch of cookies, collect cost and time performance data related to the baking, create a marketing display for your company, and vote for the class’s favorite cookie during an in-class cookie taste test. The goal of the taste test is to have your team’s product voted the “best in class.” One rule of the contest is that you may not vote for your own team’s product.
1. Design a job measurement document that includes at least the following mea- sures: cost per cookie; number of cookies produced (� number meeting specs � number rejected � number sampled for quality control � unexplained dif- ferences); size of cookies before baking; size of cookies after baking; and total throughput time (� mix time � [bake time for one cookie sheet � number of cookie sheets processed] � packaging time � downtime � cleanup time).
2. Design a job order cost card for your company that resembles one of those displayed in this chapter.
3. Using the recipe your team selected and assigning duties as described in the last chapter, bake a batch of cookies, and complete the job measurement document and job order cost card.
• Assume an overhead rate of $2 for every $1 of direct material cost. • Assign direct labor cost for each production task based on the hourly rate
or a monthly salary previously determined by your team.
LO4
LO1 LO4
LO4
126 CHAPTER 3 Costing Systems: Job Order Costing
4. Create a marketing display for your cookie product, and bring it to class on the day of the taste test. The marketing display should include 20 cookies on a plate or napkin and a poster that displays your company’s name and mission state- ment, cookie recipe, job measurement document, and job order cost card.
5. During class, each student should look at all the marketing displays, taste 2 or 3 cookies and, on a ballot provided by your instructor, rank taste test results by giving 1 to the best cookie tasted, 2 to the next best, and so on. Students must sign their ballots before they turn them in to the instructor. (Remem- ber, you cannot cast a vote for your own team’s entry.) Your instructor will tabulate the ballots and announce the winning team.
6. Finally, write a review of your team members’ efforts, and give it to your instructor.
Chapter Assignments 127
The Management Process
C H A P T E R
Costing Systems: Process Costing
A s we noted in the previous chapter, a product costing system is expected to provide unit cost information, to supply cost data for management decisions, and to furnish ending values for
the Materials Inventory, Work in Process Inventory, and Finished
Goods Inventory accounts. In this chapter, we focus on the pro-
cess costing system, which is used by companies that make large
amounts of similar products or liquid products. We also describe
product flow patterns, equivalent production, and the preparation
of process cost reports.
L E A R N I N G O B J E C T I V E S
LO1 Describe the process costing system, and identify the reasons for its use.
LO2 Relate the patterns of product flows to the cost flow methods in a process costing environment, and explain the role of the Work in Process Inventory accounts.
LO3 Define equivalent production, and compute equivalent units.
LO4 Prepare a process cost report using the FIFO costing method.
LO5 Prepare a process cost report using the average costing method.
Companies that produce identical products use a process costing system to account for costs and determine unit cost.
Select the costing system that is best for the business’s products. Prepare budgets for production departments where process costs will be tracked.
PLAN
∇ ∇
PERFORM Track product cost flows through departments or processes.
∇
Prepare process cost reports every period for each production department or process using either FIFO or the average costing approach.
∇
Record the entries to transfer costs on to the next department or to finished goods inventory.
∇
EVALUATE
Analyze performance by comparing budget and actual department costs.
∇
COMMUNICATE Prepare financial statements using the cost information provided by process costing.
∇
Prepare internal management reports to manage and monitor processes and departments.
∇
4
(pp. 130–131)
(pp. 131–133)
(pp. 133–136)
(pp. 136–143)
(pp. 143–147)
128
� Why is a process costing system appropriate for Dean Foods?
� How does a process costing system facilitate management decisions?
DECISION POINT � A MANAGER’S FOCUS DEAN FOODS
Dean Foods is the largest milk processor and distributor of milk and other dairy products in the United States. Its products are made in over 100 plants under such popular brands as Meadow Gold, Land of Lakes, Pet, Garelick Farms, Silk, and Horizon Organic. In this chapter we explain why a company like Dean Foods should use a process costing system to provide managers with relevant informa- tion. To learn more about Dean Foods go to http://www.deanfoods .com
129
The Process Costing System
LO1 Describe the process costing system, and identify the reasons for its use.
Study Note In process costing, costs are traced to production processes, whereas in job order costing, costs are traced to jobs.
FOCUS ON BUSINESS PRACTICE
Process costing is appropriate for companies in many types of industries. The following list provides some examples:
What Kinds of Companies Use Process Costing?
Industry Company Industry Company
Aluminum Alcoa, Inc. Foods Kellogg Company Beverages Coors Machinery Caterpillar Inc. Building materials Owens Corning Oil and gas ExxonMobil Chemicals Dow Chemicals Plastic products Tupperware Computers Apple Computer Soft drinks Coca-Cola
As we noted earlier, a process costing system is a product costing system used by companies that make large amounts of similar products or liquid products or that have long, continuous production runs of identical products. Companies that produce paint, beverages, chocolate syrup, computer chips, milk, paper, and gallon containers of ice cream are typical users of a process costing system.
Since one gallon of chocolate ice cream is identical to the next gallon, they should cost the same amount to produce. A process costing system first accu- mulates the costs of direct materials, direct labor, and overhead for each process, department, or work cell and then assigns those costs to the products produced during a particular period.
Managers use process costing in every stage of the management process:
� When managers plan, they use information about past and projected prod- uct costing and customer preferences to decide what a product should cost. After they have determined a target number of units to be sold, all product-related costs for that targeted number of units can be computed and used in the budget.
� During the period, managers track product and cost flows through their departments or processes and prepare process cost reports to assign produc- tion costs to the products manufactured.
� When managers evaluate performance, they compare targeted costs with actual costs. If costs have exceeded expectations, managers analyze why this has occurred and adjust their planning and decision-making strategies.
� When managers communicate with external stakeholders, they use actual units produced and costs incurred to value inventory on the balance sheet and cost of goods sold on the income statement. Managers are also inter- ested in internal reports on whether goals for product costs are being achieved.
130 CHAPTER 4 Costing Systems: Process Costing
STOP & APPLY
Indicate whether the manufacturer of each of the following products should use a job order cost- ing system or a process costing system to accumulate product costs:
a. Milk bottles
b. Chocolate milk
c. Nuclear submarines
d. Generic drugs
SOLUTION a. Process; b. Process; c. Job order; d. Process
Patterns of Product Flows and Cost Flow Methods
LO2 Relate the patterns of product flows to the cost flow methods in a process cost- ing environment, and explain the role of the Work in Process Inventory accounts.
FIGURE
FINISHED GOODS
INVENTORY
Resources used: Milk transferred in Direct labor Overhead
Resources used: Milk transferred in Direct materials- bottles Direct labor Overhead
HOMOGENIZATION DEPARTMENT
Resources used: Direct materials-raw milk Direct labor Overhead
PACKING DEPARTMENTPACKING DEPARTMENTPASTEURIZATION DEPARTMENTPASTEURIZATION DEPARTMENT
During production in a process costing environment, products flow in a first-in, first-out (FIFO) fashion through several processes, departments, or work cells,
illustrates a simple linear production flow; it shows how milk is produced in a series of three processing steps, or departments. Each department has its own Work in Process Inventory account to accumulate the direct material, direct labor, and overhead costs associated with it.
� Homogenization department: Raw milk from the cow must be mixed to evenly distribute the butterfat. The homogenized milk and its associated cost then become the direct materials for the next department.
� Pasteurization department: The homogenized milk is heated to 145 degrees to kill the bacteria found in raw milk. The homogenized, pasteurized milk and all associated costs are then transferred to the packaging department.
Patterns of Product Flows and Cost Flow Methods 131
and they may undergo many different combinations of operations. Figure 4-1
4-1 Product Flows in a Process Costing Environment
� Packaging department: The milk is put into bottles and transferred to Fin- ished Goods Inventory since it is now ready for sale.
The product unit cost of a bottle of milk is the sum of the cost elements in all three departments.
Process costing environments can be more or less complex than the one we have just described, but even in simple process costing environments, production generally involves a number of separate manufacturing processes, departments, or work cells. For example, the separate processes involved in manufacturing cook- ies include the mixing department, the baking department, and the packaging department.
As products pass through each manufacturing process, department, or work cell, the process costing system accumulates their costs and passes them on to the next process, department, or work cell. At the end of every accounting period, each manufacturing process, department, or work cell generates a report that assigns the costs that have accumulated during the period to the units that have transferred out of it and to the units that are still a part of its work in process. Managers use this report, called a process cost report, to assign costs by using a cost allocation method, such as the FIFO (first-in, first-out) costing method or the average costing method.
� In the FIFO costing method, the cost flow follows the logical physical flow of production—that is, the costs assigned to the first materials processed are the first costs transferred out when those materials flow to the next process,
homogenized milk would be the first costs transferred to the pasteurization department.
� In contrast, the average costing method assigns an average cost to all products made during an accounting period; this method thus uses total cost averages and does not try to match cost flow with the physical flow of production.
We discuss process cost reports that use the FIFO and average costing meth- ods later in this chapter.
Cost Flows Through the Work in Process Inventory Accounts As we pointed out in the last chapter, a job order costing system uses a single Work in Process Inventory account. In contrast, a process costing system has a separate Work in Process Inventory account for each process, department, or work cell. These accounts are the focal point of process costing. As products move from one process, department, or work cell to the next, the costs of the direct materials, direct labor, and overhead associated with them flow to the Work in Process Inventory account of that process, department, or work cell. The entry in journal form to record the transfer of product costs from one process, depart- ment, or work cell to another is:
Dr. Cr. Work in Process Inventory (next department) XX
Work in Process Inventory (this department) XX
132 CHAPTER 4 Costing Systems: Process Costing
department, or work cell. Thus, in Figure 4-1, the costs assigned to the
Once the products are completed, packaged, and ready for sale, their costs are transferred to the Finished Goods Inventory account. The entry in journal form to record the transfer of the completed product costs out of Work in Pro- cess Inventory into Finished Goods Inventory is:
As you will learn later in this chapter, the costs associated with these entries are calculated in a process cost report for the process, department, or work cell.
STOP & APPLY
Milk Smoothies, Inc., uses an automated mixing machine in its Mixing Department to combine three raw materials into a product called Strawberry Smoothie Mix. Total costs charged to the Mixing Department’s Work in Process Inventory account during the month were $210,000. There were no units in beginning or ending work in process inventory. What is the entry in journal form to transfer the units completed to Finished Goods Inventory?
SOLUTION Finished Goods Inventory 210,000 Work in Process Inventory (Mixing Department) 210,000
Dr. Cr. Finished Goods Inventory XX Work in Process Inventory (last department) XX
A process costing system makes no attempt to associate costs with particular job orders. Instead, it assigns the costs incurred in a process, department, or work cell to the units worked on during an accounting period by computing an average cost per unit of effort. To compute the unit cost, the total cost of direct materials, direct labor, and overhead is divided by the total number of units worked on during the period. Thus, exactly how many units were worked on during the period is a criti- cal question. Do we count only units started and completed during the period? Or should we include partially completed units in the beginning work in process inven- tory? And what about incomplete products in the ending work in process inventory?
These questions relate to the concept of equivalent production. Equivalent production (also called equivalent units) is a measure that applies a percentage- of-completion factor to partially completed units to calculate the equivalent num- ber of whole units produced during a period for each type of input (i.e., direct materials, direct labor, and overhead).
� The number of equivalent units produced is the sum of (1) total units started and completed during the period and (2) an amount representing the work done on partially completed products in both the beginning and the ending work in process inventories.
Computing Equivalent Production
LO3 Define equivalent production, and compute equivalent units.
Computing Equivalent Production 133
Equivalent production for conversion costs for Week 2 = 4.25 units of bottled product
WEEK 3WEEK 2WEEK 1
C
Units started and completed during Week 2 = 3.0 units
Beginning Work in Process
Ending Work in Process
1.0 0.10.1
EDB
Note: Conversion costs (the cost of direct labor and overhead) are incurred uniformly as each physical unit of drink moves through production. Equivalent production for Week 2 is 4.25 units for conversion costs. But direct materials costs are all added to production at the beginning of the process. Because four physical units of drinks entered production in Week 2, equivalent production for the week is 4.0 units of effort for direct materials costs.
0.250.750.50 0.50
A
FIGURE
Study Note Direct materials are sometimes added at stages of production other than the beginning (e.g., chocolate chips are added to batter at the end of the mixing process).
Study Note The number of units started and completed is not the same as the total number of units completed during the period. Total units completed include both units in beginning work in process inventory that were completed and units started and completed.
Equivalent production must be computed separately for each type of input because of differences in the ways in which costs are incurred.
� Direct materials are usually added to production at the beginning of the process.
� The costs of direct labor and overhead are often incurred uniformly through- out the production process. Thus, it is convenient to combine direct labor and overhead when calculating equivalent units. These combined costs are called conversion costs (also called processing costs).
We will explain the computation of equivalent production by using a simplified example. One of the products Milk Products Company makes is a pint-sized, bottled
completed drink in process. During Week 2, it started and completed three drinks, and at the end of Week 2, it had one drink that was three-quarters completed.
Equivalent Production for Direct Materials At Milk Products, all direct materials, including liquids and bottles, are added at the beginning of production. Thus, the drink that was half-completed at the beginning of Week 2 had had all its direct materials added during the previous week.
� No direct materials costs for this drink are included in the computation of Week 2’s equivalent units for the beginning inventory units.
During Week 2, work began on four new drinks—the three drinks that were completed and the drink that was three-quarters completed at week’s end. Because all direct materials are added at the beginning of the production process, all four drinks were 100 percent complete with regard to direct materials at the end of Week 2.
� Thus, for Week 2, the equivalent production for direct materials was 4.0 units. This figure includes direct materials for both the 3.0 units that were started and completed and the 1.0 unit that was three-quarters completed.
134 CHAPTER 4 Costing Systems: Process Costing
milk drink. As illustrated in Figure 4-2, the company started Week 2 with one half-
4-2 Computation of Equivalent Production
Equivalent Production for Conversion Costs Because conversion costs at Milk Products are incurred uniformly throughout the production process, the equivalent production for conversion costs dur- ing Week 2 consists of three components: the cost to finish the half-completed unit in beginning work in process inventory (0.50), the cost to begin and finish three completed units (3.0), and the cost to begin work on the three-quarters- completed unit in ending work in process inventory (0.75).
� For Week 2, the total equivalent production for conversion costs was 4.25 units (0.50 of beginning inventory � 3.0 of units started and completed � 0.75 of ending inventory).
In reality, Milk Products would make many more drinks during an account- ing period and would have many more partially completed drinks in its begin- ning and ending work in process inventories. The number of partially completed drinks would be so great that it would be impractical to take a physical count of them. So, instead of taking a physical count, Milk Products would estimate an average percentage of completion for all drinks in process.
Summary of Equivalent Production The following is a recap of the current equivalent production for direct materials and conversion costs for the period for Milk Products:
Study Note Work in the current period is applied to three distinct product groups: units in beginning work in process inventory, which must be completed; goods started and completed during the period; and goods started but not completed by the end of the accounting period.
Physical Units Beginning inventory 1.00 Equivalent Units of Effort Units started this period 4.00 Direct Conversion Units to be accounted for 5.00 Materials Costs Beginning inventory 1.00 — 0% 0.50 50% Units started and completed 3.00 3.00 100% 3.00 100% Ending inventory 1.00 1.00 100% 0.75 75% Units accounted for 5.00 4.00 4.25
STOP & APPLY
Milk Smoothies, Inc., adds direct materials at the start of the production process and adds conversion costs uniformly throughout this process. Given the following information from Milk Smoothie’s records for July, compute the current period’s equivalent units of production:
Units in beginning inventory: 2,000 Units started during the period: 13,000 Units partially completed: 500 Percentage of completion of beginning inventory: 100% for direct materials; 40% for conversion costs Percentage of completion of ending work in process inventory: 100% for direct materials; 70% for conversion costs.
(continued)
Computing Equivalent Production 135
Step 1. Account for physical units.
Step 2. Account for equivalent units of effort.
The next two steps account for the costs of the direct materials, direct labor, and overhead being incurred:
Step 3. Account for the costs incurred.
Step 4. Compute the cost per equivalent unit.
The final step assigns costs to products being transferred out of the area and to those remaining behind in ending work in process inventory:
Step 5. Assign costs to cost of goods manufactured and ending inventory.
Accounting for Units Managers must account for the physical flow of products through their areas (Step 1) before they can compute equivalent production for the accounting period (Step 2). To continue with the Milk Products example, assume the follow- ing facts for the accounting period of February:
� The beginning work in process inventory consists of 6,200 partially com- pleted units (60 percent processed in the previous period).
� During the period, the 6,200 units in beginning inventory were completed, and 57,500 units were started into production.
Preparing a Process Cost Report Using the FIFO Costing Method
LO4 Prepare a process cost report using the FIFO costing method.
Study Note The FIFO method focuses on the work done in the current period only.
SOLUTION
Milk Smoothies, Inc. For the Month Ended July 31
Physical Units Beginning inventory 2,000 Equivalent Units of Effort Units started this period 13,000 Direct Conversion Units to be accounted for 15,000 Materials Costs Beginning inventory 2,000 — 0% 1,200 60% Units started and completed 12,500 12,500 100% 12,500 100% Ending inventory 500 500 100% 350 70% Units accounted for 15,000 13,000 14,050
136 CHAPTER 4 Costing Systems: Process Costing
As we mentioned earlier, a process cost report, such as the one shown in Exhibit 4-1, is a report that managers use to track and analyze costs for a process, department, or work cell in a process costing system. In a process cost report that uses the FIFO costing method, the cost flow follows the logical physical flow of production—that is, the costs assigned to the first products processed are the first costs transferred out when those products flow to the next process, department, or work cell.
five steps. The first two steps account for the units of product being processed:
EXHIBIT
Step 1: Account for Beginning inventory physical units. (units started last period) 6,200 Units started this period 57,500 Units to be accounted for 63,700 % Incurred % Incurred Physical Direct During Conversion During Step 2: Units Materials Period Costs Period Account for Beginning inventory (units equivalent units. completed this period) 6,200 — 0% 2,480 40% Units started and completed this period 52,500 52,500 100% 52,500 100% Ending inventory (units started but not completed this period) 5,000 5,000 100% 2,250 45% Units accounted for 63,700 57,500 57,230
Step 3: Total Costs Account Beginning inventory $ 41,540 � $ 20,150 � $ 21,390 for costs. Current costs 510,238 � 189,750 � 320,488 Total costs $551,778 Step 4: Compute cost
Current Costs
Equivalent Units $189,750
57,500 $320,488
57,230per equivalent unit.
Cost per equivalent unit $8.90 � $3.30 � $5.60
Step 5: Assign costs to Cost of goods manufactured cost of goods and transferred out: manufactured From beginning inventory $ 41,540 and ending Current costs to complete 13,888 � $0 � (2,480 � $5.60) inventory. Units started and completed this period 467,250 � (52,500 � $3.30) � (52,500 � $5.60)
Cost of goods manufactured $522,678 (No rounding necessary) Ending inventory 29,100 � (5,000 � $3.30) � (2,250 � $5.60) Total costs $551,778
WORK IN PROCESS INVENTORY ACCOUNT: COST RECAP
Beg. Bal. 41,540 522,678 (Cost of goods Direct materials 189,750 manufactured Conversion costs 320,488 and transferred out) End. Bal. 29,100
WORK IN PROCESS INVENTORY ACCOUNT: UNIT RECAP
Beg. Bal. 6,200 58,700 (FIFO units transferred Units started 57,500 out from the 6,200 in beginning inventory plus the 52,500 started and completed) End. Bal. 5,000
Current Equivalent Units of Effort
Preparing a Process Cost Report Using the FIFO Costing Method 137
4-1 Process Cost Report: FIFO Costing Method
� Of the 57,500 units started during the period, 52,500 units were completed. The other 5,000 units remain in ending work in process inventory and are 45 percent complete.
Step 1.
Step 2. The units accounted for in Step 1 are used to compute equivalent pro- duction for the department’s direct materials and conversion costs for the month, as described below.
� Beginning Inventory Because all direct materials are added at the beginning of the production process, the 6,200 partially completed units that began February as work in process were already 100 per- cent complete in regard to direct materials. They were 60 percent complete in regard to conversion costs on February 1. The remain- ing 40 percent of their conversion costs were incurred as they were completed during the month. Thus, as shown in the “Conversion
conversion costs is 2,480 units (6,200 � 40%).
� Units Started and Completed During the Period All the costs of the 52,500 units started and completed during February were incurred during this accounting period. Thus, the full amount of 52,500 is entered as the equivalent units for both direct materials costs and conversion costs.
� Ending Inventory Because the materials for the 5,000 drinks still in process at the end of February were added when the drinks went into production during the month, the full amount of 5,000 is entered as the equivalent units for direct materials costs. However, these drinks are only 45 percent complete in terms of conversion costs.
the equivalent production for their conversion costs is 2,250 units (5,000 � 45%).
� Totals Step 2 is completed by summing all the physical units to be accounted for, all equivalent units for direct materials costs,
that for February, Milk Products accounted for 63,700 units. Equivalent units for direct materials costs totaled 57,500, and equivalent units for conversion costs totaled 57,230. Once Milk Products knows February’s equivalent unit amounts, it can com- plete the remaining three steps in the preparation of a process cost report.
Study Note The percentage of completion for beginning work in process inventory is the amount of work completed during the previous period. Under FIFO, the amount of effort required to complete beginning work in process inventory is the relevant percentage.
Study Note Units in beginning work in process inventory represent work accomplished in the previous accounting period that has already been assigned a certain portion of its total cost. Those units must be completed in the current period, incurring additional costs.
138 CHAPTER 4 Costing Systems: Process Costing
In Step 1 of Exhibit 4-1, Milk Products’ department manager computes the total units to be accounted for by adding the 6,200 units in begin- ning inventory to the 57,500 units started into production during this period. These 63,700 units are the actual physical units that the manager is responsible for during the period. Step 1 continues accounting for physical units. As shown in Exhibit 4-1, the 6,200 units in beginning inventory that were com- pleted during the period, the 52,500 units that were started and fin- ished in the period, and the 5,000 units remaining in the department at the end of the period are summed, and the total is listed as “units accounted for.” (Note that the “units accounted for” must equal the “units to be accounted for” in Step 1.)
Costs” column of Exhibit 4-1, the equivalent production for their
Thus, as shown in the “Conversion Costs” column of Exhibit 4-1,
and all equivalent units for conversion costs. Exhibit 4-1 shows
Accounting for Costs Thus far, we have focused on accounting for units of productive output—in our example, bottled milk drinks. We now turn our focus to cost information.
� Step 3 in preparing a process cost report involves accumulating and analyzing all costs charged to the Work in Process Inventory account of each produc- tion process, department, or work cell.
� In Step 4, the cost per equivalent unit for direct materials costs and conver- sion costs is computed.
The following information about Milk Products’ manufacture of drinks during February enables us to complete Steps 3 and 4:
WORK IN PROCESS INVENTORY Costs from beginning inventory: Direct materials costs 20,150 Conversion costs 21,390 Current period costs: Direct materials costs 189,750 Conversion costs 320,488
Step 3. the Total Costs column. Beginning inventory’s direct materials costs of $20,150 are added to its conversion costs of $21,390 to determine the total cost of beginning inventory ($41,540). Current period costs for direct materials ($189,750) are added to conversion costs ($320,488) to determine the total current manufacturing costs ($510,238). The grand total of $551,778 is the sum of beginning inventory costs ($41,540) and current period costs ($510,238). Notice that only the Total Costs column is totaled. Because only the current period costs for direct materials and conversion are used in Step 4, there is no need to find the total costs of the direct materials and conversion costs col- umns in Step 3.
Step 4.
Assigning Costs Step 5.
Study Note The cost per equivalent unit using the FIFO method measures the current cost divided by current effort. Notice in Exhibit 18-1 that the cost of beginning work in process inventory is omitted.
Preparing a Process Cost Report Using the FIFO Costing Method 139
As shown in Exhibit 4-1, all costs for the period are accumulated in
The direct materials costs and conversion costs for the current period are divided by their respective units of equivalent production to arrive at the cost per equivalent unit. Prior period costs attached to units in beginning inventory are not included in these computations because the FIFO costing method uses a separate costing analysis for each account- ing period. (The FIFO method treats the costs of beginning inventory separately, in Step 5.) Exhibit 4-1 shows that the total current cost of $8.90 per equivalent unit consists of $3.30 per equivalent unit for direct materials costs ($189,750 � 57,500 equivalent units) plus $5.60 per equivalent unit for conversion costs ($320,488 � 57,230 equiva- lent units). (Note that the equivalent units are taken from Step 2 of Exhibit 4-1.)
Step 5 in the preparation of a process costing report uses informa- tion from Steps 2 and 4 to assign costs, as shown in Exhibit 4-1. This final step determines the costs that are transferred out either to the
next production process, department, or work cell or to the Finished Goods Inventory account (i.e., the cost of goods manufactured), as well as the costs that remain in the ending balance in the Work in Pro- cess Inventory account. The total costs assigned to units completed and transferred out and to ending inventory must equal the total costs in Step 3.
� Cost of Goods Manufactured and Transferred Out Step 5 in
Goods Inventory account include the $41,540 in direct materials and conversion costs for completing the 6,200 units in beginning inventory. Step 2 in the exhibit shows that 2,480 equivalent units of conversion costs were required to complete these 6,200 units. Because the equivalent unit conversion cost for February is $5.60, the cost to complete the units carried over from January is $13,888 (2,480 units � $5.60).
Each of the 52,500 units started and completed in February cost $8.90 to produce. Their combined cost of $467,250 is added to the $41,540 and $13,888 of costs required to produce the 6,200 units from begin- ning inventory to arrive at the total of $522,678 that is transferred to the Finished Goods Inventory account. The entry resulting from doing the process cost report for February is:
Dr. Cr. Finished Goods Inventory 522,678
Work in Process Inventory 522,678
�
Rounding Differences As you perform Step 5 in any process cost report, remember that the total costs in Steps 3 and 5 must always be the same number.
� If the total costs in Steps 3 and 5 are not the same, first check for omission of any costs and for calculation errors.
� If that does not solve the problem, check whether any rounding was necessary in computing the costs per equivalent unit in Step 4. If rounding was done in Step 4, rounding differences will occur when assigning costs in Step 5. In that case, adjust the total costs transferred out for any rounding difference so that the total costs in Step 5 equal the total costs in Step 3.
Recap of Work in Process Inventory Account When the process cost report is complete, an account recap may be prepared to show the effects of the report on the Work in Process Inventory account for the period. Two recaps of Milk Products’ Work in Process Inventory account for February—one for costs
Study Note All costs must be accounted for, including both costs from beginning inventory and costs incurred during the current period. All costs must be assigned to either ending inventory or the goods transferred out.
Study Note Rounding product unit costs to even dollars may lead to a significant difference in total costs, giving the impression that costs have been miscalculated. Carry product unit costs to two decimal places where appropriate.
Study Note The process cost report is developed for the purpose of assigning a value to one transaction: the transfer of goods from one department to another or to finished goods inventory. The ending balance in the Work in Process Inventory account represents the costs that remain after this transfer.
140 CHAPTER 4 Costing Systems: Process Costing
Exhibit 4-1 shows that the costs transferred to the Finished
Ending Inventory All costs remaining in Milk Products Com- pany’s Work in Process Inventory account after the cost of goods manufactured has been transferred out represent the costs of the drinks still in production at the end of February. As shown in Step 5 of Exhibit 4-1, the balance of $29,100 in the ending Work in Process Inventory is made up of $16,500 of direct materials costs (5,000 units � $3.30 per unit) and $12,600 of conversion costs (2,250 � $5.60 per unit).
In Exhibit 4-1, for example, they are both $551,778.
and one for units—appear at the bottom of Exhibit 4-1.
Process Costing for Two or More Production Departments In our example, Milk Products Company has only one production department for making milk drinks, so it needs only one Work in Process Inventory account. However, a company that has more than one production process or department to make various products must have a Work in Process Inventory account for each process or department.
For instance, when processing raw milk, a milk producer like Dean Foods, has a production department for homogenization, another for pasteurization, and another for packaging needs, which requires three Work in Process Inventory accounts.
� When products flow from the Homogenization Department to the Pasteuri- zation Department, their costs flow from the Homogenization Department’s Work in Process Inventory account to the Pasteurization Department’s Work in Process Inventory account.
� The costs transferred into the Pasteurization Department’s Work in Process Inventory account are treated in the same way as the cost of direct materials added at the beginning of the production process.
� When production flows to the Packaging Department, the accumulated costs (incurred in the two previous departments) are transferred to that depart- ment’s Work in Process Inventory account.
� At the end of the accounting period, a separate process cost report is pre- pared for each department.
STOP & APPLY
Pop Chewing Gum Company produces bubble gum. Direct materials are blended at the begin- ning of the manufacturing process. No materials are lost in the process, so one kilogram of materials input produces one kilogram of bubble gum. Direct labor and overhead costs are incurred uniformly throughout the blending process.
� On June 30, 16,000 units were in process. All direct materials had been added, but the units were only 70 percent complete in regard to conversion costs. Direct materials costs of $8,100 and conversion costs of $11,800 were attached to the beginning inventory.
� During July, 405,000 kilograms of materials were used at a cost of $202,500. Direct labor charges were $299,200, and overhead costs applied during July were $284,000.
� The ending work in process inventory was 21,600 kilograms. All direct materials have been added to those units, and 25 percent of the conversion costs have been assigned. Output from the Blending Department is transferred to the Packaging Department.
Required 1. Prepare a process cost report using the FIFO costing method for the Blending Department for
July. 2. Identify the amount that should be transferred out of the Work in Process Inventory account,
and state where those dollars should be transferred. What is the entry in journal form? (continued)
Preparing a Process Cost Report Using the FIFO Costing Method 141
SOLUTION 1. FIFO Process Cost Report for the Blending Department for July:
Pop Chewing Gum Company Blending Department
Process Cost Report: FIFO Method For the Month Ended July 31
Step 1: Account for Beginning inventory physical units. (units started last period) 16,000 Units started this period 405,000 Units to be accounted for 421,000
% Incurred % Incurred Physical Direct During Conversion During
Step 2: Units Materials Period Costs Period
Account for Beginning inventory (units equivalent completed this period) 16,000 — 0% 4,800 30% units. Units started and completed this period 383,400 383,400 100% 383,400 100% Ending inventory (units started but not completed this period) 21,600 21,600 100% 5,400 25% Units accounted for 421,000 405,000 393,600
Step 3: Total Costs Account for costs. Beginning inventory $ 19,900 � $ 8,100 � $ 11,800 Current costs 785,700 � 202,500 � 583,200 Total costs $805,600
Step 4: Compute cost per Current Costs
Equivalent Units $202,500
405,000 $583,200
393,600equivalent unit. Cost per equivalent unit $1.98 � $0.50 � $1.48 *
*Rounded to nearest cent. Step 5: Assign costs to Cost of goods manufactured cost of goods and transferred out: manufactured From beginning inventory $ 19,900 and ending Current costs to complete 7,104 � $0 � (4,800 � $1.48) inventory. Units started and completed this period 759,132 � (383,400 � $0.50) � (383,400 � $1.48) Cost of goods manufactured $786,808 [Cost of goods manufactured must be $786,808
(add rounding of $672) since Total costs = Ending inventory + Cost of goods manufactured]
Ending inventory 18,792 � (21,600 � $0.50) � (5,400 � $1.48) Total costs $805,600
WORK IN PROCESS INVENTORY ACCOUNT: COST RECAP Beg. Bal. 19,900 786,808 (Cost of goods Direct materials 202,500 manufactured and Conversion costs 583,200 transferred out) End. Bal. 18,792
WORK IN PROCESS INVENTORY ACCOUNT: UNIT RECAP Beg. Bal. 16,000 399,400 (FIFO units transferred Units started 405,000 out from the 16,000 in beginning inventory plus the 383,400 started and completed) End. Bal. 21,600
Current Equivalent Units of Effort
(continued)
142 CHAPTER 4 Costing Systems: Process Costing
2. The amount of $786,808 should be transferred to the Work in Process Inventory account of the Packaging Department. The entry in journal form is:
Work in Process Inventory (Packaging Department) 786,808 Work in Process Inventory (Blending Department) 786,808
Preparing a Process Cost Report Using the Average Costing Method
LO5 Prepare a process cost report using the average costing method.
When a process cost report uses the average costing method, cost flows do not follow the logical physical flow of production as they do when the FIFO method is used. Instead, the costs in beginning inventory are combined with current period costs to compute an average product unit cost. Preparing a process cost report using the average costing method involves the same five steps as preparing one using the FIFO method, but the procedures for completing the steps differ.
We now return to the example of Milk Products Company making milk drinks, but this time we assume that Milk Products uses the average costing method of process costing.
Accounting for Units Step 1.
Step 2. Step 2 also accounts for production during the period in terms of units. After the number of units completed and transferred to finished goods inventory and the number of units in ending inventory have been added to arrive at “units accounted for,” the equivalent units in terms of direct materials costs and conversion costs are computed, as described below.
�
� Ending Inventory The average costing method treats ending inven- tory in exactly the same way as the FIFO costing method. Because all direct materials are added at the beginning of the production pro- cess, the full amount of 5,000 is entered as the equivalent units for direct materials cost. Because the 5,000 units in ending inventory are only 45 percent complete in terms of conversion costs, the amount of equivalent units is 2,250 (5,000 � 45%).
Preparing a Process Cost Report Using the Average Costing Method 143
Step 1 of a process cost report, which accounts for the physical units in a production process, department, or work cell during an accounting period, is identical for the average costing and FIFO costing methods. The physical units in beginning inventory are added to the physical units started during the period to arrive at “units to be accounted for.” In Step 1 of Exhibit 4-2, Milk Products’ department manager computes the 63,700 total units to be accounted for by adding the 6,200 units in beginning inventory to the 57,500 units started into production in this period.
Units Completed and Transferred Out As you can see in Exhibit 4-2, the average costing method treats both the direct materials costs and the conversion costs of the 58,700 units completed in February (6,200 units from beginning inventory � 52,500 started this period) as if they were incurred in the current period. Thus, the full amount of 58,700 is entered as the equivalent units for these costs. In con- trast, as shown in Exhibit 4-1, the FIFO costing method disregards the previous period costs of units started in the last period and calculates only the equivalent units required in the current period to complete the units in beginning inventory.
EXHIBIT
Step 1: Account for Beginning inventory physical units. (units started last period) 6,200 Units started this period 57,500 Units to be accounted for 63,700
% Incurred % Incurred Physical Direct During Conversion During
Step 2: Units Materials Period Costs Period
Account for Units completed and equivalent units. transferred out 58,700 58,700 100% 58,700 100% Ending inventory (units started but not completed this period) 5,000 5,000 100% 2,250 45% Units accounted for 63,700 63,700 60,950
Step 3: Total Costs Account Beginning inventory $ 41,540 � $ 20,150 � $ 21,390 for costs. Current costs 510,238 � 189,750 � 320,488 Total costs $551,778 $209,900 $341,878
Step 4: Compute cost Total CostsEquivalent Units
$209,900 63,700
$341,878 60,950
per equivalent unit. Cost per equivalent unit $8.91 � $3.30 * � $5.61 * *Rounded to *Rounded to nearest cent. nearest cent.
Step 5: Assign costs to Cost of goods cost of goods manufactured and manufactured transferred out $522,655 � (58,700 � $3.30) � (58,700 � $5.61) and ending [Cost of goods manufactured must be $522,655 (less rounding of $362)] since Total costs = Ending inventory + Cost of Goods Manufactured)
Ending inventory 29,123* � (5,000 � $3.30) � (2,250 � $5.61)
*Rounded. Total costs $551,778
WORK IN PROCESS INVENTORY ACCOUNT: COST RECAP WORK IN PROCESS INVENTORY ACCOUNT: UNIT RECAP Beg. Bal. 41,540 522,655 (Cost of goods Beg. Bal. 6,200 58,700 (Units transferred Direct materials 189,750 manufactured and Units started 57,500 out) Conversion costs 320,488 transferred out) End. Bal. 5,000 End. Bal. 29,123
Total Equivalent Units of Effort
144 CHAPTER 4 Costing Systems: Process Costing
4-2 Process Cost Report: Average Costing Method
�
Accounting for Costs As we noted in our discussion of process cost reports that use the FIFO method, Step 3 of the report accumulates and analyzes all costs in the Work in Process Inventory account, and Step 4 computes the cost per equivalent unit for direct materials costs and conversion costs. You may recall from the discussion that the costs of Milk Products’ beginning inventory were $20,150 for direct materi- als and $21,390 for conversion. Current period costs were $189,750 for direct materials and $320,488 for conversion.
Step 3.
Step 4. Step 4 computes the cost per equivalent unit for direct materials costs and conversion costs by dividing the total of these costs by their respective equivalent units. The $8.91 total cost per equivalent unit consists of $3.30 per equivalent unit for direct materials ($209,900 � 63,700 equivalent units) plus $5.61 per equivalent unit for conversion ($341,878 � 60,950 equivalent units).
� Notice that the cost per equivalent unit for both direct materials and conversion costs has been rounded to the nearest cent. In this text, any rounding differences are assigned to the units transferred out in Step 5.
� Notice also that the average costing and FIFO costing methods use different numerators and denominators in Step 4. Average costing divides total cost by total equivalent units, whereas FIFO divides current costs by current equivalent units.
Assigning Costs Step 5. Using information from Steps 2 and 4, Step 5 of a process cost report
assigns direct materials and conversion costs to the units transferred out and to the units still in process at the end of the period. As noted above, any rounding issues that arise in completing Step 5 are included in units completed and transferred out. Milk Products completes Step 5 as described next.
�
Preparing a Process Cost Report Using the Average Costing Method 145
Totals Whether the FIFO costing method or the average costing method is used, Step 2 in a process cost report is completed by summing all the physical units to be accounted for, all equivalent units for direct materials costs, and all equivalent units for conversion costs. Exhibit 4-2 shows that for the month of February, Milk Products accounted for 63,700 physical units. Equivalent units for direct materials costs totaled 63,700, and equivalent units for conversion costs totaled 60,950.
If you compare Exhibit 4-2 with Exhibit 4-1, you will see that the aver- age costing and FIFO costing methods deal with Step 3 in the same manner. All direct materials costs and conversion costs for beginning inventory and the current period are accumulated in the Total Costs column. The total of $551,778 consists of $209,900 in direct materials costs and $341,878 in conversion costs.
Cost of Goods Manufactured and Transferred Out As shown in Exhibit 4-2, the costs of the units completed and transferred out are assigned by multiplying the equivalent units for direct materials and conversion costs (accounted for in Step 2) by their respective cost per equivalent unit (computed in Step 4) and then totaling these assigned values. Thus, the $522,655 assigned to cost of goods manufactured and transferred out includes $193,710 of direct materials costs (58,700 equivalent units � $3.30 cost per equivalent unit) plus $329,307 of
conversion costs (58,700 equivalent units � $5.61 cost per equivalent unit). In this case, because the costs per equivalent unit were rounded in Step 4, a rounding difference of $362 has been deducted from the total cost. The $522,655 of transferred costs will go to the Finished Goods Inventory account, since the goods are ready for sale. The entry in jour- nal form resulting from doing the process cost report for February is:
Dr. Cr. Finished Goods Inventory 522,655
Work in Process Inventory 522,655
�
Recap of Work in Process Inventory Account As we noted earlier, when a process cost report is complete, an account recap may be prepared to show the effects of the report on the Work in Process Inventory account for the period.
Pop Chewing Gum Company produces bubble gum. Direct materials are blended at the begin- ning of the manufacturing process. No materials are lost in the process, so one kilogram of materials input produces one kilogram of bubble gum. Direct labor and overhead costs are incurred uniformly throughout the blending process.
� On June 30, 16,000 units were in process. All direct materials had been added, but the units were only 70 percent complete in regard to conversion costs. Direct materials costs of $8,100 and conversion costs of $11,800 were attached to the beginning inventory.
� During July, 405,000 kilograms of materials were used at a cost of $202,500. Direct labor charges were $299,200, and overhead costs applied during July were $284,000.
� The ending work in process inventory was 21,600 kilograms. All direct materials have been added to those units, and 25 percent of the conversion costs have been assigned. Output from the Blending Department is transferred to the Packaging Department.
Required 1. Prepare a process cost report using the average costing method for the Blending Department for July. 2. Identify the amount that should be transferred out of the Work in Process Inventory account,
and state where those dollars should be transferred. What is the entry in journal form? (continued)
STOP & APPLY
146 CHAPTER 4 Costing Systems: Process Costing
Ending Inventory The costs of the units in ending work in process inventory are assigned in the same way as the costs of cost of goods manufactured and transferred out. As you can see in Exhibit 4-2, the total of $29,123 assigned to ending inventory includes $16,500 of direct materials costs (5,000 equivalent units � $3.30 cost per equivalent unit) plus $12,623 (rounded) of conversion costs (2,250 equivalent units � $5.61 cost per equivalent unit). The $29,123 will appear as the ending balance in this department’s Work in Process Inventory account.
Exhibit 4-2 includes a cost recap and a unit recap of Milk Products’ Work in rocess Inventory account for February.
SOLUTION 1. Average Costing Process Cost Report–Blending Department for July:
Pop Chewing Gum Company Blending Department
Process Cost Report: Average Costing Method For the Month Ended July 31
Step 1: Account for Beginning inventory physical units. (units started last period) 16,000 Units started this period 405,000 Units to be accounted for 421,000 Direct % Incurred % Incurred Physical Materials During Conversion During Step 2: Units Costs Period Costs Period Account for Units completed and equivalent units. transferred out 399,400 399,400 100% 399,400 100% Ending inventory (units started but not completed this period) 21,600 21,600 100% 5,400 25% Units accounted for 421,000 421,000 404,800
Total Equivalent Units of Effort
Step 3: Total Costs Account for costs. Beginning inventory $ 19,900 � $ 8,100 � $ 11,800 Current costs 785,700 � 202,500 � 583,200
Total costs $805,600 $210,600 $595,000
Step 4: Compute cost per Total CostsEquivalent Units
$210,600 421,000
$595,000 404,800
equivalent unit. Cost per equivalent unit $1.97 � $0.50 * � $1.47 *
*Rounded to *Rounded to nearest cent nearest cent Step 5: Assign costs to Cost of goods cost of goods manufactured and manufactured and transferred out $786,862 � (399,400 � (399,400 � $1.47) ending inventory. (Add rounding $44) � $0.50) Ending inventory 18,738 � (21,600 � (5,400 � $1.47) � $0.50) Total costs $805,600
WORK IN PROCESS INVENTORY ACCOUNT: COST RECAP WORK IN PROCESS INVENTORY ACCOUNT: UNIT RECAP Beg. Bal. 19,900 786,862 (Cost of Beg. Bal. 16,000 399,400 (Units Direct materials 202,500 goods manufactured Units started 405,000 transferred out) Conversion costs 583,200 and transferred out) End. Bal. 21,600 End. Bal. 18,738
2. The amount of $786,862 should be transferred to the Work in Process Inventory account of the Packaging Department. The entry in journal form is:
Work in Process Inventory (Packaging Department) 786,862 Work in Process Inventory (Blending Department) 786,862
Preparing a Process Cost Report Using the Average Costing Method 147
A LOOK BACK AT � DEAN FOODS The Decision Point at the beginning of this chapter focused on Dean Foods, a com- pany known as a leader in the field of milk products. It posed these questions:
• Why is a process costing system appropriate for Dean Foods? • How does a process costing system facilitate management decisions?
Because there is a continuous flow of similar products during the process of pro- ducing milk and milk products, the most appropriate costing system for Dean Foods is a process costing system. Such a system accumulates costs by process, department, or work cell and assigns them to the products as they pass through the production sys- tem. A process costing system provides the information that Dean Foods’ management needs to make sound product decisions.
A company like Dean Foods produces several flavors of milk, including chocolate milk. Two basic direct materials, milk and chocolate syrup, are mixed in the Mixing Depart- ment to produce chocolate milk. No materials are lost in the process, so one gallon of materials input produces one gallon of chocolate milk. Direct labor and overhead costs are incurred uniformly throughout the mixing process. Assume that 15,000 gallons in process at the beginning of the month. All direct materials had been added, but the units were only two-thirds complete in regard to conversion costs. Direct mate- rials costs of $19,200 and conversion costs of $14,400 were attached to the begin- ning inventory. During the month, 435,000 gallons of materials were used at a cost of $426,300. Direct labor charges were $103,000, and overhead costs applied during the month were $309,000. The ending work in process inventory was 50,000 gallons. All direct materials have been added to those units, and 20 percent of the conversion costs have been assigned. Output from the Mixing Department is transferred to the Packaging Department.
Required
1. Using the FIFO costing method, prepare a process cost report for the Mixing Department for the month.
2. What amount should be transferred out of the Work in Process Inventory account, and where should those dollars be transferred? What is the entry in journal form?
3. Using the average costing method, repeat requirement 1.
4. Answer the questions in requirement 2 as they apply to the process cost report that you prepared in requirement 3.
Review Problem
Process Costing Using the FIFO Costing and
Average Costing Methods LO4 LO5
148 CHAPTER 4 Costing Systems: Process Costing
Answers to Review Problem 1. Process cost report prepared using the FIFO costing method:
Mixing Department Process Cost Report—FIFO Costing Method
For the Month
Beginning inventory 15,000 Units started this period 435,000 Units to be accounted for 450,000
Physical Units
Beginning inventory 15,000 Units started and completed 385,000 Ending inventory 50,000 Units accounted for 450,000
Current Equivalent Units of Eff ort
Direct Materials
Costs
% Incurred During Period
Conversion Costs
% Incurred During Period
— 0% 5,000 33%
385,000 100% 385,000 100% 50,000 100% 10,000 20% 435,000 400,000
Total Costs
Beginning inventory $ 33,600 � $ 19,200 � $ 14,400 Current costs 838,300 � 426,300 � 412,000 Total costs $871,900
Current Costs Equivalent Units
$426,300 435,000
$412,000 400,000
Cost per equivalent unit $2.01 � $0.98 � $1.03
Cost of goods manufactured and transferred out: From beginning inventory $ 33,600 Current costs to complete 5,150 � $0 (5,000 � $1.03) Units started and completed 773,850 � (385,000 � $0.98) � (385,000 � $1.03) Cost of goods manufactured $812,600 Ending inventory 59,300 � (50,000 � $0.98) � (10,000 � $1.03) Total costs $871,900
2. The amount of $812,600 should be transferred to the Work in Process Inventory account of the Packaging Department. The entry in journal form is:
Work in Process (Packaging Inventory Department) 812,600 Work in Process (Mixing Inventory Department) 812,600
A Look Back at Dean Foods 149
3. Process cost report using the average costing method:
Mixing Department Process Cost Report—Average Costing Method
For the Month
Beginning inventory 15,000 Units started this period 435,000 Units to be accounted for 450,000
Physical Units
Units completed and transferred out 400,000 Ending inventory 50,000 Units accounted for 450,000
Total Costs
Beginning inventory $ 33,600 � $ 19,200 � $ 14,400 Current costs 838,300 � 426,300 � 412,000 Total costs $871,900 $445,500 $426,400
Total Costs Equivalent Units
$445,500 450,000
$426,400 410,000
Cost per equivalent unit $2.03 � $0.99 � $1.04 Cost of goods manufactured and transferred out $812,000 � (400,000 � $0.99) � (400,000 � $1.04)
Ending inventory 59,900 � (50,000 � $0.99) � (10,000 � $1.04) Total costs $871,900
4. The amount of $812,000 should be transferred to the Work in Process Inventory account of the Packaging Department. The entry in journal form is:
Work in Process (Packaging Inventory Department) 812,000 Work in Process (Mixing Inventory Department) 812,000
Total Equivalent Units of Eff ort
Direct Materials
Costs
% Incurred During Period
Conversion Costs
% Incurred During Period
400,000 100% 400,000 100% 50,000 100% 10,000 20% 450,000 410,000
150 CHAPTER 4 Costing Systems: Process Costing
A process costing system is a product costing system used by companies that produce large amounts of similar products or liquid products or that have long, continuous production runs of identical products. Because these companies have a continuous production flow, it would be impractical for them to use a job order costing system, which tracks costs to a specific batch of products or a specific job order. In contrast to a job order costing system, a process costing system accumulates the costs of direct materials, direct labor, and overhead for each pro- cess, department, or work cell and assigns those costs to the products as they are produced during a particular period.
The product costs provided by a process costing system play a key role in the management process. When managers plan, they use past and projected informa- tion about product costs to set selling prices and prepare budgets. Each day, man- agers use cost information to make decisions about controlling costs, managing the company’s volume of activity, ensuring quality, and negotiating prices. Actual costs are incurred as units are produced, so actual unit costs can be computed. When managers evaluate performance results, they compare targeted costs with actual costs. When managers communicate with external stakeholders, they use actual units produced and costs incurred to value inventory on the balance sheet and cost of goods sold on the income statement. They also analyze internal reports that compare the organization’s measures of actual and targeted performance to determine whether cost goals for products or services are being achieved.
During production in a process costing environment, products flow in a first-in, first-out (FIFO) fashion through several processes, departments, or work cells. As they do, the process costing system accumulates their costs and passes them on to the next process, department, or work cell. At the end of every accounting period, the system generates a report that assigns the costs that have accumulated during the period to the units that have transferred out of the process, department, or work cell and to the units that are still work in process. The process cost report may assign costs by using the FIFO costing method, in which the costs assigned to the first products processed are the first costs transferred out when those products flow to the next process, department, or work cell, or the average costing method, which assigns an average cost to all products made during an accounting period.
The Work in Process Inventory accounts are the focal point of a process cost- ing system. Each production process, department, or work cell has its own Work in Process Inventory account. All costs charged to that process, department, or work cell flow into its Work in Process Inventory account. A process cost report prepared at the end of every accounting period assigns the costs that have accumulated during the period to the units that have flowed out of the process, department, or work cell (the cost of goods transferred out) and to the units that are still in process (the cost of ending inventory).
Equivalent production is a measure that applies a percentage-of-completion fac- tor to partially completed units to compute the equivalent number of whole units produced in an accounting period for each type of input. Equivalent units are computed from (1) units in the beginning work in process inventory and their percentage of completion, (2) units started and completed during the period, and (3) units in the ending work in process inventory and their percentage of completion. The computation of equivalent units differs depending on whether the FIFO method or the average costing method is used.
LO1 Describe the process costing system, and identify the reasons
for its use.
LO2 Relate the patterns of product fl ows to the
cost fl ow methods in a process costing environ-
ment, and explain the role of the Work in Pro-
cess Inventory accounts.
LO3 Defi ne equivalent pro- duction, and compute
equivalent units.
STOP & REVIEW
Stop & Review 151
In a process cost report that uses the FIFO costing method, the cost flow follows the logical physical flow of production—that is, the costs assigned to the first products processed are the first costs transferred when those products flow to the next process, department, or work cell. Preparation of a process cost report involves five steps. Steps 1 and 2 account for the physical flow of products and compute the equivalent units of production. Once equivalent production has been determined, the focus of the report shifts to accounting for costs. In Step 3, all direct materials costs and conversion costs for the current period are added to arrive at total costs. In Step 4, the cost per equivalent unit for both direct materials costs and conversion costs is found by dividing those costs by their respective equivalent units. In Step 5, costs are assigned to the units completed and transferred out during the period, as well as to the ending work in pro- cess inventory. The costs assigned to units completed and transferred out include the costs incurred in the preceding period and the conversion costs that were needed to complete those units during the current period. That amount is added to the total cost of producing all units started and completed during the period. The result is the total cost transferred out for the units completed during the period. Step 5 also assigns costs to units still in process at the end of the period by multiplying their direct materials costs and conversion costs by their respective equivalent units. The total equals the balance in the Work in Process Inventory account at the end of the period.
The average costing method is an alternative method of accounting for produc- tion costs in a manufacturing environment characterized by a continuous produc- tion flow. The difference between a process costing report that uses the FIFO method and one that uses the average costing method is that the latter does not differentiate when work was done on inventory. When the average costing method is used, the costs in beginning inventory are averaged with the current period costs to compute the product unit costs. These costs are used to value the ending balance in Work in Process Inventory and the goods completed and trans- ferred out of the process, department, or work cell.
LO4 Prepare a process cost report using the FIFO
costing method.
LO5 Prepare a process cost report using the average
costing method.
REVIEW of Concepts and Terminology
(LO2)
(LO3)
(LO3)
(LO2)
(LO2)
(LO1)
152 CHAPTER 4 Costing Systems: Process Costing
The following concepts and terms were introduced in this chapter:
Average costing method 132
Conversion costs 134
Equivalent production 133
FIFO costing method 132
Process cost report 132
Process costing system 130
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Process Costing Versus Job Order Costing SE 1. Indicate whether the manufacturer of each of the following products should use a job order costing system or a process costing system to accumulate product costs: 1. Plastics 2. Ocean cruise ships 3. Cereal 4. Medical drugs for veterinary practices
Process Costing Versus Job Order Costing SE 2. Indicate whether each of the following is a characteristic of job order costing or of process costing: 1. Several Work in Process Inventory accounts are used, one for each depart-
ment or work cell in the process. 2. Costs are grouped by process, department, or work cell. 3. Costs are measured for each completed job. 4. Only one Work in Process Inventory account is used. 5. Costs are measured in terms of units completed in specific time periods. 6. Costs are assigned to specific jobs or batches of product.
Process Costing and a Work in Process Inventory Account SE 3. Chemical Pro uses an automated mixing machine in its Mixing Department to combine three raw materials into a product called Triogo. On average, each unit of Triogo contains $3 of Material X, $6 of Material Y, $9 of Material Z, $2 of direct labor, and $12 of overhead. Total costs charged to the Mixing Department’s Work in Process Inventory account during the month were $208,000. There were no units in beginning or ending work in process inventory. How many units were completed and transferred to Finished Goods Inventory during the month?
Equivalent Production: FIFO Costing Method SE 4. Blue Blaze adds direct materials at the beginning of its production process and adds conversion costs uniformly throughout the process. Given the follow- ing information from Blue Blaze’s records for July and using Steps 1 and 2 of the FIFO costing method, compute the equivalent units of production:
Units in beginning inventory 3,000 Units started during the period 17,000 Units partially completed 2,500 Percentage of completion of ending 100% for direct materials; work in process inventory 70% for conversion costs Percentage of completion of beginning inventory 100% for direct materials;
40% for conversion costs
LO1
LO1
LO2
LO3
Chapter Assignments 153
Determining Unit Cost: FIFO Costing Method SE 5. Using the information from SE 4 and the following data, compute the total cost per equivalent unit:
Beginning Work in Process Costs for the Period Direct materials $20,400 $7,600 Conversion costs 32,490 2,545
Assigning Costs: FIFO Costing Method SE 6. Using the data in SE 4 and SE 5, assign costs to the units transferred out and to the units in ending inventory for July.
Equivalent Production: Average Costing Method SE 7. Using the same data as in SE 4 but Steps 1 and 2 of the average costing method, compute the equivalent units of production for the month.
Determining Unit Cost: Average Costing Method SE 8. Using the average costing method and the information from SE 4, SE 5, and SE 7, compute the total cost per equivalent unit.
Assigning Costs: Average Costing Method SE 9. Using the data in SE 4, SE 5, SE 7, and SE 8 and assuming that Blue Blaze uses the average costing method, assign costs to the units completed and trans- ferred out and to the units in ending inventory for July.
Equivalent Production: Average Costing Method SE 10. Red Company adds direct materials at the beginning of its production pro- cess and adds conversion costs uniformly throughout the process. Given the fol- lowing information from Red Company’s records for July, compute the current period’s equivalent units of production for direct materials and conversion costs:
Units in beginning inventory: 2,000 Units started during the period: 13,000 Units partially completed: 500
Percentage of completion of beginning inventory: 100% for direct materials; 40% for conversion costs
Percentage of completion of ending work in process inventory: 100% for direct materials; 70% for conversion costs
Exercises Process Costing Versus Job Order Costing E 1. Indicate whether the manufacturer of each of the following products should use a job order costing system or a process costing system to accumulate product costs: 1. Paint 2. Fruit juices 3. Tailor-made suits 4. Milk 5. Coffee cups printed with your school insignia 6. Paper 7. Roller coaster for a theme park 8. Posters for a fund-raising event
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Use of Process Costing Information E 2. Tom’s Bakery makes a variety of cakes, cookies, and pies for distribution to five major chains of grocery stores in the area. The company uses a standard manu- facturing process for all items except special-order cakes. It currently uses a process costing system. Tom, the owner of the company, has some urgent questions, which are listed at the top of the next page. Which of these questions can be answered using information from a process costing system? Which can be best answered using information from a job order costing system? Explain your answers. 1. How much does it cost to make one chocolate cheesecake? 2. Did the cost of making special-order cakes exceed the cost budgeted for this
month? 3. What is the value of the pie inventory at the end of June? 4. What were the costs of the cookies sold during June? 5. At what price should Tom’s Bakery sell its famous brownies to the grocery
store chains? 6. Were the planned production costs of $3,000 for making pies in June
exceeded?
Work in Process Inventory Accounts in Process Costing Systems E 3. Gilbert, Inc., which uses a process costing system, makes a chemical used as a food preservative. The manufacturing process involves Departments A and B. The company had the following total costs and unit costs for completed produc- tion last month, when it manufactured 10,000 pounds of the chemical. Neither Department A nor Department B had any beginning or ending work in process inventories.
Total Cost Unit Cost Department A Direct materials $10,000 $1.00 Direct labor 2,600 0.26 Overhead 1,300 0.13 Total costs $13,900 $1.39
Department B Direct materials $ 3,000 $0.30 Direct labor 700 0.07 Overhead 1,000 0.10 Total costs $ 4,700 $0.47 Totals $18,600 $1.86
1. How many Work in Process Inventory accounts would Gilbert use? 2. What dollar amount of the chemical’s production cost was transferred from
Department A to Department B last month? 3. What dollar amount was transferred from Department B to the Finished
Goods Inventory account? 4. What dollar amount is useful in determining a selling price for 1 pound of the
chemical?
Equivalent Production: FIFO Costing Method E 4. McQuary Stone Company produces bricks. Although the company has been in operation for only 12 months, it already enjoys a good reputation. During its first 12 months, it put 600,000 bricks into production and completed and trans- ferred 586,000 bricks to finished goods inventory. The remaining bricks were still in process at the end of the year and were 60 percent complete.
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The company’s process costing system adds all direct materials costs at the beginning of the production process; conversion costs are incurred uniformly throughout the process. From this information, compute the equivalent units of production for direct materials and conversion costs for the company’s first year, which ended December 31. Use the FIFO costing method.
Equivalent Production: FIFO Costing Method E 5. O’Leon Enterprises makes Perfect Shampoo for professional hair stylists. On July 31, it had 5,200 liters of shampoo in process that were 80 percent com- plete in regard to conversion costs and 100 percent complete in regard to direct materials costs. During August, it put 212,500 liters of direct materials into production. Data for Work in Process Inventory on August 31 were as follows: shampoo, 4,500 liters; stage of completion, 60 percent for conversion costs and 100 percent for direct materials. From this information, compute the equivalent units of production for direct materials and conversion costs for the month. Use the FIFO costing method.
Equivalent Production: FIFO Costing Method E 6. Paper Savers Corporation produces wood pulp that is used in making paper. The following data pertain to the company’s production of pulp during September:
Percentage Complete Tons Direct Materials Conversion Costs Work in process, Aug. 31 40,000 100% 60% Placed into production 250,000 — — Work in process, Sept. 30 80,000 100% 40%
Compute the equivalent units of production for direct materials and conversion costs for September using the FIFO costing method.
Work in Process Inventory Accounts: Total Unit Cost E 7. Scientists at Anschultz Laboratories, Inc., have just perfected Dentalite, a liquid substance that dissolves tooth decay. The substance, which is generated by a complex process involving five departments, is very expensive. Cost and equiva- lent unit data for the latest week are as follows (units are in ounces):
Direct Materials Conversion Costs Dept. Dollars Equivalent Units Dollars Equivalent Units
A $12,000 1,000 $33,825 2,050 B 21,835 1,985 13,065 1,005 C 23,896 1,030 20,972 2,140 D — — 22,086 2,045 E — — 15,171 1,945
From these data, compute the unit cost for each department and the total unit cost of producing 1 ounce of Dentalite.
Determining Unit Cost: FIFO Costing Method E 8. Reuse Cookware, Inc., manufactures sets of heavy-duty pots. It has just com- pleted production for August. At the beginning of August, its Work in Process Inventory account showed direct materials costs of $31,700 and conversion costs of $29,400. The cost of direct materials used in August was $275,373; conversion costs were $175,068. During the month, the company started and completed 15,190 sets. For August, a total of 16,450 equivalent sets for direct materials and 16,210 equivalent sets for conversion costs have been computed.
From this information, determine the cost per equivalent set for August. Use the FIFO costing method.
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Assigning Costs: FIFO Costing Method E 9. The Bakery produces tea cakes. It uses a process costing system. In March, its beginning inventory was 450 units, which were 100 percent complete for direct materials costs and 10 percent complete for conversion costs. The cost of beginning inventory was $655. Units started and completed during the month totaled 14,200. Ending inventory was 410 units, which were 100 percent complete for direct mate- rials costs and 70 percent complete for conversion costs. Costs per equivalent unit for March were $1.40 for direct materials costs and $0.80 for conversion costs.
From this information, compute the cost of goods transferred to the Finished Goods Inventory account, the cost remaining in the Work in Process Inventory account, and the total costs to be accounted for. Use the FIFO costing method.
Process Cost Report: FIFO Costing Method E 10. Toy Country Corporation produces children’s toys using a liquid plastic formula and a continuous production process. In the company’s toy truck work cell, the plastic is heated and fed into a molding machine. The molded toys are then cooled and trimmed and sent to the packaging work cell. All direct materi- als are added at the beginning of the process. In November, the beginning work in process inventory was 420 units, which were 40 percent complete; the ending balance was 400 units, which were 70 percent complete.
During November, 15,000 units were started into production. The Work in Process Inventory account had a beginning balance of $937 for direct mate- rials costs and $370 for conversion costs. In the course of the month, $35,300 of direct materials were added to the process, and $31,760 of conversion costs were assigned to the work cell. Using the FIFO costing method, prepare a process cost report that computes the equivalent units for November, the product unit cost for the toys, and the ending balance in the Work in Process Inventory account.
Equivalent Production: Average Costing Method E 11. Using the data in E 4 and assuming that the company uses the average cost- ing method, compute the equivalent units of production for direct materials and conversion costs for the year ended December 31.
Equivalent Production: Average Costing Method E 12. Using the data in E 5 and assuming that the company uses the average cost- ing method, compute the equivalent units of production for direct materials and conversion for August.
Equivalent Production: Average Costing Method E 13. Using the data in E 6 and assuming that the company uses the average cost- ing method, compute the equivalent units of production for direct materials and conversion for September.
Determining Unit Cost: Average Costing Method E 14. Using the data in E 8 and the average costing method, determine the cost per equivalent set for August. Assume equivalent sets are 16,900 for direct mate- rials costs and 17,039 for conversion costs.
Process Cost Report: Average Costing Method E 15. Using the data in E 10 and the average costing method, prepare a pro- cess cost report that computes the equivalent units for November, the product unit cost for the toys, and the ending balance in the Work in Process Inventory account.
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Problems Process Costing: FIFO Costing and Average Costing Methods P 1. Lightning Industries specializes in making Flash, a high-moisture, low-alkaline wax used to protect and preserve skis. The company began producing a new, improved brand of Flash on January 1. Materials are introduced at the beginning of the production process. During January, 15,300 pounds were used at a cost of $46,665. Direct labor of $17,136 and overhead costs of $25,704 were incurred uniformly throughout the month. By January 31, 13,600 pounds of Flash had been completed and transferred to the finished goods inventory (1 pound of input equals 1 pound of output). Since no spoilage occurred, the leftover materi- als remained in production and were 40 percent complete on average.
Required 1. Using the FIFO costing method, prepare a process cost report for January. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Repeat requirements 1 and 2 using the average costing method.
Process Costing: FIFO Costing Method P 2. Liquid Extracts Company produces a line of fruit extracts for home use in mak- ing wine, jams and jellies, pies, and meat sauces. Fruits enter the production process in pounds; the product emerges in quarts (1 pound of input equals 1 quart of out- put). On May 31, 4,250 units were in process. All direct materials had been added, and the units were 70 percent complete for conversion costs. Direct materials costs of $4,607 and conversion costs of $3,535 were attached to the units in beginning work in process inventory. During June, 61,300 pounds of fruit were added at a cost of $71,108. Direct labor for the month totaled $19,760, and overhead costs applied were $31,375. On June 30, 3,400 units remained in process. All direct materials for these units had been added, and 50 percent of conversion costs had been incurred.
Required 1. Using the FIFO costing method, prepare a process cost report for June. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
Process Costing: One Process and Two Time Periods—FIFO Costing Method P 3. Wash Clean Laboratories produces biodegradable liquid detergents that leave no soap film. The production process has been automated, so the product can now be produced in one operation instead of in a series of heating, mixing, and cooling operations. All direct materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the process. Operating data for July and August are as follows:
July August Beginning work in process inventory Units (pounds) 2,300 3,050 Direct materials $ 4,699 ?* Conversion costs $ 1,219 ?* Production during the period Units started (pounds) 31,500 32,800 Direct materials $65,520 $66,912 Conversion costs $54,213 $54,774 Ending work in process inventory Units (pounds) 3,050 3,600 *From calculations at end of July.
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The beginning work in process inventory was 30 percent complete for conversion costs. The ending work in process inventory for July was 60 percent complete; for August, it was 50 percent complete. Assume that the loss from spoilage and evaporation was negligible.
Required 1. Using the FIFO costing method, prepare a process cost report for July. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Repeat requirements 1 and 2 for August.
Process Costing: Average Costing Method and Two Time Periods P 4. Lid Corporation produces a line of beverage lids. The production process has been automated, so the product can now be produced in one operation rather than in the three operations that were needed before the company purchased the automated machinery. All direct materials are added at the beginning of the pro- cess, and conversion costs are incurred uniformly throughout the process. Oper- ating data for May and June are as follows:
May June Beginning work in process inventory Units (May: 40% complete) 220,000 ? Direct materials $ 3,440 $ 400 Conversion costs $ 6,480 $ 420 Production during the month Units started 24,000,000 31,000,000 Direct materials $45,000 $93,200 Conversion costs $66,000 $92,796 Ending work in process inventory Units (May: 70% complete; June: 60% complete) 200,000 320,000
1. Using the average costing method, prepare process cost reports for May and June. (Round unit costs to three decimal places; round all other costs to the nearest dollar.)
2. From the information in the process cost report for May, identify the amount that should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Compare the product costing results for June with the results for May. What is the most significant change? What are some of the possible causes of this change?
Process Costing: Average Costing Method P 5. Hurricane Products, Inc., makes high-vitamin, calorie-packed wafers that are popular among professional athletes because they supply quick energy. The company produces the wafers in a continuous flow, and it uses a process costing system based on the average costing method. It recently purchased several automated machines so that the wafers can be produced in a single department. All direct materials are added at the beginning of the process. The costs for the machine operators’ labor and production-related overhead are incurred uniformly throughout the process.
In February, the company put a total of 231,200 liters of direct materials into production at a cost of $294,780. Two liters of direct materials were used to produce one unit of output (one unit � 144 wafers). Direct labor costs for February were $60,530, and overhead was $181,590. The beginning work in process inventory for February was 14,000 units, which were 100 percent com- plete for direct materials and 20 percent complete for conversion costs. The total cost of those units was $55,000, $48,660 of which was assigned to the cost of
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direct materials. The ending work in process inventory of 12,000 units was fully complete for direct materials but only 30 percent complete for conversion costs.
Required 1. Using the average costing method and assuming no loss due to spoilage,
prepare a process cost report for February. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
Alternate Problems Process Costing: FIFO Costing and Average Costing Methods P 6. Sunshine Soda Company manufactures and sells several different kinds of soft drinks. Direct materials (sugar syrup and artificial flavor) are added at the begin- ning of production in the Mixing Department. Direct labor and overhead costs are applied to products throughout the process. For August, beginning inventory for the citrus flavor was 2,400 gallons, 80 percent complete. Ending inventory was 3,600 gallons, 50 percent complete. Production data show 240,000 gallons started during August. A total of 238,800 gallons was completed and transferred to the Bottling Department. Beginning inventory costs were $600 for direct materials and $676 for conversion costs. Current period costs were $57,600 for direct materials and $83,538 for conversion costs.
Required 1. Using the FIFO costing method, prepare a process cost report for the Mixing
Department for August. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Repeat requirements 1 and 2 using the average costing method.
Process Costing: FIFO Costing Method P 7. Canned fruits and vegetables are the main products made by Good Foods, Inc. All direct materials are added at the beginning of the Mixing Department’s process. When the ingredients have been mixed, they go to the Cooking Department. There the mixture is heated to 100° Celsius and simmered for 20 minutes. When cooled, the mixture goes to the Canning Department for final processing. Throughout the operations, direct labor and overhead costs are incurred uniformly. No direct mate- rials are added in the Cooking Department. Cost data and other information for the Mixing Department for January are as follows:
Direct Conversion Production Cost Data Materials Costs Mixing Department Beginning inventory $ 28,560 $ 5,230 Current period costs 450,000 181,200 Work in process inventory Beginning inventory Mixing Department (40% complete) 5,000 liters Ending inventory Mixing Department (60% complete) 6,000 liters Unit production data Units started during January 90,000 liters Units transferred out during January 89,000 liters
Assume that no spoilage or evaporation loss took place during January.
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Required 1. Using the FIFO costing method, prepare a process cost report for the Mixing
Department for January. 2. Explain how the analysis for the Cooking Department will differ from the
analysis for the Mixing Department.
Process Costing: One Process and Two Time Periods—FIFO Costing Method P 8. Honey Dews Company produces organic honey, which it sells to health food stores and restaurants. The company owns thousands of beehives. No direct materials other than honey are used. The production operation is a simple one. Impure honey is added at the beginning of the process and flows through a series of filterings, lead- ing to a pure finished product. Costs of labor and overhead are incurred uniformly throughout the filtering process. Production data for April and May are as follows:
April May Beginning work in process inventory Units (liters) 7,100 12,400 Direct materials $ 2,480 ?* Conversion costs $ 5,110 ?* Production during the period Units started (liters) 288,000 310,000 Direct materials $100,800 $117,800 Conversion costs $251,550 $277,281 Ending work in process inventory Units (liters) 12,400 16,900 *From calculations at end of April.
The beginning work in process inventory for April was 80 percent complete for conversion costs, and ending work in process inventory was 20 percent complete. The ending work in process inventory for May was 30 percent complete for con- version costs. Assume that there was no loss from spoilage or evaporation.
Required 1. Using the FIFO method, prepare a process cost report for April. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Repeat requirements 1 and 2 for May.
Process Costing: Average Costing Method and Two Time Periods P 9. Carton Corporation produces a line of beverage cartons. The production pro- cess has been automated, so the product can now be produced in one operation rather than in the three operations that were needed before the company pur- chased the automated machinery. All direct materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the pro- cess. Operating data for July and August are as follows:
July August Beginning work in process inventory Units (July: 20% complete) 20,000 ? Direct materials $20,000 $6,000 Conversion costs $30,000 $6,000 Production during the month Units started 70,000 90,000 Direct materials $34,000 $59,000 Conversion costs $96,000 $130,800 Ending work in process inventory Units (July: 40% complete; August: 60% complete) 10,000 25,000
Manager insight �
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1. Using the average costing method, prepare process cost reports for July and August. (Round unit costs to two decimal places; round all other costs to the nearest dollar.)
2. From the information in the process cost report for July, identify the amount that should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
3. Compare the product costing results for August with the results for July. What is the most significant change? What are some of the possible causes of this change?
Process Costing: Average Costing Method P 10. Many of the products made by Wireless Plastics Company are standard telephone replacement parts that require long production runs and are produced continuously. A unit for Wireless Plastics is a box of parts. During April, direct materials for 25,250 units were put into production. Total cost of direct materi- als used during April was $2,273,000. Direct labor costs totaled $1,135,000, and overhead was $2,043,000. The beginning work in process inventory contained 1,600 units, which were 100 percent complete for direct materials costs and 60 percent complete for conversion costs. Costs attached to the units in beginning inventory totaled $232,515, which included $143,500 of direct materials costs. At the end of the month, 1,250 units were in ending inventory; all direct materials had been added, and the units were 70 percent complete for conversion costs.
Required 1. Using the average costing method and assuming no loss due to spoilage,
prepare a process cost report for April. 2. From the information in the process cost report, identify the amount that
should be transferred out of the Work in Process Inventory account, and state where those dollars should be transferred.
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Concept of Process Costing Systems C 1. For more than 60 years, Dow Chemical Company has made and sold a taste- less, odorless, and calorie-free substance called Methocel. When heated, this liquid plastic (methyl cellulose) has the unusual characteristic (for plastics) of becoming a gel that resembles cooked egg whites. It is used in over 400 food products, including gravies, soups, and puddings. It was also used as wampa drool in The Empire Strikes Back and dinosaur sneeze in Jurassic Park. What kind of costing system is most appropriate for the manufacture of Methocel? Why is that system most appropriate? Describe the system, and include in the description a general explanation of how costs are determined.
Continuing Professional Education C 2. Paula Woodward is the head of the Information Systems Department at Moreno Manufacturing Company. Roland Randolph, the company’s controller, is meeting with her to discuss changes in data gathering that relate to the company’s new flexible manufacturing system. Woodward opens the conversation by saying, “Roland, the old job order costing methods just will not work with the new flex- ible manufacturing system. The new system is based on continuous product flow,
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162 CHAPTER 4 Costing Systems: Process Costing
not batch processing. We need to change to a process costing system for both data gathering and product costing. Otherwise, our product costs will be way off, and it will affect our pricing decisions. I found out about the need for this change at a professional seminar I attended last month. You should have been there with me.”
Randolph responds, “Paula, who is the accounting expert here? I know what product costing approach is best for this situation. Job order costing has provided accurate information for this product line for more than 15 years. Why should we change just because we’ve purchased a new machine? We’ve purchased several machines for this line over the years. And as for your seminar, I don’t need to learn about costing methods. I was exposed to them all when I studied manage- ment accounting back in the late 1970s.”
Is Randolph’s behavior ethical? If not, what has he done wrong? What can Wood- ward do if Randolph continues to refuse to update the product costing system?
Analysis of Product Cost C 3. Ready Tire Corporation makes several lines of automobile and truck tires. The company operates in a competitive marketplace, so it relies heavily on cost data from its FIFO-based process costing system. It uses that information to set prices for its most competitive tires. The company’s radial line has lost some of its market share during each of the past four years. Management believes that price breaks allowed by the company’s three biggest competitors are the main reason for the decline in sales.
The company controller, Sara Birdsong, has been asked to review the product costing information that supports pricing decisions on the radial line. In prepar- ing her report, she collected the following data for last year, the most recent full year of operations:
Units Dollars Equivalent units Direct materials 84,200 Conversion costs 82,800 Manufacturing costs: Direct materials $1,978,700 Direct labor 800,400 Overhead 1,600,800 Unit cost data: Direct materials 23.50 Conversion costs 29.00 Work in process inventory: Beginning (70% complete) 4,200 Ending (30% complete) 3,800
Units started and completed last year totaled 80,400. Attached to the begin- ning Work in Process Inventory account were direct materials costs of $123,660 and conversion costs of $57,010. Birdsong found that little spoilage had occurred. The proper cost allowance for spoilage was included in the predetermined overhead rate of $2 per direct labor dollar. The review of direct labor cost revealed, however, that $90,500 had been charged twice to the production account, the second time in error. This resulted in overly high overhead costs being charged to the production account.
The radial has been selling for $92 per tire. This price was based on last year’s unit data plus a 75 percent markup to cover operating costs and profit. The company’s three main competitors have been charging about $87 for a tire of comparable quality. The company’s process costing system adds all direct materi- als at the beginning of the process, and conversion costs are incurred uniformly throughout the process. 1. Identify what inaccuracies in costs, inventories, and selling prices result from
the company’s cost-charging error.
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Chapter Assignments 163
2. Prepare a revised process cost report for last year. Round unit costs to two decimal places. Round total costs to whole dollars.
3. What should have been the minimum selling price per tire this year? 4. Suggest ways of preventing such errors in the future.
Setting a Selling Price C 4. For the past four years, three companies have dominated the soft drink indus- try, holding a combined 85 percent of market share. Wonder Cola, Inc., ranks second nationally in soft drink sales. Its management is thinking about introduc- ing a new low-calorie drink called Null Cola.
Wonder soft drinks are processed in a single department. All ingredients are added at the beginning of the process. At the end of the process, the beverage is poured into bottles that cost $0.24 per case produced. Direct labor and overhead costs are applied uniformly throughout the process.
Corporate controller Adam Daneen believes that costs for the new cola will be very much like those for the company’s Cola Plus drink. Last year, he collected the following data about Cola Plus:
Units* Costs Work in process inventory January 1† 2,200 Direct materials costs $ 2,080 Conversion costs 620 December 31‡ 2,000 Direct materials costs 1,880 Conversion costs 600 Units started during year 458,500 Costs for year Liquid materials added 430,990 Direct labor and overhead 229,400 Bottles 110,068 *Each unit is a 24-bottle case. †50% complete. ‡60% complete.
The company’s variable general administrative and selling costs are $1.10 per unit. Fixed administrative and selling costs are assigned to products at the rate of $0.50 per unit. Each of Wonder Cola’s two main competitors is already market- ing a diet cola. Company A’s product sells for $4.10 per unit; Company B’s, for $4.05. All costs are expected to increase by 10 percent in the next three years. Wonder Cola tries to earn a profit of at least 15 percent on the total unit cost.
1. What factors should Wonder Cola, Inc., consider in setting a unit selling price for a case of Null Cola?
2. Using the FIFO costing method, compute (a) equivalent units for direct materials, cases of bottles, and conversion costs; (b) the total production cost per unit; and (c) the total cost per unit of Cola Plus for the year.
3. What is the expected unit cost of Null Cola for the year? 4. Recommend a unit selling price range for Null Cola, and give the reason(s)
for your choice.
Using the Process Costing System C 5. You are the production manager for Great Grain Corporation, a manufac- turer of four cereal products. The company’s best-selling product is Smackaroos, a sugar-coated puffed rice cereal. Yesterday, Clark Winslow, the controller, reported
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164 CHAPTER 4 Costing Systems: Process Costing
that the production cost for each box of Smackaroos has increased approximately 22 percent in the last four months. Because the company is unable to increase the selling price for a box of Smackaroos, the increased production costs will reduce profits significantly.
Today, you received a memo from Gilbert Rom, the company president, ask- ing you to review your production process to identify inefficiencies or waste that can be eliminated. Once you have completed your analysis, you are to write a memo presenting your findings and suggesting ways to reduce or eliminate the problems. The president will use your information during a meeting with the top management team in ten days.
You are aware of previous problems in the Baking Department and the Pack- aging Department. Winslow has provided you with process cost reports for the two departments. He has also given you the following detailed summary of the cost per equivalent unit for a box of Smackaroos cereal:
April May June July Baking Department Direct materials $1.25 $1.26 $1.24 $1.25 Direct labor 0.50 0.61 0.85 0.90 Overhead 0.25 0.31 0.34 0.40 Department totals $2.00 $2.18 $2.43 $2.55 Packaging Department Direct materials $0.35 $0.34 $0.33 $0.33 Direct labor 0.05 0.05 0.04 0.06 Overhead 0.10 0.16 0.15 0.12 Department totals $0.50 $0.55 $0.52 $0.51 Total cost per equivalent unit $2.50 $2.73 $2.95 $3.06
1. In preparation for writing your memo, answer the following questions: a. For whom are you preparing the memo? Does this affect the length of
the memo? Explain. b. Why are you preparing the memo? c. What actions should you take to gather information for the memo? What
information is needed? Is the information that Winslow provided suffi- cient for analysis and reporting?
d. When is the memo due? What can be done to provide accurate, reliable, and timely information?
2. Based on your analysis of the information that Winslow provided, where is the main problem in the production process?
3. Prepare an outline of the sections you would want in your memo.
Cookie Company (Continuing Case) C 6. In this segment of our continuing case, you are considering whether process costing is more appropriate for your cookie company than job order costing. List reasons why your company may choose to use process costing instead of job order costing.
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The Management Process
C H A P T E R
Value-Based Systems: ABM and Lean
T o remain competitive in today’s challenging business envi-ronment, companies have had to rethink their organizational processes and basic operating methods. Managers focus on creating
value for their customers. They design their internal value chain and
external supply chain to provide customer-related, activity-based
information; to track costs; and to eliminate waste and inefficien-
cies. In this chapter, we describe two systems that help managers
improve operating processes and make better decisions: activity-
based management and the lean operating philosophy.
L E A R N I N G O B J E C T I V E S
LO1 Explain why managers use value-based systems, and discuss the relationship of these systems to the supply chain and value chain.
LO2 Define activity-based costing, and explain how a cost hierarchy and a bill of activities are used.
LO3 Define the elements of a lean operation, and identify the changes in inventory management that result when a firm adopts its just-in-time operating philosophy.
LO4 Define and apply backflush costing, and compare the cost flows in traditional and backflush costing.
LO5 Compare ABM and lean operations as value-based systems.
PLAN Identify activities that add value to products and services.
Conduct process value analysis of current business to identify improvement opportunities.
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Identify the resources necessary to perform value-adding activities.
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Develop a business plan focused on value-enhanced products and services where waste is eliminated.
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Set value and waste goals and select key performance indicators of success.
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PERFORM Implement plan to achieve goals.∇
Measure value chain and supply-chain performance.
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Eliminate waste in products and business processes.
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EVALUATE
Assess if value enhancement and waste elimination goals are being met.
∇
Revise business plan as a result of management analysis.
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COMMUNICATE Prepare external reports that summarize performance.
∇
Prepare internal planning, performance, and analysis reports.
∇
Managers can use ABM and/or a lean approach to add value for their customers.
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DECISION POINT � A MANAGER’S FOCUS LA-Z-BOY, INC.
La-Z-Boy, Inc., makes thousands of built-to-order sofas and chairs each week in its U.S. plants, and it generally delivers them less than three weeks after customers have placed their orders with a retailer. This gives La-Z-Boy a significant advantage over its competitors. Critical factors in the company’s success are the speed of its supply chain and its use of value-based systems.
� How have value-based systems helped La-Z-Boy, Inc., improve its production processes and reduce delivery time?
� How do La-Z-Boy’s managers plan to maintain the company’s status as the leading manufacturer of upholstered products?
167
Many companies, including La-Z-Boy, Inc., are rethinking how to operate in volatile business environments that are strongly influenced by customer demands. Managers realize that value-based systems, rather than traditional cost-based systems, provide the information they need. Value-based sys- tems are information systems that provide customer-related, activity-based information. Value-based systems focus on eliminating waste as companies produce and deliver quality products and services demanded by customers. Managers can use value-based information to compare the value created by products or services with the full product cost, which includes not only the costs of direct materials and direct labor, but also the costs of all production and nonproduction activities required to satisfy the customer. For example, the full product cost of a La-Z-Boy recliner or sofa includes the cost of the frame and upholstery, as well as the costs of taking the sales order, process- ing the order, packaging and shipping the furniture, and providing subsequent customer service for warranty work.
Creating value by satisfying customers’ needs for quality, reasonable price, and timely delivery requires that managers do the following:
� Work with suppliers and customers.
� View the organization as a collection of value-adding activities.
� Use resources for value-adding activities.
� Reduce or eliminate non-value-adding activities.
� Know the total cost of creating value for a customer.
Value-Based Systems and Management
LO1 Explain why managers use value- based systems, and discuss the relationship of these systems to the supply chain and value chain.
Each company in a supply chain is a customer of an earlier supplier. The furniture maker shown here would be a customer of a supplier of high- quality wood and perhaps of a metal manufacturer, caning supplier, and leather manufacturer. His customer might be a furniture wholesaler or retail store. The retail store, which sells the furniture to customers, is the final link in the supply chain.
Courtesy of PhotostoGO.com.
168 CHAPTER 5 Value-Based Systems: ABM and Lean
If an organization’s business plan focuses on providing products or services that customers esteem, then managers will work both externally and internally to man- age their supply chain and value chains, respectively.
� Externally, with suppliers and customers, managers will find ways of improv- ing quality, reducing costs, and shortening delivery time.
� Internally, managers will find the best ways of using resources to create and maintain the value of their products or services. This requires matching resources to the operating activities that add value to a product or service. Managers will examine all business activities involved in value creation for waste, including research and development, design, supply, production, stor- age, sales and marketing, distribution, and customer service.
Value Chains and Supply Chains As we noted earlier in the text, a value chain is a sequence of activities inside the organization, also known as primary processes, that add value to a company’s prod- uct or service; the value chain also includes support services, such as management accounting, that facilitate the primary processes. Managers see their organiza- tion’s internal value chain as part of a larger system that includes the value chains of suppliers and customers. This larger system is the supply chain—the path that leads from the suppliers of the materials from which a product is made to the final customer. The supply chain (also called the supply network) includes both sup- pliers and suppliers’ suppliers, and customers and customers’ customers. It links businesses together in a relationship chain of business to business to business.
COTTON FARMER
SAMPLE SUPPLY CHAIN FOR THE FURNITURE INDUSTRY
SAMPLE VALUE CHAIN FOR THE FURNITURE MANUFACTURER
UPHOLSTERY MANUFACTURER
FURNITURE MANUFACTURER
RESEARCH AND
DEVELOPMENT DESIGN
SUPPLY PRODUCTION DISTRIBUTION CUSTOMER
SERVICE
FURNITURE STORE
FINAL CUSTOMER
SALES AND MARKETING
FIGURE
Value-Based Systems and Management 169
As Figure 5-1 shows, in the supply chain for a furniture company like La-Z-Boy, a cotton farmer supplies cotton to the upholstery manufacturer, which supplies upholstery to the furniture manufacturer. The furniture manufacturer supplies furniture to furniture stores, which in turn supply furniture to the final
5-1 The Supply Chain and Value Chain in a Furniture Company
Understanding value chains and supply chains gives managers a better grasp of their company’s internal and external operations. Managers who understand the supply chain and how their company’s value-adding activities fit into their suppliers’ and customers’ value chains can see their company’s role in the overall process of creating and delivering products or services. When organizations work cooperatively with others in their supply chain, they can develop new processes that reduce the total costs of their products or services.
For example, La-Z-Boy, places computers for online order entry in its sofa kiosks located in indoor shopping malls. The computers streamline the pro- cessing of orders and make the orders more accurate. In this case, even though La-Z-Boy incurs the cost of the computers, the total cost of making and deliver- ing furniture decreases because the cost of order processing decreases.
Process Value Analysis Process value analysis (PVA) is a technique that managers use to identify and link all the activities involved in the value chain. It analyzes business processes by relating activities to the events that prompt those activities and to the resources that the activities consume. PVA forces managers to look critically at all phases of their operations. PVA improves cost traceability and results in significantly more accurate product costs, which in turn improves management decisions and increases profitability. By using PVA to identify non-value-adding activities, companies can reduce their costs and redirect their resources to value-adding activities.
FOCUS ON BUSINESS PRACTICE
Value-based management (VBM) is a long-term strategy that many businesses use to reward managers who create and sustain shareholder wealth and value. In other words, VBM encourages managers to think like business owners. Three elements are essential for a successful VBM program. First, VBM must have the full support of top management.
Second, performance and compensation must be linked, because “what gets measured and rewarded gets done.” Finally, everyone involved must understand the what, why, and how of the program. Since a variety of VBM approaches exist, each company can tailor its VBM performance metrics and implementation strategy to meet its particular needs.1
What ls VBM?
170 CHAPTER 5 Value-Based Systems: ABM and Lean
customers. Each organization in this supply chain is a customer of an earlier sup- plier, and each has its own value chain.
The sequence of primary processes in the value chain varies from company to company depending on a number of factors, including the size of the com- pany and the types of products or services that it sells. Figure 5-1 also shows the primary processes that add value for a furniture manufacturer—research and development, design, supply, production, sales and marketing, distribution, and customer service.
Value-Adding and Non-Value-Adding Activities A value-adding activity is one that adds value to a product or service as perceived by the customer. In other words, if customers are willing to pay for the activity, it adds value to the product or service. Examples include designing the components of a new recliner, assembling the recliner, and upholstering it.
A non-value-adding activity is one that adds cost to a product or service but does not increase its market value. Managers eliminate non-value-adding activi- ties that are not essential to an organization and reduce the costs of those that are essential, such as legal services, management accounting, machine repair, materi- als handling, and building maintenance. For example, inspection costs can be reduced if an inspector samples one of every three reclining mechanisms received from a supplier rather than inspecting every mechanism. If the supplier is a reli- able source of high-quality mechanisms, such a reduction in inspection activity is appropriate.
Another way managers can reduce costs is to outsource an activity—that is, to have it done by another company that is more competent at the work and can perform it at a lower cost. For example, many companies outsource purchasing, accounting, and the maintenance of their information systems. Some activities can be eliminated completely if business processes are changed.
Value-Based Systems In this chapter, we explore two types of value-based systems—activity-based man- agement (ABM) and lean operations. Both can be used together or separately to eliminate waste and manage activities.
� They create opportunities to improve the nonfinancial performance measures as well as cost information supplied to managers.
� They help managers view their organization as a collection of activities. Value- based cost information helps managers improve operating processes and make better pricing decisions.
Activity-Based Management As you may recall from an earlier chapter, activity-based management (ABM) is an approach to managing an organization that identifies all major operating activities, determines the resources consumed by each activity and the cause of the resource usage, and categorizes the activities as either adding value to a product or service or not adding value. ABM focuses on reducing or eliminating non- value-adding activities.
� Because it provides financial and performance information at the activity level, ABM is useful both for strategic planning and for making tactical and operational decisions about business segments, such as product lines, market segments, and customers.
� It also helps managers eliminate waste and inefficiencies and redirect resources to activities that add value to the product or service.
Activity-based costing (ABC) is the tool used in an ABM environment to assign activity costs to cost objects. ABC helps managers make better pricing decisions, inventory valuations, and profitability decisions.
A Study Note
The customer’s perspective governs whether an activity adds value to a product or service. To minimize costs, managers continuously seek to improve processes and activities. To manage the cost of an activity, they can reduce the activity’s frequency or eliminate it entirely.
Study Note ABM and lean operations focus on value-adding activities—not costs—to increase income.
Value-Based Systems and Management 171
Managing Lean Operations A lean operation focuses on eliminating waste in an organization. In other words, business processes should focus on what a customer is willing to pay for. Lean operations emphasize the elimination of three kinds of waste:
� Waste that can be eliminated proactively through good planning and design of the product or service and the production processes for making it.
� Waste that can be eliminated during production by smart production sched- uling and consistently following standardized product and processing plans to ensure quality.
� Waste that can be eliminated by management analysis of the actions of workers and machines in the process of making products and services.
Just-in-time (JIT) is one of the key strategies of a lean operation to reorganize production activities and manage inventory. JIT will be discussed later in the chapter.
STOP & APPLY
The reports that follow are from a furniture store. Which report would be used for financial purposes, and which would be used for activity-based decision making? Why?
SOLUTION The report on the left is the financial report because it is organized by costs. The report on the right is the ABM report because it is organized by activities or tasks. Thus, the ABM report enables managers to focus on reducing non- value-adding activities.
Salaries/Commissions $1,400 Enter sales orders $1,000 Equipment 1,200 Attend sales training 1,000 Office Supplies 300 Create ad campaign 1,500 Rent 1,000 Maintain website 500 Insurance 1,000 Resolve problems 900 Total $4,900 Total $4,900
As access to value chain data has improved, managers have refined the issue of how to assign costs fairly to products or services to determine unit costs. You may recall from an earlier chapter that traditional methods of allocating over- head costs to products use such cost drivers as direct labor hours, direct labor costs, or machine hours and one overhead rate. More than 20 years ago, orga- nizations began realizing that these methods did not assign overhead costs to their product lines accurately and that the resulting inaccuracy in product unit costs was causing poor pricing decisions and poor control of overhead costs. In their search for more accurate product costing, many organizations embraced activity-based costing.
Activity-Based Costing
LO2 Define activity-based costing, and explain how a cost hierarchy and a bill of activities are used.
172 CHAPTER 5 Value-Based Systems: ABM and Lean
As we noted earlier, activity-based costing (ABC) is a tool of ABM. It is a method of assigning costs that calculates a more accurate product cost than tradi- tional methods. It does so by categorizing all indirect costs by activity, tracing the indirect costs to those activities, and assigning those costs to products or services using a cost driver related to the cause of the cost.
Activity-based costing is an important tool of activity-based management because it improves the accuracy in allocating activity-driven costs to cost objects (i.e., products or services). To implement activity-based costing, managers:
1. Identify and classify each activity.
2. Estimate the cost of resources for each activity.
3. Identify a cost driver for each activity and estimate the quantity of each cost driver.
4. Calculate an activity cost rate for each activity.
5. Assign costs to cost objects based on the level of activity required to make the product or provide the service.
While ABC does increase the accuracy of cost information and gives managers greater control over the costs they manage, it does have its limitations, including the following:
� High measurement costs necessary to collect accurate data from many activi- ties instead of just one overhead account may make ABC too costly.
� Some costs are difficult to assign to a specific activity or cost object since they benefit the business in general (e.g., the president’s salary) and should not be arbitrarily allocated.
� ABC allocations may add undue complexity and complications to control- ling costs.
The Cost Hierarchy and the Bill of Activities Two tools used in implementing ABC are a cost hierarchy and a bill of activities.
Cost Hierarchy A cost hierarchy is a framework for classifying activities according to the level at which their costs are incurred. Many companies use this framework to allocate activity-based costs to products or services. In a manufac- turing company, the cost hierarchy typically has four levels: the unit level, the batch level, the product level, and the facility level.
� Unit-level activities are performed each time a unit is produced and are generally considered variable costs. For example, when a furniture manufac- turer like La-Z-Boy installs a recliner mechanism in a chair, unit-level activities include the direct material cost of the recliner mechanism and direct labor connecting the mechanism to the chair frame. Because each chair contains only one mechanism, these activities have a direct correlation to the number of chairs produced.
� Batch-level activities are performed each time a batch or production run of goods is produced. Examples of batch-level activities include setup and materi- als handling for the production run of a certain style of recliner. These activities vary with the number of batches prepared or production runs completed.
Study Note ABC can be used to allocate all the various costs that make up overhead and nonmanufacturing activity costs as well.
Study Note ABC reflects the cause-and- effect relationships between costs and individual processes, products, services, or customers.
Activity-Based Costing 173
� Product-level activities are performed to support a particular product line. Examples of product-level activities include implementing design, engineering, or marketing changes for a particular brand of product. These activities vary with the number of brands or product designs a company has.
� Facility-level activities are performed to support a facility’s general man- ufacturing process and are generally fixed costs. Examples for a furniture manufacturer include maintaining, lighting, securing, and insuring the fac- tory. These activities are generally a fixed amount for a certain time period.
Bill of Activities Once managers have created the cost hierarchy, they group the activities into the specified levels and prepare a summary of the activity costs assigned to the selected cost objects. A bill of activities is a list of activities and related costs that is used to compute the costs assigned to activities and the prod- uct unit cost. More complex bills of activities group activities into activity pools and include activity cost rates and the cost driver levels used to assign costs to cost objects. A bill of activities may be used as the primary document or as a sup- porting schedule to calculate the product unit cost in both job order and process costing systems and in both manufacturing and service businesses.
Study Note A bill of activities summarizes costs relating to a product or service and supports the calculation of the product or service unit cost.
Furniture Manufacturer: Activity Level Recliner Mechanism Installation
Unit level Install mechanism Test mechanism Batch level Set up installation process Move mechanisms Inspect mechanisms Product level Redesign installation process Facility level Provide facility maintenance, lighting,
and security
TABLE Sample Activities in Cost Hierarchies
STOP & APPLY
Furniture Corporation has received an order for 10 recliner chairs from FurnitureTown, LLC. A partially complete bill of activities for that order appears on the next page. Fill in the missing data. (continued)
174 CHAPTER 5 Value-Based Systems: ABM and Lean
5-1
Note that the frequency of activities varies across levels and that the cost hierarchy includes both value-adding and non-value-adding activities. Service organizations can also use a cost hierarchy to group their activities; the four levels typically are the unit level, the batch level, the service level, and the operations level. Table 5-1 lists examples of activities in the cost hierarchies of a manufactur- ing company like La-Z-Boy.
SOLUTION Bill of Activities for FurnitureTown, LLC Order
Activity Activity Cost Rate Cost Driver Level Activity Cost
Unit level Parts production $50 per machine hour 5 machine hours $ 250 Assembly $30 per direct labor hour 10 direct labor hours 300 Packing $35 per unit 10 units 350 Batch level Work setup $25 per setup 4 setups 100 Product level Product design $160 per design hour 2 design hours 320 Facility level Building occupancy 200% of assembly labor cost $300 600 Total activity costs assigned to job $1,920 Total job units � 10 Activity costs per unit (total activity costs � total units) $ 192 Job cost summary: Direct materials $1,000 Purchased parts 500 Activity costs 1,920 Total cost of order $3,420 Product unit cost (total cost � 10 units) $ 342
Bill of Activities for FurnitureTown, LLC, Order
Activity Activity Cost Rate Cost Driver Level Activity Cost
Unit level Parts production $50 per machine hour 5 machine hours $ ? Assembly $30 per direct labor hour 10 direct labor hours ? Packing $35 per unit 10 units ? Batch level Work setup $25 per setup 4 setups ? Product level Product design $160 per design hour 20 design hours ? Facility level Building occupancy 200% of assembly labor cost ? ? Total activity costs assigned to job $ ? Total job units � 0 Activity costs per unit (total activity costs � total units) $ ? Job cost summary: Direct materials $1,000 Purchased parts 500 Activity costs ? Total cost of order $ ? Product unit cost (total cost � 10 units) $ ?
Activity-Based Costing 175
The New Operating Environment and Lean Operations
LO3 Define the elements of a lean operation, and identify the changes in inventory manage- ment that result when a firm adopts its just-in-time operating philosophy.
To achieve lean operations, managers focus on the elimination of waste. They must redesign their company’s operating systems, plant layout, and basic management methods to conform to several basic concepts:
� Simple is better.
� The quality of the product or service is critical to customer satisfaction.
� The work environment must emphasize continuous improvement.
� Maintaining large inventories wastes resources and may hide poor work.
� Activities or functions that do not add value to a product or service should be eliminated or reduced.
� Goods should be produced only when needed.
� Workers must be multiskilled and must participate in eliminating waste.
� Building and maintaining long-term relationships with suppliers is important.
Application of these elements creates a lean operation throughout the company’s value chain and guides all employees’ work. Piecemeal attempts at lean opera- tions have proved disastrous when the implementation focused on a few lean tools and methodologies instead of emphasizing how to think lean throughout the organization.
Just-in-Time (JIT) Traditionally, companies operated with large amounts of inventory. They stored finished goods in anticipation of customers’ orders; purchased materials infre- quently but in large amounts; had long production runs with infrequent setups; manufactured large batches of products; and trained each member of their work forces to perform a limited number of tasks. Managers determined that changes in how inventory was processed were necessary because
� Large amounts of an organization’s space and money were tied up in inventory.
� The source of poor-quality materials, products, or services was hard to pinpoint.
i
Study Note Traditional environments emphasize functional departments that tend to group similar activities together (e.g., repairs and maintenance).
FOCUS ON BUSINESS PRACTICE
� Eli Whitney perfected the concept of interchangeable parts in 1799, when he produced 10,000 muskets for the U.S. Army for the low price of $13.40 per musket.
� In the late 1890s, Frederick W. Taylor used his ideas of scientific management to standardize work through time studies.
� In the early twentieth century, Frank and Lillian Galbraith (parents of the authors of Cheaper by the Dozen) focused on eliminating waste by studying
worker motivation and using motion studies and process charting.
� Starting in 1910, Henry Ford and Charles E. Sorensen arranged all the elements of manufacturing into a con- tinuous system called the production line.
� After World War II, Taichii Ohno and Shigeo Shingo recognized the importance of inventory management, and they perfected the Toyota production system, from which lean production developed.2
The Evolution to Lean Operations
176 CHAPTER 5 Value-Based Systems: ABM and Lean
� The number of non-value-adding activities was growing.
� Accounting for the manufacturing process was becoming ever more complex.
A lean operation embraces the just-in-time (JIT) operating philosophy, which requires that all resources—materials, personnel, and facilities—be acquired and used only as needed to create value for customers. A JIT environment reveals waste and eliminates it by adhering to the principles described below.
Minimum Inventory Levels In the traditional manufacturing environment, parts, materials, and supplies are purchased far in advance and stored until the production department needs them. In contrast, in a JIT environment, materi- als and parts are purchased and received only when they are needed. The JIT approach lowers costs by reducing the space needed for inventory storage, the amount of materials handling, and the amount of inventory obsolescence. It also reduces the need for inventory control facilities, personnel, and recordkeeping. In addition, it significantly decreases the amount of work in process inventory and the amount of working capital tied up in all inventories.
Pull-Through Production The JIT operating philosophy requires pull- through production, a system in which a customer’s order triggers the pur- chase of materials and the scheduling of production for the products that have been ordered. In contrast, with the push-through method used in tradi- tional manufacturing operations, products are manufactured in long produc- tion runs and stored in anticipation of customers’ orders. With pull-through production, the size of a customer’s order determines the size of a production run, and the company purchases materials and parts as needed. Inventory levels are kept low, but machines must be set up more frequently as different job are worked on.
Quick Setup and Flexible Work Cells In the past, managers felt that it was more cost-effective to produce large batches of goods because producing small batches increases the number of machine setups. The success of JIT disproved this. By placing machines in more efficient locations and standardizing setups, setup time can be minimized.
In a traditional factory layout, similar machines are grouped together, form- ing functional departments. Products are routed through these departments in sequence, so that all necessary operations are completed in order. This process can take several days or weeks, depending on the size and complexity of the job. By changing the factory layout so that all the machines needed for sequential processing are placed together, the JIT operating philosophy may cut the manu- facturing time of a product from days to hours, or from weeks to days. The new cluster of machinery forms a flexible work cell, an autonomous production line that can perform all required operations efficiently and continuously. The flex- ible work cell handles a “family of products”—that is, products of similar shape or size. Product families require minimal setup changes as workers move from one job to the next. The more flexible the work cell is, the greater its potential to minimize total production time.
A Multiskilled Work Force In the flexible work cells of a JIT environment, one worker may be required to operate several types of machines simultaneously. The worker may have to set up and retool the machines and even perform routine maintenance on them. A JIT operating philosophy thus requires a multiskilled work force, and multiskilled workers have been very effective in contributing to high levels of productivity.
Study Note Pull-through production represents a change in concept. Instead of producing goods in anticipation of customers’ needs, customers’ orders trigger the production process.
Study Note In the JIT environment, normal operating activities—setup, production, and maintenance— still take place. But the timing of those activities is altered to promote smoother operations and to minimize downtime.
The New Operating Environment and Lean Operations 177
High Levels of Product Quality A JIT environment results in high- quality products because high-quality direct materials are used and inspections are made throughout the production process. In a JIT environment, inspection as a separate step does not add value to a product, so inspection is incorporated into ongoing operations. A JIT machine operator inspects the products as they pass through the manufacturing process. If the operator detects a flaw, he or she shuts down the work cell to prevent the production of similarly flawed products while the cause of the problem is being determined. The operator either fixes the prob- lem or helps others find a way to correct it. This integrated inspection procedure, combined with high-quality materials, produces high-quality finished goods.
Effective Preventive Maintenance When a company rearranges its machin- ery into flexible work cells, each machine becomes an integral part of its cell. If one machine breaks down, the entire work cell stops functioning, and the prod- uct cannot easily be routed to another machine while the malfunctioning machine is being repaired. Continuous JIT operations therefore require an effective sys- tem of preventive maintenance. Preventing machine breakdowns is considered more important and more cost-effective than keeping machines running continu- ously. Machine operators are trained to perform minor repairs when they detect problems. Machines are serviced regularly—much as an automobile is—to help guarantee continued operation. The machine operator conducts routine main- tenance during periods of downtime between orders. (Remember that in a JIT setting, the work cell does not operate unless there is a customer order for the product. Machine operators take advantage of such downtime to perform routine maintenance.)
Continuous Improvement of the Work Environment A JIT operating philosophy fosters loyalty among workers, who are likely to see themselves as part of a team because they are so deeply involved in the production process. Machine operators must have the skills to run several types of machines, detect defective products, suggest measures to correct problems, and maintain the machinery within their work cells. In addition, each worker is encouraged to suggest improvements to the production process. In Japanese, this is called kaizen, meaning “good change.” Companies with a JIT operating philosophy receive thousands of employee suggestions and implement a high percentage of them, and they reward workers for suggestions that improve the process. Such an environment fosters workers’ initiative and benefits the company.
Accounting for Product Costs in a JIT Operating Environment When a firm shifts to lean operations and adopts a JIT operating philosophy, managers must take a new approach to evaluating costs and controlling opera- tions. The changes in the operations will affect how costs are determined and what measures are used to monitor performance.
When a company adopts a JIT operating philosophy, the work cells and the goal of reducing or eliminating non-value-adding activities change the way costs are classified and assigned.
Classifying Costs The traditional production process can be divided into five time frames:
Processing time The actual amount of time spent working on a product Inspection time The time spent looking for product flaws or reworking
defective units
Study Note That inspections are necessary is an admission that problems with quality do occur. Continuous inspection throughout production as opposed to inspection only at the end creates awareness of a problem at the point where it occurs.
Study Note Although separate inspection costs are reduced in a JIT operating environment, some additional time is added to production because the machine operator is now performing the inspection function. The objectives are to reduce total costs and to increase quality.
Study Note The JIT operating philosophy must be adopted by everyone in a company before its total benefits can be realized.
178 CHAPTER 5 Value-Based Systems: ABM and Lean
Moving time The time spent moving a product from one operation or department to another
Queue time The time a product spends waiting to be worked on once it arrives at the next operation or department
Storage time The time a product spends in materials inventory, work in process inventory, or finished goods inventory
In product costing under JIT, costs associated with processing time are classified as either direct materials costs or conversion costs. Conversion costs are the sum of the direct labor costs and overhead costs incurred by a production department, work cell, or other work center. According to JIT, costs associated with inspec- tion, moving, queue, and storage time should be reduced or eliminated because they do not add value to the product.
Assigning Costs In a JIT operating environment, managers focus on through- put time, the time it takes to move a product through the entire production process. Measures of product movement, such as machine time, are used to apply conversion costs to products.
� The costs of repairs and maintenance, materials handling, operating sup- plies, utilities, and supervision can be traced directly to work cells as they are incurred.
� Depreciation charges are based on units of output, not on time, so depre- ciation can be charged directly to work cells based on the number of units produced.
� Building occupancy costs, insurance premiums, and property taxes remain indirect costs and must be assigned to the work cells for inclusion in the conversion cost.
Costs in a Traditional Costs in a JIT Environment Environment
Direct materials Direct Direct Direct labor Direct Direct Repairs and maintenance Indirect Direct to work cell Materials handling Indirect Direct to work cell Operating supplies Indirect Direct to work cell Utilities costs Indirect Direct to work cell Supervision Indirect Direct to work cell Depreciation Indirect Direct to work cell Supporting service functions Indirect Mostly direct to work cell Building occupancy Indirect Indirect Insurance and taxes Indirect Indirect
TABLE Direct and Indirect Costs in Traditional and JIT Environments
The New Operating Environment and Lean Operations 179
5-2
Sophisticated computer monitoring of the work cells allows many costs to be traced directly to the cells in which products are manufactured. As Table 5-2 shows, several costs that in a traditional environment are treated as indirect costs and applied to products using an overhead rate are treated as the direct costs of a JIT work cell. Because the products that a work cell manufactures are similar in nature, direct materials and conversion costs should be nearly uniform for each product in a cell.
STOP & APPLY
The cost categories in the following list are typical of a furniture manufacturer. Identify each cost as direct or indirect, assuming that it was incurred in (1) a traditional manufacturing setting and (2) a JIT environment. State the reasons for changes in classification.
Traditional Setting JIT Setting Reason for Change
Direct materials Direct labor Supervisory salaries Electrical power Operating supplies Purchased parts Employee benefits Indirect labor Insurance and taxes, plant
SOLUTION Traditional Setting JIT Setting Reason for Change
Direct materials Direct Direct Direct labor Direct Direct Supervisory salaries Indirect Direct Traceable to work cell Electrical power Indirect Direct Traceable to work cell Operating supplies Indirect Direct Traceable to work cell Purchased parts Direct Direct Employee benefits Indirect Direct Traceable to work cell Indirect labor Indirect Direct Traceable to work cell Insurance and taxes, plant Indirect Indirect
Backflush Costing
LO4 Define and apply backflush costing, and compare the cost flows in traditional and back- flush costing.
Managers in a lean operating environment are continuously seeking ways of reducing wasted resources and wasted time. So far, we have focused on how they can trim waste from operations, but they can reduce waste in other areas as well, including the accounting process. Because a lean operation reduces labor costs, the accounting system can combine the costs of direct labor and overhead into the single category of conversion costs, and because in JIT, materials arrive just in time to be used in the production process, there is little reason to maintain a separate Materials Inventory account. Thus, by simplifying cost flows through the accounting records, it is possible to reduce the time it takes to record and account for the costs of the manufacturing process.
Study Note Backflush costing eliminates the need to make journal entries during the period to track cost flows through the production process as the product is made.
180 CHAPTER 5 Value-Based Systems: ABM and Lean
A lean organization can also streamline its accounting process by using back- flush costing. In backflush costing, all product costs are first accumulated in the Cost of Goods Sold account; at the end of the accounting period, they are “flushed back,” or worked backward, into the appropriate inventory accounts. By having all product costs flow straight to a final destination and working back to determine the proper balances for the inventory accounts at the end of the period, this method saves recording time. As illustrated in Figure 5-2, it eliminates the need to record several transactions that must be recorded in traditional operating environments.
TRADITIONAL COSTING
DIRECT MATERIALS
CONVERSION COSTS (DIRECT
LABOR AND OVERHEAD)
DIRECT LABOR
OVERHEAD
MATERIALS INVENTORY
COST OF GOODS SOLD
FINISHED GOODS
INVENTORY
WORK IN PROCESS
INVENTORY
FINISHED GOODS
INVENTORY
WORK IN PROCESS
INVENTORY
BACKFLUSH COSTING
COST OF GOODS SOLD
DIRECT MATERIALS
FIGURE
In a traditional environment, costs are tracked through the various produc- tion departments as products or services move through the production process.
Traditional costing methods:
� When direct materials arrive at a factory, their costs flow into the Materials Inventory account.
� When the direct materials are requisitioned into production, their costs flow into the Work in Process Inventory account. When direct labor is used, its costs are added to the Work in Process Inventory account. Overhead is applied to production using a base like direct labor hours, machine hours, or number of units produced and is added to the other costs in the Work in Process Inventory account.
� At the end of the manufacturing process, the costs of the finished units are transferred to the Finished Goods Inventory account, and when the units are sold, their costs are transferred to the Cost of Goods Sold account.
JIT costing method:
�
Backflush Costing 181
5-2 Comparison of Cost Flows in Traditional and Backflush Costing
In a JIT setting, direct materials arrive just in time to be placed into pro- duction. As you can see in Figure 5-2, when backflush costing is used, the direct materials costs and the conversion costs (direct labor and overhead) are immediately charged to the Cost of Goods Sold account.
Study Note In backflush costing, entries to the Work in Process Inventory and Finished Goods Inventory accounts are made at the end of the period.
� At the end of the period, the costs of goods in work in process inventory and in finished goods inventory are determined, and those costs are flushed back to the Work in Process Inventory account and the Finished Goods Inven- tory account. Once those costs have been flushed back, the Cost of Goods Sold account contains only the costs of units completed and sold during the period.
To illustrate, assume that the following transactions occurred at one of La-Z-Boy’s factories last month:
1. Purchased $20,000 of direct materials on account.
2. Used all of the direct materials in production during the month.
3. Incurred direct labor costs of $8,000.
4. Applied $24,000 of overhead to production.
5. Completed units costing $51,600 during the month.
6. Sold units costing $51,500 during the month.
�
�
Once all product costs for the period have been entered in the Cost of Goods Sold account, the amounts to be transferred back to the inventory accounts are calculated.
� The amount transferred to the Finished Goods Inventory account is the dif- ference between the cost of units sold (Transaction 6) and the cost of com- pleted units (Transaction 5) ($51,600 � $51,500 � $100).
� The remaining difference in the Cost of Goods Sold account represents the cost of the work that is still in production at the end of the period. It is the amount charged to the Cost of Goods Sold account during the period less the actual cost of goods finished during the period (Transaction 5) [($20,000 � $8,000 � $24,000) � $51,600 � $400]; this amount is transferred to the Work in Process Inventory account.
Notice that the ending balance in the Cost of Goods Sold account, $51,500, is the same as the ending balance when traditional costing is used. The difference is that backflush costing enabled us to use fewer accounts and to avoid recording several transactions.
182 CHAPTER 5 Value-Based Systems: ABM and Lean
Traditional costing methods: The top diagram in Figure 5-3 shows how these transactions would be entered in T accounts when traditional product costing is used. You can trace the flow of each cost by following its transac- tion number.
JIT costing method: The bottom diagram in Figure 5-3 shows how backflush costing in a JIT environment would treat the same transactions. The cost of direct materials (Transaction 1) is charged directly to the Cost of Goods Sold account. Transaction 2, which is included in the traditional method, is not included when backflush costing is used because there is no Materials Inventory account. The costs of direct labor (Transaction 3) and overhead (Transaction 4) are combined and transferred to the Cost of Goods Sold account. The total in the Cost of Goods Sold account is then $52,000 ($20,000 for direct materials and $32,000 for conversion costs).
Accounts Payable
20,000 (1)
Payroll Payable
8,000 (3)
Overhead
Accounts Payable
20,000 (1)
TRADITIONAL COSTING
BACKFLUSH COSTING
Materials Inventory
20,000 (2)
Work in Process Inventory
(5) 400
Work in Process Inventory
51,600 (5)
Finished Goods Inventory
(6) 100
Cost of Goods Sold
Cost of Goods Sold
400 (5) 100 (6)
(1) 20,000 (3) (4) 32,000
Bal. 51,500
(1) 20,000 (2) 20,000 (3) 8,000 (4) 24,000Bal. 0
Finished Goods Inventory
(5) 51,600 51,500 (6)
(6) 51,500
Bal. 100Bal. 400
Payroll Payable
8,000 (3)
Overhead
24,000 (4)
24,000 (4)
FIGURE
STOP & APPLY
For work done during August, Plush Furniture Company, incurred direct materials costs of $123,450 and conversion costs of $265,200. The company employs a just-in-time operating envi- ronment and backflush costing.
At the end of August, it was determined that the Work in Process Inventory account had been assigned $980 of costs, and the ending balance of the Finished Goods Inventory account was $1,290. There were no beginning inventory balances. How much was charged to the Cost of Goods Sold account during August? What was the ending balance of the Cost of Goods Sold account?
SOLUTION A total of $388,650 ($123,450 � $265,200) was charged to the Cost of Goods Sold account during August. The ending balance of Cost of Goods Sold was $386,380 ($388,650 � $980 � $1,290).
Backflush Costing 183
5-3 Cost Flows Through T Accounts in Traditional and Backflush Costing
Comparison of ABM and Lean
LO5 Compare ABM and lean operations as value-based systems.
ABM and lean have several things in common. As value-based systems, both ana- lyze processes and identify value-adding and non-value-adding activities. Both seek to eliminate waste and reduce non-value-adding activities to improve prod- uct or service quality, reduce costs, and improve an organization’s efficiency and productivity. Both improve the quality of the information that managers use to make decisions about bidding, pricing, product lines, and outsourcing. However, the two systems differ in their methods of costing and cost assignment.
ABM’s tool, ABC, calculates product or service cost by using cost drivers to assign the indirect costs of production to cost objects. ABC is often a fairly com- plex accounting method used with job order and process costing systems. Note that the ABC method can also be used to examine non-production-related activi- ties, such as marketing and shipping.
A company can use both ABM and lean. ABM and ABC will improve the accuracy of the company’s product or service costing and help it reduce or elimi- nate business activities that do not add value for its customers. At the same time, the company can apply lean thinking to simplify processes, use resources effec- tively, and eliminate waste.
Study Note ABM’s primary goal is to calculate product or service cost accurately. Lean’s primary goal is to eliminate waste in business processes.
TABLE
ABM Lean
Primary purpose To eliminate or reduce non-value- To eliminate or reduce waste in all aspects of a business, adding activities including its processes and products or services Cost assignment Uses ABC to assign overhead costs to Uses JIT and reorganizes production activities into work the product by using appropriate cells; overhead costs incurred in the work cell become cost drivers direct costs of the cell’s products Costing method Integrates ABC with job order or process May use backflush costing to calculate product costs costing to calculate product costs Limitation ABC can involve costly data collection Requires management to think differently and use and complex allocations different performance measures
STOP & APPLY
Couch Potato, Inc., produces futon mattresses. The company recently changed from a traditional production environment to just-in-time work cells. Would you recommend the use of ABM/ABC or backflush costing for tracking product costs? Explain your choice.
SOLUTION Because the company produces similar products, it lends itself well to backflush costing for the calculation of product costs. A company that makes a variety of products with differing activity choices in a job order setting is better served by the more accurate and more complex procedures of ABM/ABC product costing.
184 CHAPTER 5 Value-Based Systems: ABM and Lean
Lean uses JIT and reorganizes many activities so that they are performed within work cells. The costs of those activities become direct costs of the work cell and of the products made in that cell. The total production costs within the cell can then be assigned by using simple cost drivers, such as process hours or direct materials cost. Companies that have implemented lean operations may use backflush costing rather than job order costing or process costing. This approach focuses on the output at the end of the production process and simplifies the accounting system. Table 5-3 summarizes the characteristics of ABM and lean.
5-3 Comparison of ABM and Lean Activity-Based Systems
A LOOK BACK AT � LA-Z-BOY In this chapter’s Decision Point, we asked the following questions:
• How have value-based systems helped La-Z-Boy, Inc., improve its production processes and reduce delivery time?
• How do La-Z-Boy’s managers plan to maintain the company’s status as the leading manufacturer of upholstered products?
La-Z-Boy’s managers use activity-based management (ABM) and a lean operating environment to identify and reduce or eliminate activities that do not add value to the company’s products. These systems focus on minimizing waste, reducing costs, and improving profitability. The continuous flow of information that ABM and JIT provide has enabled La-Z-Boy’s managers to improve the company’s production processes. They are able to adjust their labor needs each week to meet order requirements; to schedule timely deliveries from suppliers, thus maintaining appropriate inventory lev- els; and to keep track of the company’s fleet of delivery trucks.
La-Z-Boy’s disciplined monitoring of order, production, and delivery activities gives the company its competitive edge today and in the future. By using ABM and lean think- ing, La-Z-Boy has achieved higher productivity than other furniture manufacturers and is able to offer more than 40,000 product variations.3
Assume that one of a furniture company’s divisions produces more than a dozen styles of sofas and upholstered furniture. The eight-piece modular seating group is the most difficult to produce and the most expensive. The reclining sofa, which is the division’s leading seller, is the easiest to produce. The other styles increase in difficulty of produc- tion as the number of pieces increases. Stylemaker Stores recently ordered 175 of the six-piece modular seating group. Because the division is considering a shift to activity- based costing, its controller is interested in using this order to compare ABC with tradi- tional costing. Costs directly traceable to the Stylemaker Stores order are as follows:
Direct materials $57,290 Purchased parts $76,410 Direct labor hours 1,320 Average direct labor pay rate per hour $14.00
With the traditional costing approach, the controller applies overhead costs at a rate of 320 percent of direct labor costs.
For activity-based costing of the Stylemaker Stores order, the controller uses the following data:
Activity Cost Driver Activity Cost Rate Activity Usage Product design Engineering $62 per engineering 76 engineering hours hour hours Work cell setup Number of $90 per setup 16 setups setups Parts production Machine hours $38 per machine 380 machine hour hours Assembly Assembly labor $40 per assembly 500 assembly hours labor hour labor hours Product Testing hours $90 per testing 28 testing simulation hour hours Packaging and Product units $26 per unit 175 units shipping Building Direct labor 125% of direct $18,480 direct occupancy cost labor cost labor cost
Review Problem
Activity-Based Costing LO2
A Look Back at La-Z-Boy 185
Required
1. Use the traditional costing approach to compute the total cost and product unit cost of the Stylemaker Stores order.
2. Using the cost hierarchy for manufacturing companies, classify each activity of the Stylemaker Stores order according to the level at which it occurs.
3. Prepare a bill of activities for the operating costs, and use ABC to compute the total cost and product unit cost.
4. What is the difference between the product unit cost you computed using the traditional approach and the one you computed using ABC? Does the use of ABC guarantee cost reduction for every order?
1. Traditional costing approach:
Direct materials $ 57,290 Purchased parts 76,410 Direct labor 18,480 Overhead (320% of direct labor cost) 59,136 Total cost of order $ 211,316 Product unit cost (total costs � 175 units) $1,207.52
2. Activities classified by level of the manufacturing cost hierarchy:
Unit level: Parts production Assembly Packaging and shipping Batch level: Work cell setup Product level: Product design Product simulation Facility level: Building occupancy
Answers to Review Problem
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4. Product unit cost using traditional costing approach: $1,207.52 Product unit cost using activity-based costing approach: 1,168.35* Diff erence: $ 39.17
Although the product unit cost computed using ABC is lower than the one computed using the traditional costing approach, ABC does not guarantee cost reduction for every product. It does improve cost traceability, which often identifies products that are “undercosted” or “overcosted” by a traditional product costing system.
3. Bill of activities and total cost and product unit cost computed with ABC:
Bill of Activities Stylemaker Stores Order
Activity Activity Cost Rate Cost Driver Level Activity Cost Unit level Parts production $38 per machine hour 380 machine hours $ 14,440 Assembly $40 per assembly labor hour 500 assembly labor hours 20,000 Packaging and shipping $26 per unit 175 units 4,550 Batch level Work cell setup $90 per setup 16 setups 1,440 Product level Product design $62 per engineering hour 76 engineering hours 4,712 Product simulation $90 per testing hour 28 testing hours 2,520 Facility level Building occupancy 125% of direct labor cost $18,480 direct labor cost 23,100 Total activity costs assigned to job $ 70,762 Total job units � 175 Activity costs per unit (total activity costs � total units) $ 404.35* Cost summary Direct materials $ 57,290 Purchased parts 76,410 Activity costs (includes labor and overhead) 70,762 Total cost of order $ 204,462 Product unit cost (total cost of order � 175 units) $1,168.35*
*Rounded.
A Look Back at La-Z-Boy 187
A value-based system categorizes activities as either adding value to a product or service or not adding value. It enables managers to see their organization as a col- lection of value-creating activities (a value chain) that operates as part of a larger system that includes suppliers’ and customers’ value chains (a supply chain). This perspective helps managers work cooperatively both inside and outside their orga- nizations to reduce costs by eliminating waste and inefficiencies and by redirecting resources toward value-adding activities. PVA is a technique that managers use to identify and link all the activities involved in the value chain. It analyzes business processes by relating activities to the events that prompt the activities and to the resources that the activities consume. A value-adding activity adds value to a prod- uct or service as perceived by the customer. A non-value-adding activity adds cost to a product or service but does not increase its market value.
Activity-based costing (ABC) is a method of assigning costs that calculates a more accurate product cost than traditional methods do. It does so by categorizing all indirect costs by activity, tracing the indirect costs to those activities, and assign- ing those costs to products using a cost driver related to the cause of the cost. To implement ABC, managers (1) identify and classify each activity, (2) estimate the cost of resources for each activity, (3) identify a cost driver for each activity and estimate the quantity of each cost driver, (4) calculate an activity cost rate for each activity, and (5) assign costs to cost objects based on the level of activity required to make the product or provide the service. ABC’s primary disadvantage is that it is costly to implement.
Two tools—a cost hierarchy and a bill of activities—help in the implementa- tion of ABC. To create a cost hierarchy, managers classify activities into four lev- els. Unit-level activities are performed each time a unit is produced. Batch-level activities are performed each time a batch of goods is produced. Product-level activities are performed to support a particular product line or brand. Facility- level activities are performed to support a facility’s general manufacturing process. A bill of activities is then used to compute the costs assigned to activities and the product or service unit cost.
Lean operation’s objective is to eliminate waste. One of its basic principles is to operate production on a just-in-time (JIT) basis. The elements of a JIT envi- ronment are minimum inventory levels, pull-through production, quick setup and flexible work cells, a multiskilled work force, high levels of product quality, effective preventive maintenance, and continuous improvement of the work environment.
In product costing under JIT, processing costs are classified as either direct materials costs or conversion costs. The costs associated with inspection time, moving time, queue time, and storage time are reduced or eliminated. With com- puterized monitoring of the work cells, many costs that are treated as indirect or overhead costs in traditional manufacturing settings become direct costs because they can be traced directly to work cells. The only costs that remain indirect costs and must be assigned to the work cells are those that cannot be linked to a spe- cific work cell—in other words, those associated with building occupancy, insur- ance, and property taxes.
LO1 Explain why managers use value-based systems,
and discuss the relation- ship of these systems
to the supply chain and value chain.
LO2 Defi ne activity-based costing, and explain how
a cost hierarchy and a bill of activities are used.
LO3 Defi ne the elements of a lean operation, and iden- tify the changes in inven-
tory management that result when a fi rm adopts its just-in-time operating
philosophy.
STOP & REVIEW
188 CHAPTER 5 Value-Based Systems: ABM and Lean
In backflush costing, all product costs are first accumulated in the Cost of Goods Sold account; at the end of the accounting period, they are “flushed back,” or worked backward, into the appropriate inventory accounts. Backflush costing is commonly used to account for product costs in a JIT operating environment. It differs from the traditional costing approach, which records the costs of materials purchased in the Materials Inventory account and uses the Work in Process Inven- tory account to record the costs of direct materials, direct labor, and overhead during the production process. The objective of backflush costing is to save recording time, which cuts costs.
As value-based systems, both ABM and lean seek to eliminate waste and reduce non-value-adding activities. However, they differ in their approaches to cost assign- ment and calculation of product cost. ABM uses ABC to assign indirect costs to products using cost drivers; lean uses JIT to reorganize activities so that they are performed within work cells, and the overhead costs incurred in a work cell become direct costs of the products made in that cell. ABM uses job order or process cost- ing to calculate product costs, whereas lean may use backflush costing.
LO4 Defi ne and apply backfl ush costing, and
compare the cost fl ows in traditional and backfl ush
costing.
LO5 Compare ABM and lean operations as
value-based systems.
REVIEW of Concepts and Terminology
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Stop & Review 189
The following concepts and terms were introduced in this chapter:
Activity-based costing (ABC) 171
Activity-based management (ABM) 171
Backflush costing 180
Batch-level activities 173
Bill of activities 174
Conversion costs 179
Cost hierarchy 173
Facility-level activities 174
Full product cost 168
Inspection time 178
Just-in-time (JIT) operating philosophy 177
Lean operation 172
Moving time 179
Non-value-adding activity 171
Processing time 178
Process value analysis (PVA) 170
Product-level activities 174
Pull-through production 177
Push-through method 177
Queue time 179
Storage time 179)
Supply chain 169
Throughput time 179
Unit-level activities 173
Value-adding activity 171
Value-based systems 168
Value chain 169
Work cell 177
Short Exercises Activity-Based Systems SE 1. Thom Lutz started a retail clothing business two years ago. Lutz’s first year was very successful, but sales dropped 50 percent in the second year. A friend who is a business consultant analyzed Lutz’s business and came up with two basic rea- sons for the decline in sales: (1) Lutz has been placing orders late in each season, and (2) shipments of clothing have been arriving late and in poor condition. What measures can Lutz take to improve his business and persuade customers to return?
The Value Chain SE 2. Which of the following activities would be part of the value chain of a man- ufacturing company? Which activities do not add value? 1. Product marketing 5. Product packing 2. Machine drilling 6. Cost accounting 3. Materials storage 7. Moving work in process 4. Product design 8. Inventory control
The Supply Chain SE 3. Jack DuBois is developing plans to open a restaurant called Ribs ‘n Slaw. He has located a building and will lease all the furniture and equipment he needs for the restaurant. Food Servers, Inc. will supply all the restaurant’s personnel. Identify the components of Ribs ‘n Slaw’s supply chain.
Value-Adding and Non-Value-Adding Activities SE 4. Indicate whether the following activities of a submarine sandwich shop are value-adding (V) or non-value-adding (NV): 1. Purchasing sandwich ingredients 4. Cleaning up the shop 2. Storing condiments 5. Making home deliveries 3. Making sandwiches 6. Accounting for sales and costs
The Cost Hierarchy SE 5. Engineering design is an activity that is vital to the success of any motor vehicle manufacturer. Identify the level at which engineering design would be classified in the cost hierarchy used with ABC for each of the following: 1. A maker of unique editions of luxury automobiles 2. A maker of built-to-order city and county emergency vehicles (orders are
usually placed for 10 to 12 identical vehicles) 3. A maker of a line of automobiles sold throughout the world
The Cost Hierarchy SE 6. Match the four levels of the cost hierarchy to the following activities of a blue jeans manufacturer that uses activity-based management: 1. Routine maintenance of sewing machines 2. Designing a pattern for a new style 3. Sewing seams on a garment 4. Producing 100 jeans of a certain style in a certain size
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Elements of a JIT Operating Environment SE 7. Maintaining minimum inventory levels and using pull-through production are important elements of a just-in-time operating environment. How does pull- through production help minimize inventories?
Product Costing Changes in a JIT Environment SE 8. Aromatherapy Products Company is in the process of adopting the just-in- time operating environment for its lotion-making operations. Indicate which of the following overhead costs are non-value-adding costs (NVA) and which can be traced directly to the new lotion-making work cell (D): 1. Storage containers for work in process inventory 2. Insurance on the storage warehouse 3. Machine electricity 4. Machine repairs 5. Depreciation of the storage container moving equipment 6. Machine setup labor
Backflush Costing SE 9. For work done during August, Pansey Company incurred direct materials costs of $120,000 and conversion costs of $260,000. The company employs a just- in-time operating philosophy and backflush costing. At the end of August, it was determined that the Work in Process Inventory account had been assigned $900 of costs, and the ending balance of the Finished Goods Inventory account was $1,300. There were no beginning inventory balances. How much was charged to the Cost of Goods Sold account during August? What was the ending balance of that account?
Comparison of ABM and Lean SE 10. Hwang Corp. recently installed three just-in-time work cells in its screen- making division. The work cells will make large quantities of similar products for major window and door manufacturers. Should Hwang use lean with JIT and backflush costing or ABM and ABC to account for product costs? Defend your choice of system.
Exercises Management Reports E 1. The reports that follow are from a department in an insurance company. Which report would be used for financial purposes, and which would be used for activity-based decision making? Why?
Salaries $ 1,400 Enter claims into system $ 2,000 Equipment 1,200 Analyze claims 1,000 Travel expenses 8,000 Suspend claims 1,500 Supplies 300 Receive inquiries 1,500 Use and occupancy 3,000 Resolve problems 400 Process batches 3,000 Determine eligibility 4,000 Make copies 200 Write correspondence 100 Attend training 200 Total $13,900 Total $13,900
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The Supply Chain and Value Chain E 2. Indicate which of the following persons and activities associated with a lawn and garden nursery are part of the supply chain (S) and which are part of the value chain (V): 1. Plant and tree vendor 5. Advertising company 2. Purchasing potted trees 6. Scheduling delivery trucks 3. Computer and software company 7. Customer service 4. Creating marketing plans
The Supply Chain and Value Chain E 3. The items in the following list are associated with a bank. Indicate which are part of the supply chain (S) and which are part of the value chain (V). 1. Federal Reserve Bank 4. ATM 2. Student loan processing 5. Customer 3. Investment services
Value Analysis E 4. Libbel Enterprises has been in business for 30 years. Last year, the company purchased Chemcraft Laboratory and entered the chemical processing business. Libbel’s controller prepared a process value analysis of the new operation and identified the following activities:
New product research Product sales Product bottling process Design testing Packaging process Product warranty work Materials storage Materials inspection Product engineering Product curing New product Purchasing of direct process marketing materials Product scheduling Product inspection Finished goods storage Product spoilage Product delivery Cleanup of processing areas Customer follow-up Materials delivery Product mixing process
Identify the value-adding activities in this list, and classify them into the activ- ity areas of the value chain illustrated in Figure 19-1. Prepare a separate list of the non-value-adding activities.
Value-Adding Activities E 5. When Courtney Tybee prepared a process value analysis for her company, she identified the following primary activities. Identify the value-adding activities (VA) and the non-value-adding activities (NVA). 1. Production scheduling 5. Engineering design 2. Customer follow-up 6. Product marketing 3. Materials moving 7. Product sales 4. Product inspection 8. Materials storage
The Cost Hierarchy E 6. Copia Electronics makes speaker systems. Its customers range from new hotels and restaurants that need specifically designed sound systems to nation- wide retail outlets that order large quantities of similar products. The following activities are part of the company’s operating process:
New retail product Purchasing of Assembly labor design materials Assembly line setup Retail product Building repair Building security marketing Retail sales commissions Facility supervision Unique system design Bulk packing of Unique system packaging orders
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Classify each activity as unit level (UL), batch level (BL), product level (PL), or facility level (FL).
Bill of Activities E 7. Lake Corporation has received an order for handheld computers from Union, LLC. A partially complete bill of activities for that order appears below. Fill in the missing data.
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Lake Corporation Bill of Activities for Union, LLC
Order Form Activity Activity Cost Rate Cost Driver Level Activity Cost
Unit level Parts production $50 per machine hour 200 machine hours $ ? Assembly $20 per direct labor hour 100 direct labor hours ? Packaging and shipping $12.50 per unit 400 units ? Batch level Work cell setup $100 per setup 16 setups ? Product level Product design $60 per engineering hour 80 engineering hours ? Product simulation $80 per testing hour 30 testing hours ? Facility level Building occupancy 200% of assembly labor cost ? ? Total activity costs assigned to job $ ? Total job units � 400 Activity costs per unit (total activity costs � total units) $ ? Cost summary Direct materials $60,000 Purchased parts 80,000 Activity costs ? Total cost of order $ ? Product unit cost (total cost � 400 units) $ ?
Activity Cost Rates E 8. Compute the activity cost rates for materials handling, assembly, and design based on these data:
Materials Cloth $26,000 Fasteners 4,000 Purchased parts 40,000
Materials handling Labor 8,000 Equipment depreciation 5,000 Electrical power 2,000 Maintenance 6,000
Assembly Machine operators 5,000
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Chapter Assignments 193
Design Labor $ 5,000 Electrical power 1,000 Overhead 8,000
Output totaled 40,000 units. Each unit requires three machine hours of effort. Materials handling costs are allocated to the products based on direct materials cost. Design costs are allocated based on units produced. Assembly costs are allocated based on 500 machine operator hours. [Hint: Activity cost rate � (Total activity costs � Total allocation base). Examples of an allocation base include total dollars of materials, total machine operator hours, or total units of output.]
Elements of a Lean Operating Environment E 9. The following numbered items are concepts that underlie value-based sys- tems, such as ABM and lean. Match each concept to the related lettered element(s) of a lean operating environment.
1. Business processes are simplified. 2. The quality of the product or service is critical. 3. Employees are cross-trained. 4. Large inventories waste resources and may hide bad work. 5. Goods should be produced only when needed. 6. Equipment downtime is minimized.
a. Minimum inventory levels b. Pull-through production c. Quick machine setups and flexible work cells d. A multiskilled work force e. High levels of product quality f. Effective preventive maintenance
Comparison of Traditional Manufacturing Environments and JIT E 10. Identify which of the following exist in a traditional manufacturing environ- ment and which exist in a JIT environment:
1. Large amounts of inventory 2. Complex manufacturing processes 3. A multiskilled labor force 4. Flexible work cells 5. Push-through production methods 6. Materials purchased infrequently but in large lot sizes 7. Infrequent setups
Direct and Indirect Costs in JIT and Traditional Manufacturing Environments E 11. The cost categories in this list are typical of many manufacturing operations:
Direct materials: Direct labor Depreciation–machinery Sheet steel Engineering labor Supervisory salaries Iron castings Indirect labor Electrical power Assembly parts: Operating supplies Insurance and taxes–plant Part 24RE6 Small tools President’s salary Part 15RF8 Depreciation–plant Employee benefits
Identify each cost as direct or indirect, assuming that it was incurred in (1) a tra- ditional manufacturing setting and (2) a JIT environment. State the reasons for changes in classification.
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Backflush Costing E 12. Conda Products Company implemented a JIT work environment in its trowel division eight months ago, and the division has been operating at near capacity since then. At the beginning of May, Work in Process Inventory and Finished Goods Inventory had zero balances. The following transactions took place last week:
May 28 Ordered, received, and used handles and sheet metal costing $11,340.
29 Direct labor costs incurred, $5,400. 29 Overhead costs incurred, $8,100. 30 Completed trowels costing $24,800. 31 Sold trowels costing $24,000.
Using backflush costing, calculate the ending balance in the Work in Process Inventory and Finished Goods Inventory accounts.
Backflush Costing E 13. Good Morning Enterprises produces digital alarm clocks. It has a just-in-time assembly process and uses backflush costing to record production costs. Overhead is assigned at a rate of $17 per assembly labor hour. There were no beginning inven- tories in March. During March, the following operating data were generated:
Cost of direct materials purchased and used $53,200 Direct labor costs incurred $27,300 Overhead costs assigned ? Assembly hours worked 3,840 hours Ending work in process inventory $1,050 Ending finished goods inventory $960
Using T accounts, show the flow of costs through the backflush costing system. What is the total cost of goods sold in March?
Comparison of ABM and Lean E 14. Identify each of the following as a characteristic of ABM or lean: 1. Backflush costing 2. ABC used to assign overhead costs to the product cost 3. ABC integrated with job order or process costing systems 4. Complexity reduced by using work cells, minimizing inventories, and reduc-
ing or eliminating non-value-adding activities 5. Activities reorganized so that they are performed within work cells
Comparison of ABM and Lean E 15. The following are excerpts from a conversation between two managers about their companies’ activity-based systems. Identify the manager who works for a company that emphasizes ABM and the one who works for a company that emphasizes a lean system.
Manager 1: We try to manage our resources effectively by monitoring operating activities. We analyze all major operating activities, and we focus on reducing or eliminating the ones that don’t add value to our products. Our product costs are more accurate since we allocate activity costs to products and services.
Manager 2: We’re very concerned with eliminating waste to reduce costs. We’ve designed our operations in flexible work cells to reduce the time it takes to move, store, queue, and inspect materials. We’ve also reduced our inventories by buying and using materials only when we need them.
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Chapter Assignments 195
Problems The Value Chain and Process Value Analysis P 1. Lindstrom Industries, Inc. produces chain saws, weed whackers, and lawn mowers for major retail chains. Lindstrom makes these products to order in large quantities for each customer. It has adopted activity-based management, and its controller is in the process of developing an ABC system. The controller has iden- tified the following primary activities of the company:
Product delivery Production–assembly Customer follow-up Engineering design Materials and parts purchasing Product inspection Materials storage Processing areas cleanup Materials inspection Product marketing Production–drilling Building maintenance Product packaging Product sales Product research Product rework Finished goods storage Production–grinding Production–machine setup Personnel services Materials moving Production scheduling
Required 1. Identify the activities that do not add value to Lindstrom’s products. 2. Assist the controller’s analysis by grouping the value-adding activities into
the activity areas of the value chain shown in Figure 19-1. 3. State whether each non-value-adding activity is necessary or unnecessary.
Suggest how each unnecessary activity could be reduced or eliminated.
Activity-Based Costing P 2. Boulware Products, Inc. produces printers for wholesale distributors. It has just completed packaging an order from Shawl Company for 450 printers. Before the order is shipped, the controller wants to compare the unit costs computed under the company’s new activity-based costing system with the unit costs com- puted under its traditional costing system. Boulware’s traditional costing system assigned overhead costs at a rate of 240 percent of direct labor cost.
Data for the Shawl order are as follows: direct materials, $17,552; purchased parts, $14,856; direct labor hours, 140; and average direct labor pay rate per hour, $17.
Data for activity-based costing related to processing direct materials and purchased parts for the Shawl order are as follows:
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Activity Cost Driver Activity Cost Rate Activity Usage Engineering Engineering $28 per engineering 18 engineering systems design hours hour hours Setup Number of $36 per setup 12 setups setups Parts production Machine hours $37 per machine 82 machine hour hours Product assembly Assembly hours $42 per assembly 96 assembly hour hours Packaging Number of $5.60 per package 150 packages packages Building Machine hours $10 per machine 82 machine occupancy hour hours
196 CHAPTER 5 Value-Based Systems: ABM and Lean
Required 1. Use the traditional costing approach to compute the total cost and the prod-
uct unit cost of the Shawl order. 2. Using the cost hierarchy, identify each activity as unit level, batch level, prod-
uct level, or facility level. 3. Prepare a bill of activities for the activity costs. 4. Use ABC to compute the total cost and product unit cost of the Shawl order. 5. What is the difference between the product unit cost you computed using
the traditional approach and the one you computed using ABC? Does the use of ABC guarantee cost reduction for every order?
Activity Cost Rates P 3. Noir Company produces four versions of its model J17-21 bicycle seat. The four versions have different shapes, but their processing operations and produc- tion costs are identical. During July, these costs were incurred:
Direct materials Leather $25,430 Metal frame 39,180 Bolts 3,010
Materials handling Labor 8,232 Equipment depreciation 4,410 Electrical power 2,460 Maintenance 5,184
Assembly Direct labor 13,230
Engineering design Labor 4,116 Electrical power 1,176 Engineering overhead 7,644
Overhead Equipment depreciation 7,056 Indirect labor 30,870 Supervision 17,640 Operating supplies 4,410 Electrical power 10,584 Repairs and maintenance 21,168 Building occupancy overhead 52,920
July’s output totaled 29,400 units. Each unit requires three machine hours of effort. Materials handling costs are allocated to the products based on direct materials cost, engineering design costs are allocated based on units produced, and overhead is allocated based on machine hours. Assembly costs are allocated based on direct labor hours, which are estimated at 882 for July.
During July, Noir Company completed 520 bicycle seats for Job 142. The activity usage for Job 142 was as follows: direct materials, $1,150; direct labor hours, 15.
Required 1. Compute the following activity cost rates: (a) materials handling cost rate;
(b) assembly cost rate, (c) engineering design cost rate, and (d) overhead rate.
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Chapter Assignments 197
2. Prepare a bill of activities for Job 142. 3. Use activity-based costing to compute the job’s total cost and product unit cost.
Direct and Indirect Costs in Lean and Traditional Manufacturing Environments P 4. Funz Company, which produces wooden toys, is about to adopt a lean oper- ating environment. In anticipation of the change, Letty Hernandez, Funz’s con- troller, prepared the following list of costs for December:
Wood $1,200 Insurance–plant $ 324 Bolts 32 President’s salary 4,000 Small tools 54 Engineering labor 2,700 Depreciation–plant 450 Utilities 1,250 Depreciation–machinery 275 Building occupancy 1,740 Direct labor 2,675 Supervision 2,686 Indirect labor 890 Operating supplies 254 Purchased parts 58 Repairs and maintenance 198 Materials handling 74 Employee benefits 2,654
Required 1. Identify each cost as direct or indirect, assuming that it was incurred in a
traditional manufacturing setting. 2. Identify each cost as direct or indirect, assuming that it was incurred in a lean
environment. 3. Assume that the costs incurred in the lean environment are for a work cell
that completed 1,250 toy cars in December. Compute the total direct cost and the direct cost per unit for the cars produced.
Backflush Costing P 5. Automotive Parts Company produces 12 parts for car bodies and sells them to three automobile assembly companies in the United States. The company implemented lean operating and costing procedures three years ago. Overhead is applied at a rate of $26 per work cell hour used. All direct materials and pur- chased parts are used as they are received.
One of the company’s work cells produces automobile fenders that are com- pletely detailed and ready to install when received by the customer. The cell is operated by four employees and involves a flexible manufacturing system with 14 workstations. Operating details for February for this cell are as follows:
Beginning work in process inventory — Beginning finished goods inventory $420 Cost of direct materials purchased on account and used $213,400 Cost of parts purchased on account and used $111,250 Direct labor costs incurred $26,450 Overhead costs assigned ? Work cell hours used 8,260 Costs of goods completed during February $564,650 Ending work in process inventory $1,210 Ending finished goods inventory $670
Required 1. Using T accounts, show the cost flows through a backflush costing system. 2. Using T accounts, show the cost flows through a traditional costing system. 3. What is the total cost of goods sold for the month?
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198 CHAPTER 5 Value-Based Systems: ABM and Lean
Alternate Problems The Value Chain and Process Value Analysis P 6. Direct Marketing Inc. (DMI) offers database marketing strategies to help com- panies increase their sales. DMI’s basic package of services includes the design of a mailing piece (either a Direct Mailer or a Store Mailer), creation and maintenance of marketing databases containing information about the client’s target group, and a production process that prints a promotional piece and prepares it for mailing. In its marketing strategies, DMI targets working women ages 25 to 54 who are married with children and who have an annual household income in excess of $50,000. DMI has adopted activity-based management, and its controller is in the process of develop- ing an ABC system. The controller has identified the following primary activities of the company:
Use database of customers Accounting Service sales Mailer assembly Deliver mailers to post office Process orders Supplies storage Purchase supplies Client follow-up Design mailer Database research trends Building maintenance Schedule order processing Processing cleanup Personnel Mailer rework
Required 1. Identify the activities that do not add value to DMI’s services. 2. Assist the controller’s analysis by grouping the value-adding activities into
the activity areas of the value chain shown in Figure 19-1. 3. State whether each non-value-adding activity is necessary or unnecessary.
Suggest how each unnecessary activity could be reduced or eliminated.
Activity-Based Costing P 7. Kauli Company produces cellular phones. It has just completed an order for 10,000 phones placed by Stay Connect, Ltd. Kauli recently shifted to an activity- based costing system, and its controller is interested in the impact that the ABC system had on the Stay Connect order. Data for that order are as follows: direct materials, $36,950; purchased parts, $21,100; direct labor hours, 220; average direct labor pay rate per hour, $15.
Under Kauli’s traditional costing system, overhead costs were assigned at a rate of 270 percent of direct labor cost.
Data for activity-based costing for the Stay Connect order are as follows:
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Activity Cost Driver Activity Cost Rate Activity Usage Electrical Engineering hours $19 per engineering 32 engineering engineering design hour hours Setup Number of setups $29 per setup 11 setups Parts production Machine hours $26 per machine 134 machine hour hours Product testing Number of tests $32 per test 52 tests Packaging Number of $0.0374 per package 10,000 packages packages Building occupancy Machine hours $9.80 per machine 134 machine hour hours Assembly Direct labor hours $15 per direct labor 220 direct hour labor hours
Chapter Assignments 199
Required 1. Use the traditional costing approach to compute the total cost and the
product unit cost of the Stay Connect order. 2. Using the cost hierarchy, identify each activity as unit level, batch level,
product level, or facility level. 3. Prepare a bill of activities for the activity costs. 4. Use ABC to compute the total cost and product unit cost of the Stay Connect
order. 5. What is the difference between the product unit cost you computed using
the traditional approach and the one you computed using ABC? Does the use of ABC guarantee cost reduction for every order?
Activity Cost Rates P 8. Meanwhile Company produces three models of aluminum skateboards. The models have minor differences, but their processing operations and production costs are identical. During June, these costs were incurred:
Direct materials Aluminum frame $162,524 Bolts 3,876
Purchased parts Wheels 74,934 Decals 5,066
Materials handling (assigned based on direct materials cost) Labor 17,068 Utilities 4,438 Maintenance 914 Depreciation 876
Assembly line (assigned based on labor hours) Labor 46,080
Setup (assigned based on number of setups) Labor 6,385 Supplies 762 Overhead 3,953
Product testing (assigned based on number of tests) Labor 2,765 Supplies 435
Building occupancy (assigned based on machine hours) Insurance 5,767 Depreciation 2,452 Repairs and maintenance 3,781
For June, output totaled 32,000 skateboards. Each board required 1.5 machine hours of effort. During June, Meanwhile’s assembly line worked 2,304 hours, performed 370 setups and 64,000 product tests, and completed an order for 1,000 skateboards placed by Whatever Toys Company. The job incurred costs of $5,200 for direct materials and $2,500 for purchased parts. It required 3 setups, 2,000 tests, and 72 assembly line hours.
Required 1. Compute the following activity cost rates:
a. Materials handling cost rate b. Assembly line cost rate
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200 CHAPTER 5 Value-Based Systems: ABM and Lean
c. Setup cost rate d. Product testing cost rate e. Building occupancy cost rate
2. Prepare a bill of activities for the Whatever Toys job. 3. Use activity-based costing to compute the job’s total cost and product unit
cost. (Round your answer to two decimal places.)
Direct and Indirect Costs in Lean and Traditional Manufacturing Environments P 9. Caffene Company, which processes coffee beans into ground coffee, is about to adopt a lean operating environment. In anticipation of the change, Hattie Peralto, Caffene’s controller, prepared the following list of costs for the month:
Coffee beans $5,000 Insurance–plant $ 300 Bags 100 President’s salary 4,000 Small tools 80 Engineering labor 1,700 Depreciation–plant 400 Utilities 1,250 Depreciation–grinder 200 Building occupancy 1,940 Direct labor 1,000 Supervision 400 Indirect labor 300 Operating supplies 205 Labels 20 Repairs and maintenance 120 Materials handling 75 Employee benefits 500
Required 1. Identify each cost as direct or indirect, assuming that it was incurred in a
traditional manufacturing setting. 2. Identify each cost as direct or indirect, assuming that it was incurred in a
just-in-time (JIT) environment. 3. Assume that the costs incurred in the JIT environment are for a work cell
that completed 5,000 1-pound bags of coffee during the month. Compute the total direct cost and the direct cost per unit for the bags produced.
Backflush Costing P10. Reilly Corporation produces metal fasteners using six work cells, one for each of its product lines. It implemented just-in-time operations and costing methods two years ago. Overhead is assigned using a rate of $14 per machine hour for the Machine Snap Work Cell. There were no beginning invento- ries on April 1. All direct materials and purchased parts are used as they are received. Operating details for April for the Machine Snap Work Cell are as follows:
Cost of direct materials purchased on account and used $104,500 Cost of parts purchased on account and used $78,900 Direct labor costs incurred $39,000 Overhead costs assigned ? Machine hours used 12,220 Costs of goods completed during April $392,540 Ending work in process inventory $940 Ending finished goods inventory $1,020
Required 1. Using T accounts, show the flow of costs through a backflush costing system. 2. Using T accounts, show the flow of costs through a traditional costing system. 3. What is the total cost of goods sold for April using a traditional costing system?
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Chapter Assignments 201
ABM and ABC in a Service Business C 1. MUF, a CPA firm, has provided audit and tax services to businesses in the Lon- don area for over 50 years. Recently, the firm decided to use ABM and activity-based costing to assign its overhead costs to those service functions. Gemma Fior, the company’s controller, is interested in seeing how the change from the traditional to the activity-based costing approach affects the average cost per audit job. The following information has been provided to assist in the comparison:
Total direct labor costs £400,000 Other direct costs 120,000 Total direct costs £520,000
The traditional costing approach assigned overhead costs at a rate of 120 percent of direct labor costs.
Data for activity-based costing of the audit function are as follows:
Activity Cost Driver Activity Cost Rate Activity Usage Professional Number of £2,000 per 50 employees development employees employee Administration Number of jobs £1,000 per job 50 jobs Client Number of new £5,000 per new 29 new clients development clients client
1. Using direct labor cost as the cost driver, calculate the total costs for the audit function. What is the average cost per job?
2. Using activity-based costing to assign overhead, calculate the total costs for the audit function. What is the average cost per job?
3. Calculate the difference in total costs between the two approaches. Why would activity-based costing be the better approach for assigning overhead to the audit function?
4. Your instructor will divide the class into groups to work through the case. One student from each group should present the group’s findings to the class.
ABC and Selling and Administrative Expenses C 2. Sandee Star, the owner of Star Bakery, wants to know the profitability of each of her bakery’s customer groups. She is especially interested in the State Institutions customer group, which is one of the company’s largest. Currently, the bakery is selling doughnuts and snack foods to ten state institutions in three states. The controller has prepared the following income statement for the State Institutions customer group:
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202 CHAPTER 5 Value-Based Systems: ABM and Lean
Star Bakery Income Statement for State Institutions Customer Group
For the Year Ended December 31
Sales ($5 per case � 50,000 cases) $250,000 Cost of goods sold ($3.50 per case � 50,000 cases) 175,000 Gross margin $ 75,000 Less: Selling and administrative activity costs 94,750 Operating income (loss) contributed by State Institutions customer group ($ 19,750)
Activity Activity Cost Rate Actual Cost Driver Level Activity Cost
Make sales calls $60 per sales call 60 sales calls $ 3,600 Prepare sales orders 10 per sales order 900 sales orders 9,000 Handle inquiries 5 per minute 1,000 minutes 5,000 Ship products 1 per case sold 50,000 cases 50,000 Process invoices 20 per invoice 950 invoices 19,000 Process credits 20 per notice 40 notices 800 Process billings and collections 7 per billing 1,050 billings 7,350 Total selling and administrative activity costs $ 94,750
The controller has also provided budgeted information about selling and administrative activities for the State Institutions customer group. For this year, the planned activity cost rates and the annual cost driver levels for each selling and administrative activity are as follows:
Planned Activity Planned Annual Activity Cost Rate Cost Driver Level Make sales calls $60 per sales call 59 sales calls Prepare sales orders 10 per sales order 850 sales orders Handle inquiries 5.10 per minute 1,000 minutes Ship products 0.60 per case sold 50,000 cases Process invoices 1 per invoice 500 invoices Process credits 10 per notice 5 notices Process billings and 4 per billing 600 billings collections
You have been called in as a consultant on the State Institutions customer group.
1. Calculate the planned activity cost for each activity. 2. Calculate the differences between the planned activity cost and the State
Institutions customer group’s activity costs for this year. 3. From your evaluation of the differences calculated in 2 and your review of the
income statement, identify the non-value-adding activities and state which selling and administrative activities should be examined.
4. What actions might the company take to reduce the costs of non-value- adding selling and administrative activities?
Chapter Assignments 203
ABC in Planning and Control C 3. Refer to the income statement in C 2 for the State Institutions customer group for the year ended December 31. Sandee Star, the owner of Star Bakery, is in the process of budgeting income for next year. She has asked the controller to prepare a budgeted income statement for the State Institutions customer group. She estimates that the selling price per case, the number of cases sold, the cost of goods sold per case, and the activity costs for making sales calls, preparing sales orders, and handling inquiries will remain the same next year. She has contracted with a new freight company to ship the 50,000 cases at $0.60 per case sold. She has also analyzed the procedures for invoicing, processing credits, billing, and collecting and has decided that it would be less expensive for a customer service agency to do the work. The agency will charge the bakery 1.5 percent of the total sales revenue. 1. Prepare a budgeted income statement for the State Institutions customer
group for next year; the year ends December 31. 2. Refer to the information in C 2. Assuming that the planned activity cost
rate and planned annual cost driver level for each selling and administrative activity remain the same next year, calculate the planned activity cost for each activity.
3. Calculate the differences between the planned activity costs (determined in 2) and the State Institutions customer group’s budgeted activity costs for next year (determined in 1).
4. Evaluate the results of changing freight companies and outsourcing the cus- tomer service activities.
Lean in a Service Business C 4. The initiation banquet for new members of your business club is being held at an excellent restaurant. You are sitting next to two college students who are majoring in marketing. In discussing the accounting course they are taking, they mention that they are having difficulty understanding the lean philosophy. They have read that the elements of a company’s operating system support the con- cepts of simplicity, continuous improvement, waste reduction, timeliness, and efficiency. They realize that to understand lean thinking in a complex manufac- turing environment, they must first understand lean in a simpler context. They ask you to explain the philosophy and provide an example.
Briefly explain the lean philosophy. Apply the elements of a JIT operating system to the restaurant where the banquet is being held. Do you believe the lean philosophy applies in all restaurant operations? Explain your answer.
Activities, Cost Drivers, and JIT C 5. Fifteen years ago, Bruce Sable, together with 10 financial supporters, founded Sable Corporation. Located in Atlanta, the company originally manufac- tured roller skates, but 12 years ago, on the advice of its marketing department, it switched to making skateboards. More than 4 million skateboards later, Sable Corporation finds itself an industry leader in both volume and quality. To retain market share, it has decided to automate its manufacturing process. It has ordered flexible manufacturing systems for wheel assembly and board shaping. Manual operations will be retained for board decorating because some hand painting is involved. All operations will be converted to a just-in-time environment.
Bruce Sable wants to know how the JIT approach will affect the company’s product costing practices and has called you in as a consultant.
1. Summarize the elements of a JIT environment. 2. How will the automated systems change product costing? 3. What are some cost drivers that the company should employ? In what situa-
tions should it employ them?
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204 CHAPTER 5 Value-Based Systems: ABM and Lean
Cookie Company (Continuing Case) C 6. As we continue with this case, assume that your company has been using a continuous manufacturing process to make chocolate chip cookies. Demand has been so great that the company has built a special plant that makes only custom- ordered cookies. The cookies are shaped by machines but vary according to the customer’s specific instructions. Ten basic sizes of cookies are produced and then customized. Slight variations in machine setup produce the different sizes.
In the past six months, several problems have developed. Even though a com- puter-controlled machine is used in the manufacturing process, the company’s backlog is growing rapidly, and customers are complaining that delivery is too slow. Quality is declining because cookies are being pushed through produc- tion without proper inspection. Working capital is tied up in excessive amounts of inventory and storage space. Workers are complaining about the pressure to produce the backlogged orders. Machine breakdowns are increasing. Production control reports are not useful because they are not timely and contain irrelevant information. The company’s profitability and cash flow are suffering.
Assume that you have been appointed CEO and that the company has asked you to analyze its problems. The board of directors asks that you complete your preliminary analysis quickly so that you can present it to the board at its midyear meeting.
1. In memo form, prepare a preliminary report recommending specific changes in the manufacturing processes.
2. In preparing the report, answer the following questions: a. Why are you preparing the report? What is its purpose? b. Who is the audience for this report? c. What kinds of information do you need to prepare the report, and where
will you find it (i.e., what sources will you use)? d. When do you need to obtain the information?
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Chapter Assignments 205
The Management Process
C H A P T E R
Cost Behavior Analysis
K nowing how costs will behave is essential for managers as they chart their organization’s course. Managers commonly analyze alternative courses of action using cost behavior informa-
tion so they can select the course that will best generate income for
an organization’s owners, maintain liquidity for its creditors, and
use the organization’s resources responsibly.
L E A R N I N G O B J E C T I V E S
LO1 Define cost behavior, and identify variable, fixed, and mixed costs.
LO2 Separate mixed costs into their variable and fixed components, and prepare a contribution margin income statement.
LO3 Define cost-volume-profit (C-V-P) analysis, and discuss how managers use it as a tool for planning and control.
LO4 Define breakeven point, and use contribution margin to determine a company’s breakeven point for multiple products.
LO5 Use C-V-P analysis to project the profitability of products and services.
Identify costs as variable, fixed, or mixed.
∇
Use cost formulas to develop business plans and budgets.
∇
Record actual cost and sales data.
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Prepare scattergraphs to verify cost behavior classifications.
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Develop cost formulas based on actual cost data using one or more methods.
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Determine the relevant range of the cost formula.
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Compute breakeven for single products or a mix of products.
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Assess what-ifs and profit projections using C-V-P analysis.
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Determine if C-V-P assumptions are true.
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PLAN
PERFORM
EVALUATE
COMMUNICATE Prepare external reports that summarize performance.
∇
Prepare contribution margin income statements for internal use.
∇
Analysis of cost behavior is important not only in achieving profitability but also in using resources wisely.
6
(pp. 208–213)
(pp. 924–929)
(pp. 218–220)
(pp. 220–224)
(pp. 225–228)
206
DECISION POINT � A MANAGER’S FOCUS FLICKR
The types of products and services that a company offers often vary from year to year depending on customers’ preferences. For example, Flickr, which is today a very popular website for sharing personal pho- tographs, evolved from an online game for multiple players called Game Neverending that was launched in 2002. The game was shelved in 2004, and the tools used in developing it were then used to develop a mul- tiuser chat room with photo exchange capabilities. The chat room was eventually dropped as Flikr began focusing more on photo exchange. The site currently claims to host more than 4 billion images, and it offers two types of accounts: Free and Pro. It provides not only public and pri- vate photo and video storage but also a web services suite and an online community platform. The on-going challenge for Flickr’s management is to offer a mix of services that appeals to customers and that allows the company to optimize its resources and profits.
� How does Flickr decide which services to offer?
� Why do Flickr’s managers analyze cost behavior?
207
Cost Behavior and Management
LO1 Define cost behavior, and identify variable, fixed, and mixed costs.
FOCUS ON BUSINESS PRACTICE
Google’s informal motto is simple: “Don’t be evil.” In the preface to its Code of Conduct, Google states that “being a different kind of company” depends on employees’ apply- ing the company’s core values “in all aspects of [their] lives as Google employees.”1
The company’s Code of Conduct provides ethical guide- lines in the following areas:
� Serving users � Respecting each other � Avoiding conflicts of interest � Preserving confidentiality � Maintaining books and records � Protecting Google’s assets � Obeying the law
A Different Kind of Company
Cost behavior—the way costs respond to changes in volume or activity—is a fac- tor in almost every decision managers make. Managers commonly use it to analyze alternative courses of action so they can select the course that will best generate income for an organization’s owners, use resources wisely, and maintain liquidity for its creditors. The management process described on the first page of this chapter explains how managers use cost behavior when they plan, perform, evaluate, and communicate.
Service businesses like Flickr, Facebook, and Google find cost behavior analyses useful when planning the optimal mix of services to offer. For example, before officially adding a new feature, Google’s managers analyze its cost behav- ior in their online Google Labs to gather user data and feedback.
During the year, managers collect cost behavior data and use it in decision making. Managers must understand and anticipate cost behavior to determine the impact of their actions on operating income and resource optimization. For example, Google’s managers must understand the changes in income that can result from buying new, more productive servers or launching an online advertis- ing product like AdWords or AdSense.
When evaluating operations and preparing reports for various product or service lines or geographic regions, managers in all types of organizations ana- lyze how changes in cost and sales affect the profitability of product lines, sales territories, customers, departments, and other segments.
Although our focus in this chapter is on cost behavior as it relates to prod- ucts and services, cost behavior can also be observed in selling, administrative, and general activities. For example, increases in the number of shipments affect shipping costs; the number of units sold or total sales revenue affects the cost of sales commissions; and the number of customers billed affects total billing costs. If managers can predict how costs behave, whether they are product- or service-related or are for selling, administrative, or general activities, then costs become manageable.
The Behavior of Costs Some costs vary with volume or operating activity (variable costs). Others remain fixed as volume changes (fixed costs). Between those two extremes are costs that exhibit characteristics of each type (mixed costs).
208 CHAPTER 6 Cost Behavior Analysis
Variable Costs Total costs that change in direct proportion to changes in productive output (or any other measure of volume) are called variable costs. In a previous chapter we referred to them as unit-level activities since the cost is incurred each time a unit is produced or a service is delivered. For example, direct materials, direct labor, operating supplies, and gasoline are variable costs.
incurred by a manufacturer like La-Z-Boy or Intel; a service business like Flickr, Facebook, or Google; or a merchandiser like Wal-Mart—are variable based on either productive output or total sales.
Because variable costs increase or decrease in direct proportion to volume or output, it is important to know an organization’s operating capacity. Operat- ing capacity is the upper limit of an organization’s productive output capability, given its existing resources. It describes just what an organization can accom- plish in a given period. In our discussions, we assume that operating capacity is constant and that all activity occurs within the limits of current operating capacity.
There are three common measures, or types, of operating capacity: theoreti- cal, or ideal, capacity; practical capacity; and normal capacity.
Units
To ta
l D ir
ec t
La b
o r
C o
st s
$20
$15
$10
$5
0 1 2 3 4 5 6 7 8
$2.50 per unit
FIGURE A Common Variable Cost Behavior Pattern: A Linear Relationship
Study Note Variable costs change in direct proportion to changes in activity; that is, they increase in total with an increase in volume and decrease in total with a decrease in volume, but they remain the same on a per unit basis.
Cost Behavior and Management 209
The variable cost formula for variable cost behavior is that of a straight line: Y � a(X), where Y is total variable cost, a is the variable rate per unit, and X is the units produced. The cost formula for direct labor in Figure 6-1 is:
Total Direct Labor Costs � $2.50 � Units Produced
Figure 6-2 illustrates other examples of variable costs. All those costs—whether
6-1
Total variable cost costs go up or down as volume increases or decreases, but the cost per unit remains unchanged, as demonstrated in Figure 6-1 by the linear relationship between direct labor and units produced. Notice the relation- ship graphs as a straight line. In the figure, each unit of output requires $2.50 of labor cost. Total labor costs grow in direct proportion to the increase in units of output. For two units, total labor costs are $5.00; for six units, the organization incurs $15.00 in labor costs.
� Theoretical (ideal) capacity is the maximum productive output for a given period in which all machinery and equipment are operating at optimum speed, without interruption. No company ever actually operates at such an ideal level.
� Practical capacity is theoretical capacity reduced by normal and expected work stoppages, such as machine breakdowns; downtime for retooling, repairs, and maintenance; and employees’ breaks. Practical capacity is some- times called engineering capacity and is used primarily as a planning goal of what could be produced if all went well, but no company ever actually oper- ates at such a level.
� Normal capacity is the average annual level of operating capacity needed to meet expected sales demand. Normal capacity is the realistic measure of what an organization is likely to produce, not what it can produce. Thus, each vari- able cost should be related to an appropriate measure of normal capacity. For example, operating costs can be related to machine hours used or total units produced, and sales commissions usually vary in direct proportion to total sales dollars.
Merchandise to sell Sales commissions Shelf stockers (hourly)
Direct materials Direct labor (hourly) Indirect labor (hourly) Operating supplies Small tools
Depreciation–equipment and building Insurance premiums Buyers (salaried) Supervisory salaries Property taxes (on equipment and building)
Depreciation–furniture and fixtures Insurance premiums Salaries: Programmers Systems designers Bank administrators Rent–buildings
Depreciation–machinery and building Insurance premiums Labor (salaried) Supervisory salaries Property taxes (on machinery and building)
Computer equipment leasing (based on usage) Computer operators (hourly) Operating supplies Data storage disks
Electrical power Telephone Heat
Electrical power Telephone Heat
Electrical power Telephone Heat
VARIABLE
FIXED
MIXED
Service Company— Bank
Merchandising Company— Department Store
Manufacturing Company— Tire ManufacturerCosts
Hide-n-See k Game
ABC Gam e
1-2-3 G O
GAMES
Tire Production Area
FIGURE
210 CHAPTER 6 Cost Behavior Analysis
6-2 Examples of Variable, Fixed, and Mixed Costs
The basis for measuring the activity of variable costs should be carefully selected for two reasons:
� First, an appropriate activity base simplifies cost planning and control.
� Second, managers must combine (aggregate) many variable costs with the same activity base so that the costs can be analyzed in a reasonable way. Such aggregation also provides information that allows management to predict future costs.
The general guide for selecting an activity base is to relate costs to their most logical or causal factor. For example, direct material and direct labor costs should be considered variable in relation to the number of units produced.
Fixed Costs Fixed costs behave very differently from variable costs. Fixed costs are total costs that remain constant within a relevant range of volume or activity. Relevant range is the span of activity in which a company expects to operate. Within the relevant range, it is assumed that both total fixed costs and per unit variable costs are constant. In a previous chapter we referred to fixed costs as
For example, assume that one customer support team at My Media Place, a company like Flickr, has the capacity to handle up to 500,000 customer inci- dents per 8-hour shift. The relevant range, then, is from 0 to 500,000 units. Unfortunately, volume has increased to more than 500,000 incidents per 8-hour shift, taxing current equipment capacity and the quality of customer care. My Media Place must add another customer support team to handle the additional
Total Fixed Costs � $4,000
On a per unit basis, fixed costs go down as volume goes up, as long as a firm is operating within the relevant range of activity. Look at how the customer
Study Note Cost behavior is closely linked to the concept of cost control. In the short run, it is generally easier to control variable costs than fixed costs.
a R W v
Study Note Because fixed costs are expected to hold relatively constant over the entire relevant range of activity, they can be described as the costs of providing capacity.
s
T l b
Study Note An activity base is often called denominator activity or cost driver; it is the activity for which relationships are established. The basic relationships should not change greatly if activity fluctuates around the level of denominator activity.
Cost Behavior and Management 211
facility-level activities. Look back at Figure 6-2 for examples of fixed costs. The manufacturer, the department store, and the bank all incur depreciation costs and fixed annual insurance premiums. In addition, all salaried personnel have fixed earnings for a particular period. The manufacturer and the department store own their buildings and pay annual property taxes, and the bank pays an annual fixed rental charge for the use of its building.
According to economic theory, all costs tend to be variable in the long run; thus, as the examples in Figure 6-2 suggest, a cost is fixed only within a limited period. A change in plant capacity, labor needs, or other production factors causes fixed costs to increase or decrease. Management usually considers a one-year period when planning and controlling costs; thus fixed costs are expected to be constant within that period.
Of course, fixed costs change when activity exceeds the relevant range. These costs are called step costs or step-variable, step-fixed, or semifixed costs. A step cost remains constant in a relevant range of activity and increases or decreases in a step-like manner when activity is outside the relevant range.
volume. Figure 6-3 shows this behavior pattern. The fixed costs for the first 500,000 units of production are $4,000. Those costs hold steady at $4,000 for any level of output within the relevant range. But if output goes above 500,000 units, another team must be added, pushing fixed costs to $8,000.
Fixed cost behavior expressed mathematically in the fixed cost formula is a horizontal line in the relevant range: Y � b, where Y is total fixed cost and b is the fixed cost in the relevant range. The fixed cost formula for up to 500,000 units in Figure 6-3 is:
support team’s costs per unit fall as the volume of activity increases within the relevant range:
Volume of Activity Support Team Cost per Unit
100,000 units $4,000 ÷ 100,000 � $0.0400
300,000 units $4,000 ÷ 300,000 � $0.0133*
500,000 units $4,000 ÷ 500,000 � $0.0080
600,000 units $8,000 ÷ 600,000 � $0.0133*
*Rounded.
At 600,000 units, the activity level is above the relevant range, which means another team must be added; thus, the per unit cost changes to $0.0133.
Mixed Costs Mixed costs have both variable and fixed cost components. Part of a mixed cost changes with volume or usage, and part is fixed over a particular period.
Units of Output (in thousands)
100 200 300 400 500 600 700 800 900
Fi xe
d O
ve rh
ea d
C o
st s
Original Relevant Range
$9,000
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
0
New Relevant Range
Fixed Cost Pattern
FIGURE A Common Step-Like Fixed Cost Behavior Pattern
Kilowatt-Hours Consumed
T o
ta l E
le ct
ri ci
ty C
o st
s ($
)
FIGURE Behavior Patterns of Mixed Costs
aStudy Note Mixed costs are common in businesses.
212 CHAPTER 6 Cost Behavior Analysis
6-3
6-4
Mixed cost behavior is expressed mathematically in the mixed cost formula, which is the linear equation Y � a(X) � b, where Y is total mixed cost, a the vari- able rate per unit, X the units produced, and b the fixed cost for the period.
A linear approximation of a nonlinear cost is not a precise measure, but it allows the inclusion of nonlinear costs in cost behavior analysis, and the loss of accuracy is usually not significant. The goal is to help management estimate costs and prepare budgets, and linear approximation helps accomplish that goal.
Volume T
o ta
l C o
st s
($ )
Relevant Range
Linear Approximation
True Behavior Pattern
FIGURE The Relevant Range and Linear Approximation
Study Note Nonlinear costs can be roughly estimated by treating them as if they were linear (variable) costs within set limits of volume.
STOP & APPLY
Indicate whether each of the following costs is usually variable (V) or fixed (F):
SOLUTION 1. V; 2. F; 3. V; 4. F; 5. F; 6. V
1. Operating supplies 2. Real estate taxes 3. Gasoline for a delivery truck 4. Property insurance
5. Depreciation expense of computers (calcu- lated with the straight-line method)
6. Depreciation expense of machinery (calcu- lated with the units-of-production method)
Cost Behavior and Management 213
6-5
Many mixed costs vary with operating activity in a nonlinear fashion. To sim- plify cost analysis procedures and make mixed costs easier to use, accountants have developed a method of converting nonlinear costs into linear ones. Called linear approximation, this method relies on the concept of relevant range. Under that concept, many nonlinear costs can be estimated using the linear approxima- tion approach illustrated in Figure 6-5. Those estimated costs can then be treated as part of the other variable and fixed costs.
For cost planning and control purposes, mixed costs must be divided into their variable and fixed components. The separate components can then be grouped with other variable and fixed costs for analysis. Four methods are commonly used to separate mixed cost components: the engineering, scatter diagram, high-low, and statistical methods.
� Because the results yielded by each of these four methods are likely to differ, managers often use multiple approaches to find the best possible estimate for a mixed cost.
The Engineering Method The engineering method is used to separate costs into their fixed and variable components by performing a step-by-step analysis of the tasks, costs, and processes involved. This type of analysis is sometimes called a time and motion study. The engineering method is expensive because it is so detailed, and it is generally used to estimate the cost of activities or new products. For example, the U.S. Postal Service conducts periodic audits of how many letters a postal worker should be able to deliver on a particular mail route within a certain period.
The Scatter Diagram Method When there is doubt about the behavior pattern of a particular cost, especially a mixed cost, it helps to plot past costs and related measures of volume in a scat- ter diagram. A scatter diagram is a chart of plotted points that helps determine whether a linear relationship exists between a cost item and its related activity measure. It is a form of linear approximation. If the diagram suggests a linear relationship, a cost line can be imposed on the data by either visual means or statistical analysis. For example, suppose that My Media Place incurred the fol- lowing machine hours and electricity costs last year:
Mixed Costs and the Contribution Margin Income Statement
LO2 Separate mixed costs into their variable and fixed compo- nents, and prepare a contribu- tion margin income statement.
Like most businesses, the U.S. Postal Service is concerned about delivery time. To determine how many deliv- eries a postal worker should be able to make within a certain period, it conducts periodic audits using the engineering method (a type of analy- sis that is also known as a time and motion study).
Courtesy of Michelle Malven/ istockphoto.com.
214 CHAPTER 6 Cost Behavior Analysis
Month Machine Hours Electricity Costs
January 6,250 $ 24,000
February 6,300 24,200
March 6,350 24,350
April 6,400 24,600
May 6,300 24,400
June 6,200 24,300
July 6,100 23,900
August 6,050 23,600
September 6,150 23,950
October 6,250 24,100
November 6,350 24,400
December 6,450 24,700
Totals 75,150 $290,500
The High-Low Method The high-low method is a common, three-step approach to determining the vari- able and fixed components of a mixed cost. It is based on the premise that only two data points are necessary to define a linear cost-volume relationship, Y � a(X) � b, where Y is total mixed cost, a is the variable rate per unit, X is the volume level, and b is the total fixed cost for the period. It is a relatively crude method since it uses only the high and low data observations to predict cost behavior.
� The disadvantage of this method is that if one or both data points are not representative of the remaining data set, the estimate of variable and fixed costs may not be accurate.
� Its advantage is that it can be used when only limited data are available.
To ta
l M o
n th
ly E
le ct
ri ci
ty C
o st
s
$25,000
$24,800
$24,600
$24,400
$24,200
$24,000
$23,800
$23,600
$23,400
$23,200
$23,000
Monthly Machine Hours (in thousands)
0 6.0 6.1 6.2 6.3 6.4 6.5
FIGURE Scatter Diagram of Machine Hours and Electricity Costs
To ta
lM o
n th
ly El
ec t
Study Note A scatter diagram shows how closely volume and costs are correlated. A tight, closely associated group of data is better suited to linear approximation than a random or circular pattern of data points.
Mixed Costs and the Contribution Margin Income Statement 215
6-6
The method involves three steps:
1. Find the variable rate—that is, the a in Y � a(X) � b.
2. Find the total fixed costs—that is, the b in Y � a(X) � b.
3. Express the cost formula to estimate total costs within the relevant range:
Y � a(X) � b, or Total Cost � Variable Rate(Volume Level) � Fixed Costs
Using My Media Place’s last 12 months of machine usage and electric cost data, here is a step-by-step example of how to use the high-low method:
Step 1. Find the variable rate.
� Select the periods of highest and lowest activity within the account- ing period. In our example, the highest-volume machine-hour month was in December and the lowest was in August.
� Find the difference between the highest and lowest amounts for both the machine hours and their related electricity costs.
� Compute the variable rate, that is, the variable cost per machine hour, by dividing the difference in cost by the difference in machine hours.
Study Note Step 1 is also how you compute the slope of a line, that is, Change in Y � Change in X.
Step 2. Find the total fixed costs. Compute total fixed costs for a month by putting the known variable rate and the information from the month with the highest volume into the cost formula and solve for the total fixed costs:
Total Fixed Costs � Total Costs � Total Variable Costs Total Fixed Costs for December � $24,700.00 � (6,450 Hours � $2.75)
� $6,962.50
You can check your answer by recalculating total fixed costs using the month with the lowest activity. Total fixed costs will be the same:
Total Fixed Costs for August � $23,600.00 � (6,050 Hours � $2.75) � $6,962.50
Step 3. Express the cost formula to estimate the total costs within the relevant range.
Total Electricity Costs per Month � $2.75 per Machine Hour � $6,962.50
Remember that the cost formula will work only within the relevant range. In this example, the formula would work for amounts between 6,050 machine hours and 6,450 machine hours. To estimate the electricity costs for machine hours outside the relevant range (in this case, below 6,050 machine hours or above 6,450 machine hours), a new cost formula must be calculated.
Volume Month Activity Level (X) Cost (Y)
High December 6,450 hours $24,700 Low August 6,050 hours 23,600 Difference 400 hours $ 1,100
Variable Cost per Machine Hour � $1,100 � 400 Machine Hours � $2.75 per Machine Hour
216 CHAPTER 6 Cost Behavior Analysis
Statistical Methods Statistical methods, such as regression analysis, mathematically describe the rela- tionship between costs and activities and are used to separate mixed costs into variable and fixed components. Because all data observations are used, the result- ing linear equation is more representative of cost behavior than either the high- low or scatter diagram methods. Regression analysis can be performed using one or more activities to predict costs. For example, overhead costs can be predicted using only machine hours (a simple regression analysis), or they can be predicted using both machine hours and labor hours (a multiple regression analysis) because both activities affect overhead.
We leave further description of regression analysis to statistics courses, which provide detailed coverage of this method.
Contribution Margin Income Statements
TABLE Comparison of Income Statements Traditional Income Statement Contribution Margin Income Statement
Sales revenue Sales revenue – Cost of goods sold, variable – Cost of goods sold, variable – Cost of goods sold, fixed – Operating expenses, variable = Gross margin = Contribution margin – Operating expenses, variable – Cost of goods sold, fixed – Operating expenses, fixed – Operating expenses, fixed = Operating income = Operating income
Mixed Costs and the Contribution Margin Income Statement 217
6-1
Once an organization’s costs are classified as being either variable or fixed, the traditional income statement can be reorganized into a more useful format for internal operations and decision making. Table 6-1 compares the structure of a traditional and a contribution margin income statement (sometimes referred to as a variable costing income statement). A contribution margin income statement is formatted to emphasize cost behavior rather than organizational functions. All variable costs related to production, selling, and administration are subtracted from sales to determine the total contribution margin (CM) (i.e., the amount that remains after all variable costs are subtracted from sales). All fixed costs related to production, selling, and administration are subtracted from the total contribution margin to determine operating income.
Although a traditional income statement and a contribution margin income statement arrive at the same operating income, the traditional approach divides costs into product and period costs, whereas the contribution margin approach divides costs into variable and fixed costs.
The contribution margin income statement enables managers to view rev- enue and cost relationships on a per unit basis or as a percentage of sales. If managers understand these relationships as expressed by the contribution margin income statement, then they can determine how many units they must sell to avoid losing money, or what the sales price per unit must be to cover costs, or what their profits will be for a certain dollar amount of sales revenue. In the next section, you will learn about cost-volume-profit analysis as a tool for planning and control. Table 6-2 shows the two ways a contribution margin income statement can be presented.
TABLE
Per unit Relationships As a Percentage of Sales
Sales revenue Sales price per unit � Units sold Sales revenue � Sales revenue Less variable costs – Variable rate per unit � Units sold – Variable costs � Sales revenue Contribution margin = Contribution margin per unit � Units sold = Contribution margin � Sales revenue Less fixed costs – Total fixed costs – Fixed costs Operating income = $XXXXX = Operating income
Cost-Volume- Profit Analysis
LO3 Define cost-volume-profit (C-V-P) analysis, and discuss how managers use it as a tool for planning and control.
Cost-volume-profit (C-V-P) analysis is an examination of the cost behavior pat- terns that underlie the relationships among cost, volume of output, and profit. C-V-P analysis usually applies to a single product, product line, or division of a company. For that reason, profit, which is only part of an entire company’s operat- ing income, is the term used in the C-V-P equation. The equation is expressed as
Sales Revenue � Variable Costs � Fixed Costs � Profit S � VC � FC � P
STOP & APPLY
Using the high-low method and the following information, compute the monthly variable cost per kilowatt-hour and the monthly fixed electricity cost for a local business. Finally, express the monthly electricity cost formula and its relevant range.
Kilowatt- Electricity Month Hours Used Costs April 90 $450 May 80 430 June 70 420
SOLUTION
Variable cost per kilowatt-hour � $30 ÷ 20 hours � $1.50 per hour
Fixed costs for April: $450 � (90 � $1.50) � $315 Fixed costs for June: $420 � (70 � $1.50) � $315
Monthly electricity costs � ($1.50 � Hours) � $315. The cost formula can be used for hourly activity between 70 and 90 hours per month.
Activity Volume Month Level Cost
High April 90 hours $450 Low June 70 hours 420 Difference 20 hours $ 30
218 CHAPTER 6 Cost Behavior Analysis
6-2 Contribution Margin Income Statement
or as
Sales Price(Units Sold) � Variable Rate(Units Sold) � Fixed Costs � Profit SP(X) � VR(X) � FC � P
For example, suppose My Media Place wants to make a profit of $50,000 on one of its services. The service sells for $95.50 per unit and has variable costs of $80 per unit. If 4,000 units are sold during the period, what were the fixed costs? Use the equation SP(X) � VR(X) � FC � P to solve for the unknown fixed costs.
$95.50(4,000) � $80(4,000) � FC � $50,000 $382,000 � $320,000 � FC � $50,000 FC � $12,000
In cases involving the income statement of an entire company, the term operating income is more appropriate than profit. In the context of C-V-P analysis, how- ever, profit and operating income mean the same thing.
C-V-P analysis is a tool for both planning and control. The techniques and the problem-solving procedures involved in the process express relationships among revenue, sales mix, cost, volume, and profit. Those relationships provide a general model of financial activity that managers can use for short-range planning and for evaluating performance and analyzing alternative courses of action.
For planning, managers can use C-V-P analysis to calculate operating income when sales volume is known, or they can determine the level of sales needed to reach a targeted amount of operating income. C-V-P analysis is used extensively in budgeting as well, and is also a way of measuring how well an organization’s departments are performing. At the end of a period, sales volume and related actual costs are analyzed to find actual operating income. A department’s per- formance is measured by comparing actual costs with expected costs—costs that have been computed by applying C-V-P analysis to actual sales volume. The result is a performance report on which managers can base the control of operations.
In addition, managers use C-V-P analysis to measure the effects of alternative courses of action, such as changing variable or fixed costs, expanding or contract- ing sales volume, and increasing or decreasing selling prices. C-V-P analysis is useful in making decisions about product pricing, product mix (when an organi- zation makes more than one product or offers more than one service), adding or dropping a product line, and accepting special orders.
C-V-P analysis has many applications, all of which managers use to plan and control operations effectively. However, it is useful only under certain conditions and only when certain assumptions hold true. Those conditions and assumptions are as follows:
1. The behavior of variable and fixed costs can be measured accurately.
2. Costs and revenues have a close linear approximation throughout the relevant range. For example, if costs rise, revenues rise proportionately.
3. Efficiency and productivity hold steady within the relevant range of activity.
4. Cost and price variables also hold steady during the period being planned.
5. The sales mix does not change during the period being planned.
6. Production and sales volume are roughly equal.
If one or more of these conditions and assumptions are absent, the C-V-P analysis may be misleading.
Study Note One of the important benefits of C-V-P analysis is that it allows managers to adjust different variables and to evaluate how these changes affect profit.
Cost-Volume-Profit Analysis 219
STOP & APPLY
A local business wants to make a profit of $10,000 each month. It has variable costs of $5 per unit and fixed costs of $20,000 per month. How much must it charge per unit if 6,000 units are sold?
SOLUTION Using the equation SP(X) � VR(X) � FC � P to set up and solve for the unknown sales price:
SP(6,000) � $5(6,000) � $20,000 � $10,000
SP � $5(6,000) � $20,000 � $10,000
______________________________ 6,000 Units
� $60,000 ________ 6,000
� $10 per Unit
Breakeven Analysis
LO4 Define breakeven point, and use contribution margin to determine a company’s breakeven point for multiple products.
Breakeven analysis uses the basic elements of cost-volume-profit relationships. The breakeven point is the point at which total revenues equal total costs. It is thus the point at which an organization can begin to earn a profit. When a new venture or product line is being planned, the likelihood of the project’s suc- cess can be quickly measured by finding its breakeven point. If, for instance, the breakeven point is 24,000 units and the total market is only 25,000 units, the margin of safety would be very low, and the idea should be considered carefully. The margin of safety is the number of sales units or amount of sales dollars by which actual sales can fall below planned sales without resulting in a loss—in this example, 1,000 units.
Sales (S), variable costs (VC), and fixed costs (FC) are used to compute the breakeven point, which can be stated in terms of sales units or sales dollars. The general equation for finding the breakeven point is as follows:
S � VC � FC � $0
or as
SP(X) � VR(X) � FC � $0
Suppose, for example, that one of the services My Media Place sells is website setups. Variable costs are $50 per unit, and fixed costs average $20,000 per year. A unit is a basic website setup which sells for $90.
� Breakeven in sales units: Given this information, we can compute the breakeven point for website setup services in sales units (X equals sales units):
S – VC – FC � $0 $90X � $50X � $20,000 � $0
$40X � $20,000 X � 500 Units
� Breakeven in sales dollars: We can also compute breakeven in sales dollars since sales price multiplied by breakeven in sales units equals breakeven in sales dollars:
$90 � 500 Units � $45,000
220 CHAPTER 6 Cost Behavior Analysis
�
Using an Equation to Determine the Breakeven Point A simpler method of determining the breakeven point uses contribution margin in an equation. You will recall from our discussion of the contribution margin income statement that the contribution margin (CM) is the amount that remains after all variable costs are subtracted from sales:
S � VC � CM
Units of Output
0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
$60
$65
100 200 300 400 500 600 700
D o
lla rs
(i n
t h
o u
sa n
d s)
Variable Costs $50/Unit
Fixed Costs $20,000
Breakeven Point in Units
Total Revenue Line
Pro fit
Ar ea
Total Cost Line
Loss Area
Breakeven Point in Sales Dollars
FIGURE Graphic Breakeven Analysis for My Media Place
Study Note Contribution margin equals sales minus variable costs, whereas gross margin equals sales minus the cost of goods sold.
Breakeven Analysis 221
6-7
Breakeven by scatter diagram: In addition, we can make a rough estimate of the breakeven point using a scatter diagram. This method is less exact, but it does yield meaningful data. Figure 6-7 shows a breakeven graph for My Media Place. As you can see there, the graph has five parts:
1. A horizontal axis for units of output
2. A vertical axis for dollars
3. A line running horizontally from the vertical axis at the level of fixed costs
4. A total cost line that begins at the point where the fixed cost line crosses the vertical axis and slopes upward to the right (The slope of the line depends on the variable cost per unit.)
5. A total revenue line that begins at the origin of the vertical and horizontal axes and slopes upward to the right (The slope depends on the selling price per unit.)
At the point at which the total revenue line crosses the total cost line, revenues equal total costs. The breakeven point, stated in either sales units or dollars of sales, is found by extending broken lines from this point to the axes. As Figure 6-7 shows, My Media Place will break even when it has sold 500 website setups for $45,000.
A product line’s contribution margin represents its net contribution to pay- ing off fixed costs and earning a profit. Profit (P) is what remains after fixed costs are paid and subtracted from the contribution margin:
CM � FC � P
The example that follows uses the contribution margin income statement approach to organize the facts and to determine the profitability of one of My Media Place’s products.
Study Note The maximum contribution a unit of product or service can make is its selling price. After paying for itself (variable costs), a product or service provides a contribution margin to help pay total fixed costs and then earn a profit.
The breakeven point (BE) can be expressed as the point at which contribution margin minus total fixed costs equals zero (or the point at which contribution margin equals total fixed costs).
� Breakeven in sales units: In terms of units of product, the equation for the breakeven point looks like this:
(CM per Unit � BE Units) � FC � $0
It can also be expressed like this:
BE Units � FC ___________ CM per unit
To show how the formula works, we use the data for My Media Place:
BE Units � FC ___________ CM per unit
� $20,000 __________ $90 – $50
� $20,000 ________ $40
� 500 Units
� Breakeven in sales dollars: The breakeven point in total sales dollars may be determined by multiplying the breakeven point in units by the selling price (SP) per unit:
BE Dollars � SP � BE Units � $90 � 500 Units � $45,000
� An alternative way of determining the breakeven point in total sales dollars is to divide the fixed costs by the contribution margin ratio. The contribu- tion margin ratio is the contribution margin divided by the selling price:
CM Ratio � CM ____ SP
� $40 ____ $90
� 0.444*, or 4/9
BE Dollars � FC _________ CM Ratio
� $20,000 ________ 0.444
� $45,045*
The Breakeven Point for Multiple Products To satisfy the needs of different customers, most companies sell a variety of prod- ucts or services that often have different variable and fixed costs and different
Units Produced and Sold
Symbols 250 500 750 S Sales revenue ($90 per unit) $22,500 $45,000 $67,500 VC Less variable costs ($50 per unit) 12,500 25,000 37,500 CM Contribution margin ($40 per unit) $10,000 $20,000 $30,000 FC Less fixed costs 20,000 20,000 20,000 P Profit (loss) ($10,000) $ 0 $10,000
*Rounded.
222 CHAPTER 6 Cost Behavior Analysis
selling prices. To calculate the breakeven point for each product, its unit contri- bution margin must be weighted by the sales mix. The sales mix is the propor- tion of each product’s unit sales relative to the company’s total unit sales.
The breakeven point for multiple products can be computed in three steps:
1. Compute the weighted-average contribution margin.
2. Calculate the weighted-average breakeven point.
3. Calculate the breakeven point for each product.
To illustrate, we will use My Media Place’s sales mix of 60 percent standard web- sites to 40 percent express websites and total fixed costs of $32,000; the selling price, variable cost, and contribution margin per unit for each product line are shown in Step 1 below.
Step 1. Compute the weighted-average contribution margin. To do so, multiply the contribution margin for each product by its percentage of the sales mix, as follows:
s b t
Study Note A company’s sales mix can be very dynamic. If the mix is constantly changing, an assumption of stability may undermine the C-V-P analysis.
Standard Websites Express Websites
500 Units
100% of Sales
300 Units
Standard (60%)
200 Units
Express (40%)
or
500 Units Sold
300 200
60% 40%
FIGURE Sales Mix for My Media Place
Weighted- Selling Variable Contribution Percentage of Average Price Costs Margin (CM) Sales Mix CM
Standard $90 � $50 � $40 � 60% � $24 Express $40 � $20 � $20 � 40% � 8 Weighted-average contribution margin $32
Step 2. Calculate the weighted-average breakeven point. Divide total fixed costs by the weighted-average contribution margin:
Weighted-Average Breakeven Point � Total Fixed Costs � Weighted-Average Contribution Margin
� $32,000 � $32 � 1,000 Units
Breakeven Analysis 223
6-8
Let’s assume that My Media Place sells two types of websites: standard and express. If the company sells 500 units, of which 300 units are standard and 200 are express, the sales mix would be 3:2. For every three standard websites sold, two express websites are sold. The sales mix can also be stated in percentages. Of the 500 units sold, 60 percent (300 ÷ 500) are standard sales, and 40 percent (200 ÷ 500) are express sales (see Figure 6-8).
Step 3. Calculate the breakeven point for each product. Multiply the weighted- average breakeven point by each product’s percentage of the sales mix:
To verify, determine the contribution margin of each product and subtract the total fixed costs:
Weighted-Average Sales Breakeven Breakeven Point Mix Point
Standard 1,000 units � 60% � 600 units Express 1,000 units � 40% � 400 units
Contribution Margin
Standard 600 � $40 � $24,000 Express 400 � $20 � 8,000 Total contribution margin $32,000 Less fixed costs 32,000 Profit $ 0
STOP & APPLY
Using the contribution margin approach, find the breakeven point in units for a local business’s two products. Product M’s selling price per unit is $20, and its variable cost per unit is $11. Prod- uct N’s selling price per unit is $12, and its variable cost per unit is $6. Fixed costs are $24,000, and the sales mix of Product M to Product N is 2:1.
SOLUTION
Step 1.
Step 2. Weighted-Average Breakeven Point � $24,000 � $8.00 � 3,000 Units
Step 3. Breakeven point for each product line:
Check: Contribution Margin
Weighted- Selling Variable Contribution Percentage of Average Price Costs Margin (CM) Sales Mix CM
M $20 � $11 � $9 � 66.7% � $6 N $12 � $ 6 � $6 � 33.3% � 2 Weighted-average contribution margin $8
Weighted-Average Sales Breakeven Breakeven Point � Mix � Point M � 3,000 Units � 0.667 � 2,000 Units N � 3,000 Units � 0.333 � 1,000 Units
Product M � 2,000 � $9 � $18,000 Product N � 1,000 � $6 � 6,000 Total contribution margin $24,000 Less fixed costs 24,000 Profit $ 0
224 CHAPTER 6 Cost Behavior Analysis
Using C-V-P Analysis to Plan Future Sales, Costs, and Profits
LO5 Use C-V-P analysis to project the profitability of products and services.
The primary goal of a business venture is not to break even; it is to generate profits. C-V-P analysis adjusted for targeted profit can be used to estimate the profitability of a venture. This approach is excellent for “what-if” analy- sis, in which managers select several scenarios and compute the profit that may be anticipated from each. Each scenario generates a different amount of profit or loss.
For instance, what if sales increase by 17,000 units? What effect will the increase have on profit? What if sales increase by only 6,000 units? What if fixed costs are reduced by $14,500? What if the variable unit cost increases by $1.40?
Applying C-V-P to Target Profits To illustrate two ways a business can apply C-V-P analysis to target profits, assume that My Media Place has set $4,000 in profit as this year’s goal. If all the data in our earlier example remain the same, how many websites must My Media Place sell to reach the targeted profit?
� Contribution margin approach:
S � VC � FC � P $90X � $50X � $20,000 � $4,000 $40X � $24,000 X � 600 Units
� Equation approach: Add the targeted profit to the numerator of the contri- bution margin breakeven equation and solve for targeted sales in units:
Targeted Sales Units � FC � P ____________ CM per Unit
The number of sales units My Media Place needs to generate $4,000 in profit is computed this way:
Targeted Sales Units � FC � P ____________ CM per Unit
� $20,000 � $4,000 _________________ $40
� $24,000 ________ $40
� 600 Units
To summarize My Media Place’s plans for the coming year, a contribu- tion margin income statement can be used. As you can see in the contribution margin income statement for My Media Place shown below, the focus of such a statement is on cost behavior, not cost function. (As we noted earlier, in income statements, the term operating income is more appropriate than profit.)
My Media Place’s planning team wants to consider three alternatives to the original plan shown in the statement. In the following sections, we examine each
Contribution Margin Income Statement For the Year Ended December 31
Per Unit Total for 600 Units Sales revenue $90 $54,000 Less variable costs 50 30,000 Contribution margin $40 $24,000 Less fixed costs 20,000 Operating income $ 4,000
Using C-V-P Analysis to Plan Future Sales, Costs, and Profits 225
of these alternatives and its impact on projected operating income. In the sum- mary, we review our work from a strategic management perspective and analyze the different breakeven points of the three alternatives.
What-If Alternative 1: Decrease Variable Costs, Increase Sales Volume What if website design labor were outsourced? Based on the planning team’s research, the direct labor cost of a website would decrease by $3 to $47 and sales volume would increase by 10 percent to 660 units. How does this alter- native affect operating income?
What-If Alternative 2: Increase Fixed Costs, Increase Sales Volume What if the Marketing Department suggests that a $500 increase in advertising costs would increase sales volume by 5 percent to 630 units? How does this alter- native affect operating income?
Total for Per Unit 660 Units
Sales revenue $90 $59,400 Less variable costs 47 31,020 Contribution margin $43 $28,380 Less fixed costs 20,000 Operating income $ 8,380 Alternative 1: Increase in operating income ($8,380 � $4,000) $ 4,380
Total for Per Unit 510 Units
Sales revenue $100 $51,000 Less variable costs 50 25,500 Contribution margin $ 50 $25,500 Less fixed costs 20,000 Operating income $ 5,500 Alternative 3: Increase in operating income ($5,500 �$4,000) $ 1,500
Total for Per Unit 630 Units
Sales revenue $90 $56,700 Less variable costs 50 31,500 Contribution margin $40 $25,200 Less fixed costs 20,500 Operating income $ 4,700 Alternative 2: Increase in operating income ($4,700 �$4,000) $ 700
What-If Alternative 3: Increase Selling Price, Decrease Sales Volume What is the impact of a $10 increase in selling price on the company’s operating income? If the selling price is increased, the planning team estimates that the sales volume will decrease by 15 percent to 510 units. How does this alternative affect operating income?
226 CHAPTER 6 Cost Behavior Analysis
Comparative Summary In preparation for a meeting, the planning team at
� Note that the decrease in variable costs (direct materials) proposed in Alter- native 1 increases the contribution margin per unit (from $40 to $43), which reduces the breakeven point. Because fewer sales dollars are required to cover variable costs, the breakeven point is reached sooner than in the original plan—at a sales volume of 466 units rather than at 500 units.
� In Alternative 2, the increase in fixed costs has no effect on the contribution margin per unit, but it does require the total contribution margin to cover more fixed costs before reaching the breakeven point. Thus, the breakeven point is higher than in the original plan—513 units as opposed to 500.
� The increase in selling price in Alternative 3 increases the contribution mar- gin per unit, which reduces the breakeven point. Because more sales dollars are available to cover fixed costs, the breakeven point of 400 units is lower than the breakeven point in the original plan.
From a strategic standpoint, which plan should the planning team choose? If they want the highest operating income, they will choose Alternative 1. If, how- ever, they want the company to begin generating operating income more quickly, they will choose the plan with the lowest breakeven point, Alternative 3.
Additional qualitative information may help the planning team make a better decision. Will customers perceive that the quality of the website is lower if the company outsources the web work, as proposed in Alternative 1? Will increased expenditures on advertising yield a 5 percent increase in sales volume, as Alterna- tive 2 suggests? Will the increase in selling price suggested in Alternative 3 create more than a 15 percent decline in unit sales?
Quantitative information is essential for planning, but managers must also be sensitive to qualitative factors, such as product quality, reliability and quality of suppliers, and availability of human and technical resources.
EXHIBIT Comparative Summary of Alternatives at My Media Place
Original Plan Alternative 1 Alternative 2 Alternative 3
Decrease Direct Increase Increase Totals Materials Advertising Selling for Costs for Costs for Price for 600 Units 660 Units 630 Units 510 Units
Sales revenue $54,000 $59,400 $56,700 $51,000 Less variable costs 30,000 31,020 31,500 25,500 Contribution margin $24,000 $28,380 $25,200 $25,500 Less fixed costs 20,000 20,000 20,500 20,000 Operating income $ 4,000 $ 8,380 $ 4,700 $ 5,500
Breakeven point in whole units (FC ÷ CM) $20,000 ÷ $40 � 500 $20,000 ÷ $43 � 466* $20,500 ÷ $40 � 513* $20,000 ÷ $50 � 400
*Rounded up to next whole unit.
Study Note Remember that the breakeven point provides a rough estimate of the number of units that must be sold to cover the total costs.
Using C-V-P Analysis to Plan Future Sales, Costs, and Profits 227
My Media Place compiled the summary presented in Exhibit 6-1. It compares the three alternatives with the original plan and shows how changes in variable and fixed costs, selling price, and sales volume affect the breakeven point.
6-1
FLICKR The Decision Point at the beginning of this chapter focused on Flickr, a company whose business is continually evolving to meet customers’ preferences. It posed these questions:
• How does Flickr decide which services to offer? • Why do Flickr’s managers analyze cost behavior?
In Flickr’s quest to add services its subscribers want, its managers must consider the vari- able and fixed costs of producing those services and the effect that they would have on resource usage and profitability. To ensure that their decisions about adding services will profit the company and make the best use of its resources, the managers must analyze cost behavior. They may use a variety of methods and formulas to separate mixed costs into their variable and fixed components. With an understanding of cost behavior pat- terns, they can use cost-volume-profit analysis to evaluate “what-if” scenarios and to determine selling prices that cover both fixed and variable costs and take into account the variability of demand for their company’s services.
Suppose a company like Flickr is considering entering the online digital lockbox busi- ness by renting server space to customers to store any type of computer file. The com- pany’s managers believe this business has a large potential market as more individuals and small businesses are moving their file backups to secure online servers that can be accessed around the clock. Here is a summary of data projections for this business:
Selling price per year per customer account: $95 Direct supplies $23 Direct labor 8 Overhead 6 Selling expense 5 Variable costs per unit $42 Overhead $195,000 Advertising 55,000 Administrative expense 68,000 Total annual fi xed costs $318,000
A LOOK BACK AT �
STOP & APPLY
Assume a local real estate appraisal business is planning its home appraisal activities for the coming year. The manager estimates that her variable costs per appraisal will be $220, monthly fixed costs are $16,200, and service fee revenue will be $400 per appraisal. How many appraisals will the business have to perform each month to achieve a targeted profit of $18,000 per month?
SOLUTION Let X � Targeted Sales in Units S � VC � FC � P $400X � $220X � $16,200 � $18,000 $180X � $34,200 X � 190 Appraisals per Month
Review Problem
Breakeven Analysis and Profi tability
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228 CHAPTER 6 Cost Behavior Analysis
Required
1. Compute the annual breakeven point in customer accounts.
2. Suppose managers projects sales to 6,500 customer accounts next year. If that projection is accurate, how much profit will the company realize?
3. To improve profitability, management is considering the following four alternative courses of action. (In performing the required steps, use the figures from items 1 and 2, and treat each alternative independently.)
a. Calculate the number of digital lockbox accounts that must be sold to generate a targeted profit of $95,400. Assume that costs and selling price remain constant.
b. Calculate the operating income if the company increases the number of accounts sold by 20 percent and cuts the selling price by $5 per account.
c. Determine the number of accounts that must be sold to break even if advertising costs (fixed costs) increase by $47,700.
d. Find the number of accounts that must be sold to generate a targeted profit of $120,000 if variable costs decrease by 10 percent.
Answers to Review Problem 1. Annual breakeven point in customer accounts:
Breakeven Units � FC ___________ CM per Unit � $318,000 _________
$95 � $42 � $318,000 ________
$53 � 6,000 Units
2. Profit from sale of 6,500 accounts:
Units sold 6,500 Units required to break even 6,000 Units over breakeven 500
Profit � $53 per unit � 500 � $26,500
Contribution margin equals sales minus all variable costs. Contribution mar- gin per account equals the amount left to cover fixed costs and earn a profit after variable costs have been subtracted from sales dollars. If all fixed costs have been absorbed by the time breakeven is reached, the entire contribution margin of each unit sold in excess of breakeven represents profit.
3. a. Number of accounts that must be sold to generate a targeted profit of $95,400:
Targeted Sales Units �
$318,000 � $95,400 _________________ $53
� $413,400 ________ $53
� 7,800 Units
b. Operating income if account sales increase 20 percent and selling price per account decreases by $5:
Sales revenue [7,800 (6,500 � 1.20) accounts at $90 $702,000 per account] Less variable costs (7,800 units � $42) 327,600 Contribution margin $374,400 Less fi xed costs 318,000 Operating income $ 56,400
FC � P CM per Unit
At Look Back at Flickr 229
c. Number of accounts needed to break even if advertising costs (fixed costs) increase by $47,700:
BE Units � FC ___________ CM per Unit
$318,000 � $47,700 _________________ $53
� $365,700 ________ $53
� 6,900 Units
d. Number of accounts that must be sold to generate a targeted profit of $120,000 if variable costs decrease by 10 percent:
CM per Account � $95.00 � ($42.00 � 0.90) � $95.00 � $37.80 � $57.20
Targeted Sales Units � FC � P ___________ CM per Unit
$318,000 � $120,000 __________________ $57.20
� $438,000 $57.20
� 7,658 Units*
*Note that the answer is rounded up to the next whole unit.
230 CHAPTER 6 Cost Behavior Analysis
Cost behavior is the way costs respond to changes in volume or activity. Some costs vary in relation to volume or operating activity; other costs remain fixed as volume changes. Cost behavior depends on whether the focus is total costs or cost per unit. Total costs that change in direct proportion to changes in productive output (or any other volume measure) are called variable costs. They include hourly wages, the cost of operating supplies, direct materials costs, and the cost of merchandise. Total fixed costs remain constant within a relevant range of volume or activity. They change only when volume or activity exceeds the relevant range—for example, when new equipment or new buildings must be purchased, higher insurance pre- miums and property taxes must be paid, or additional supervisory personnel must be hired to accommodate increased activity. A mixed cost, such as the cost of elec- tricity, has both variable and fixed cost components.
For cost planning and control, mixed costs must be separated into their variable and fixed components. To separate them, managers use a variety of methods, including the engineering, scatter diagram, high-low, and statistical methods. When preparing a contribution margin income statement, all variable costs related to production, selling, and administration are subtracted from sales to determine the total contribution margin; then, all fixed costs are subtracted from the total contribution margin to determine operating income.
Cost-volume-profit analysis is an examination of the cost behavior patterns that underlie the relationships among cost, volume of output, and profit. It is a tool for both planning and control. The techniques and problem-solving procedures involved in C-V-P analysis express relationships among revenue, sales mix, cost, volume, and profit. Those relationships provide a general model of financial activ- ity that management can use for short-range planning and for evaluating perfor- mance and analyzing alternatives.
The breakeven point is the point at which total revenues equal total costs—in other words, the point at which net sales equal variable costs plus fixed costs. Once the number of units needed to break even is known, the number can be multiplied by the product’s selling price to determine the breakeven point in sales dollars. Contribution margin is the amount that remains after all variable costs have been subtracted from sales. A product’s contribution margin represents its net contribution to paying off fixed costs and earning a profit. The breakeven point in units can be computed by using the following formula:
BE Units � FC ____________ CM per Unit
Sales mix is used to calculate the breakeven point for each product when a company sells more than one product.
The addition of targeted profit to the breakeven equation makes it possible to plan levels of operation that yield the targeted profit. The formula in terms of contribution margin is
Targeted Sales Units � FC � P ____________ CM per Unit
C-V-P analysis, whether used by a manufacturing company or a service organiza- tion, enables managers to select several “what-if” scenarios and evaluate the out- come of each to determine which will generate the desired amount of profit.
LO1 Defi ne cost behavior, and identify variable, fi xed,
and mixed costs.
LO2 Separate mixed costs into their variable and fi xed components, and prepare a contribution
margin income statement.
LO3 Defi ne cost-volume-profi t (C-V-P) analysis, and
discuss how managers use it as a tool for plan-
ning and control.
LO4 Defi ne breakeven point, and use contribution
margin to determine a company’s breakeven
point for multiple products.
LO5 Use C-V-P analysis to project the profi tability
of products and services.
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REVIEW of Concepts and Terminology
232 CHAPTER 6 Cost Behavior Analysis
The following concepts and terms were introduced in this chapter:
Breakeven point 221
Contribution margin (CM) 217
Contribution margin income statement 217
Cost behavior 208
Cost-volume-profit (C-V-P) analysis 219
Engineering method 214
Fixed cost formula 211
Fixed costs 211
High-low method 931
Margin of safety 221
Mixed cost formula 213
Mixed costs 212
Normal capacity 210
Operating capacity 209
Practical capacity 210
Regression analysis 217
Relevant range 211
Sales mix 224
Scatter diagram 214
Step cost 211
Theoretical (ideal) capacity 210
Variable cost formula 209
Variable costs 209
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Concept of Cost Behavior SE 1. Dapper Hat Makers is in the business of designing and producing specialty hats. The material used for derbies costs $4.50 per unit, and Dapper pays each of its two full-time employees $360 per week. If Employee A makes 15 derbies in one week, what is the variable cost per derby, and what is this worker’s fixed cost per derby? If Employee B makes only 12 derbies in one week, what are this worker’s variable and fixed costs per derby?
Identification of Variable, Fixed, and Mixed Costs SE 2. Identify the following as (a) fixed costs, (b) variable costs, or (c) mixed costs: 1. Direct materials 4. Personnel manager’s salary 2. Electricity 5. Factory building rent 3. Operating supplies
Mixed Costs: High-Low Method SE 3. Using the high-low method and the following information, compute the monthly variable cost per telephone hour and total fixed costs for Sadiko Corporation.
Telephone Telephone Month Hours Used Costs
April 96 $4,350 May 93 4,230 June 105 4,710
Contribution Margin Income Statement SE 4. Prepare a contribution margin income statement if DeLuca, Inc., wants to make a profit of $20,000. It has variable costs of $8 per unit and fixed costs of $12,000. How much must it charge per unit if 4,000 units are sold?
Breakeven Analysis in Units and Dollars SE 5. How many units must Braxton Company sell to break even if the sell- ing price per unit is $8.50, variable costs are $4.30 per unit, and fixed costs are $3,780? What is the breakeven point in total dollars of sales?
Contribution Margin in Units SE 6. Using the contribution margin approach, find the breakeven point in units for Norcia Consumer Products if the selling price per unit is $11, the variable cost per unit is $6, and the fixed costs are $5,500.
Contribution Margin Ratio SE 7. Compute the contribution margin ratio and the breakeven point in total sales dollars for Wailley Products if the selling price per unit is $16, the variable cost per unit is $6, and the fixed costs are $6,250.
Breakeven Analysis for Multiple Products SE 8. Using the contribution margin approach, find the breakeven point in units for Sardinia Company’s two products. Product A’s selling price per unit is $10,
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Chapter Assignments 233
and its variable cost per unit is $4. Product B’s selling price per unit is $8, and its variable cost per unit is $5. Fixed costs are $15,000, and the sales mix of Product A to Product B is 2:1.
Contribution Margin and Projected Profit SE 9. If Oui Watches sells 300 watches at $48 per watch and has variable costs of $18 per watch and fixed costs of $4,000, what is the projected profit?
Monthly Costs and the High-Low Method SE 10. Guy Spy, a private investigation firm, investigated 91 cases in December and had the following costs: direct labor, $190 per case; and service overhead of $20,840. Service overhead for October was $21,150; for November, it was $21,350. The number of cases investigated during October and November was 93 and 97, respectively. Compute the variable and fixed cost components of ser- vice overhead using the high-low method. Then determine the variable and fixed costs per case for December. (Round to nearest dollar where necessary.)
Exercises Identification of Variable and Fixed Costs E 1. Indicate whether each of the following costs of productive output is usually (a) variable or (b) fixed: 1. Packing materials for stereo components 2. Real estate taxes 3. Gasoline for a delivery truck 4. Property insurance 5. Depreciation expense of buildings (calculated with the straight-line method) 6. Supplies 7. Indirect materials 8. Bottles used to package liquids 9. License fees for company cars 10. Wiring used in radios 11. Machine helper’s wages 12. Wood used in bookcases 13. City operating license 14. Machine depreciation based on machine hours used 15. Machine operator’s hourly wages 16. Cost of required outside inspection of each unit produced
Variable Cost Analysis E 2. Zero Time Oil Change has been in business for six months. The company pays $0.50 per quart for the oil it uses in servicing cars. Each job requires an aver- age of 4 quarts of oil. The company estimates that in the next three months, it will service 240, 288, and 360 cars. 1. Compute the cost of oil for each of the three months and the total cost for all
three months. Cars to Be Required Total Month Serviced Quarts/Car Cost/Quart Cost/Month
1 240 4 $0.50 ______ 2 288 4 0.50 ______ 3 360 4 0.50 ______ Three-month total 888 ______
______
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234 CHAPTER 6 Cost Behavior Analysis
2. Complete the following sentences by choosing the words that best describe the cost behavior at Zero Time Oil Change: a. Cost per unit (increased, decreased, remained constant). b. Total variable cost per month (increased, decreased) as the quantity of
oil used (increased, decreased).
Mixed Costs: High-Low Method E 3. Whitehouse Company manufactures major appliances. Because of growing interest in its products, it has just had its most successful year. In preparing the budget for next year, its controller compiled these data:
Volume in Month Machine Hours Electricity Cost
July 6,000 $ 60,000 August 5,000 53,000 September 4,500 49,500 October 4,000 46,000 November 3,500 42,500 December 3,000 39,000 Six-month total 26,000 $290,000
Using the high-low method, determine the variable electricity cost per machine hour and the monthly fixed electricity cost. Estimate the total variable electricity costs and fixed electricity costs if 4,800 machine hours are projected to be used next month.
Mixed Costs: High-Low Method E 4. When Jerome Company’s monthly costs were $75,000, sales were $80,000; when its monthly costs were $60,000, sales were $50,000. Use the high-low method to develop a monthly cost formula for Jerome’s coming year.
Contribution Margin Income Statement and Ratio E 5. Senora Company manufactures a single product that sells for $110 per unit. The company projects sales of 500 units per month. Projected costs are as follows:
Type of Cost Manufacturing Nonmanufacturing
Variable $10,000 $5,000 Nonvariable $12,500 $7,500
1. Prepare a contribution margin income statement for the month. 2. What is the contribution margin ratio? 3. What volume, in terms of units, must the company sell to break even?
Contribution Margin Income Statement and C-V-P Analysis E 6. Using the data in the contribution margin income statement for Sedona, Inc., that appears at the top of the next page, calculate (1) selling price per unit, (2) variable costs per unit, and (3) breakeven point in units and in sales dollars.
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Graphic Breakeven Analysis E 7. Identify the letter of the point, line segment, or area of the breakeven graph shown below that correctly completes each of the following statements: 1. The maximum possible operating loss is
a. A c. B b. D d. F
2. The breakeven point in sales dollars is a. C c. A b. D d. G
3. At volume F, total contribution margin is a. C c. E b. D d. G
4. Operating income is represented by area a. KDL c. BDC b. KCJ d. GCJ
5. At volume J, total fixed costs are represented by a. H c. I b. G d. J
6. If volume increases from F to J, the change in total costs is a. HI minus DE c. BC minus DF b. DF minus HJ d. AB minus DE
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Sedona, Inc. Contribution Margin Income Statement
For the Year Ended December 31
Sales (10,000 units) $16,000,000 Less variable costs Cost of goods sold $8,000,000 Selling, administrative, and general 4,000,000 Total variable costs 12,000,000 Contribution margin $ 4,000,000 Less fixed costs Overhead $1,200,000 Selling, administrative, and general 800,000 Total fixed costs 2,000,000 Operating income $ 2,000,000
236 CHAPTER 6 Cost Behavior Analysis
Breakeven Analysis E 8. Techno Designs produces head covers for golf clubs. The company expects to generate a profit next year. It anticipates fixed manufacturing costs of $126,500 and fixed general and administrative expenses of $82,030 for the year. Variable manufacturing and selling costs per set of head covers will be $4.65 and $2.75, respectively. Each set will sell for $13.40. 1. Compute the breakeven point in sales units. 2. Compute the breakeven point in sales dollars. 3. If the selling price is increased to $14 per unit and fixed general and admin-
istrative expenses are cut by $33,465, what will the new breakeven point be in units?
4. Prepare a graph to illustrate the breakeven point computed in 2.
Breakeven Analysis and Pricing E 9. McLennon Company has a plant capacity of 100,000 units per year, but its budget for this year indicates that only 60,000 units will be produced and sold. The entire budget for this year is as follows:
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Sales (60,000 units at $4) $240,000 Less cost of goods produced (based on production of 60,000 units) Direct materials (variable) $60,000 Direct labor (variable) 30,000 Variable ovesrhead costs 45,000 Fixed overhead costs 75,000 Total cost of goods produced 210,000 Gross margin $ 30,000 Less selling and administrative expenses Selling (fixed) $24,000 Administrative (fixed) 36,000 Total selling and administrative expenses 60,000 Operating income (loss) ($ 30,000)
1. Given the budgeted selling price and cost data, how many units would McLennon have to sell to break even? (Hint: Be sure to consider selling and administrative expenses.)
2. Market research indicates that if McLennon were to drop its selling price to $3.80 per unit, it could sell 100,000 units. Would you recommend the drop in price? What would the new operating income or loss be?
Breakeven Point for Multiple Products E 10. Saline Aquarium, Inc., manufactures and sells aquariums, water pumps, and air filters. The sales mix is 1:2:2 (i.e., for every one aquarium sold, two water pumps and two air filters are sold). Using the contribution margin approach, find the breakeven point in units for each product. The company’s fixed costs are $26,000. Other information is as follows:
Selling Price Variable Costs per Unit per Unit
Aquariums $60 $25 Water pumps 20 12 Air filters 10 3
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Breakeven Point for Multiple Products E 11. Hamburgers and More, Inc., sells hamburgers, drinks, and fries. The sales mix is 1:3:2 (i.e., for every one hamburger sold, three drinks and two fries are sold). Using the contribution margin approach, find the breakeven point in units for each product. The company’s fixed costs are $2,040. Other information is as follows:
Selling Price Variable Costs per Unit per Unit
Hamburgers $0.99 $0.27 Drinks 0.99 0.09 Fries 0.99 0.15
Sales Mix Analysis E 12. Ella Mae Simpson is the owner of a hairdressing salon in Palm Coast, Florida. Her salon provides three basic services: shampoo and set, permanents, and cut and blow dry. The following are its operating results from the past quarter:
Contribution Number of Total Margin in Type of Service Customers Sales Dollars
Shampoo and set 1,200 $24,000 $14,700 Permanents 420 21,000 15,120 Cut and blow dry 1,000 15,000 10,000 2,620 $60,000 $39,820 Total fixed costs 30,000 Profit $ 9,820
Compute the breakeven point in units based on the weighted-average contribu- tion margin for the sales mix.
Contribution Margin and Profit Planning E 13. Target Systems, Inc., makes heat-seeking missiles. It has recently been offered a government contract from which it may realize a profit. The contract purchase price is $130,000 per missile, but the number of units to be purchased has not yet been decided. The company’s fixed costs are budgeted at $3,973,500, and variable costs are $68,500 per unit. 1. Compute the number of units the company should agree to make at the
stated contract price to earn a profit of $1,500,000. 2. Using a lighter material, the variable unit cost can be reduced by $1,730,
but total fixed overhead will increase by $27,500. How many units must be produced to make $1,500,000 in profit?
3. Given the figures in 2, how many additional units must be produced to increase profit by $1,264,600?
Planning Future Sales E 14. Short-term automobile rentals are the specialty of ASAP Auto Rentals, Inc. Average variable operating costs have been $12.50 per day per automobile. The company owns 60 automobiles. Fixed operating costs for the next year are expected to be $145,500. Average daily rental revenue per automobile is expected to be $34.50. Management would like to earn a profit of $47,000 during the year. 1. Calculate the total number of daily rentals the company must have during the
year to earn the targeted profit. 2. On the basis of your answer to 1, determine the average number of days each
automobile must be rented.
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238 CHAPTER 6 Cost Behavior Analysis
3. Determine the total revenue needed to achieve the targeted profit of $47,000.
4. What would the total rental revenue be if fixed operating costs could be low- ered by $5,180 and the targeted profit increased to $70,000?
Cost Behavior in a Service Business E 15. Luke Ricci, CPA, is the owner of a firm that provides tax services. The firm charges $50 per return for the direct professional labor involved in preparing standard short-form tax returns. In January, the firm prepared 850 such returns; in February, 1,000; and in March, 700. Service overhead (telephone and utilities, depreciation on equipment and building, tax forms, office supplies, and wages of clerical personnel) for January was $18,500; for February, $20,000; and for March, $17,000.
1. Determine the variable and fixed cost components of the firm’s Service Over- head account.
2. What would the estimated total cost per tax return be if the firm prepares 825 standard short-form tax returns in April?
C-V-P Analysis in a Service Business E 16. Flossmoor Inspection Service specializes in inspecting cars that have been returned to automobile leasing companies at the end of their leases. Flossmoor’s charge for each inspection is $50; its average cost per inspection is $15. Tony Lomangeno, Flossmoor’s owner, wants to expand his business by hiring another employee and purchasing an automobile. The fixed costs of the new employee and automobile would be $3,000 per month. How many inspections per month would the new employee have to perform to earn Lomangeno a profit of $1,200?
Problems Cost Behavior and Projection for a Service Business P 1. Power Brite Painting Company specializes in refurbishing exterior painted surfaces that have been hard hit by humidity and insect debris. It uses a special technique, called pressure cleaning, before priming and painting the surface. The refurbishing process involves the following steps:
1. Unskilled laborers trim all trees and bushes within two feet of the structure. 2. Skilled laborers clean the building with a high-pressure cleaning machine,
using about 6 gallons of chlorine per job. 3. Unskilled laborers apply a coat of primer. 4. Skilled laborers apply oil-based exterior paint to the entire surface.
On average, skilled laborers work 12 hours per job, and unskilled laborers work 8 hours. The refurbishing process generated the following operating results dur- ing the year on 628 jobs:
Skilled labor $20 per hour Unskilled labor $8 per hour Gallons of chlorine used 3,768 gallons at $5.50 per gallon Paint primer 7,536 gallons at $15.50 per gallon Paint 6,280 gallons at $16 per gallon Depreciation of paint-spraying $600 per month depreciation equipment Lease of two vans $800 per month total Rent on storage building $450 per month
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Data on utilities for the year are as follows: Month Number of Jobs Cost Hours Worked January 42 $ 3,950 840 February 37 3,550 740 March 44 4,090 880 April 49 4,410 980 May 54 4,720 1,080 June 62 5,240 1,240 July 71 5,820 1,420 August 73 5,890 1,460 September 63 5,370 1,260 October 48 4,340 960 November 45 4,210 900 December 40 3,830 800 Totals 628 $55,420 12,560
Required 1. Classify the costs as variable, fixed, or mixed. 2. Using the high-low method, separate mixed costs into their variable and fixed
components. Use total hours worked as the basis. 3. Compute the average cost per job for the year. (Hint: Divide the total of all
costs for the year by the number of jobs completed.) 4. Project the average cost per job for next year if variable costs per job increase
20 percent. 5. Why can actual utility costs vary from the amount computed using the utili-
ties cost formula (requirement 2)?
Breakeven Analysis P 2. Luce & Morgan, a law firm in downtown Jefferson City, is considering open- ing a legal clinic for middle- and low-income clients. The clinic would bill at a rate of $18 per hour. It would employ law students as paraprofessional help and pay them $9 per hour. Other variable costs are anticipated to be $5.40 per hour, and annual fixed costs are expected to total $27,000.
Required 1. Compute the breakeven point in billable hours. 2. Compute the breakeven point in total billings. 3. Find the new breakeven point in total billings if fixed costs should go up
by $2,340. 4. Using the original figures, compute the breakeven point in total billings if
the billing rate decreases by $1 per hour, variable costs decrease by $0.40 per hour, and fixed costs go down by $3,600.
Planning Future Sales: Contribution Margin Approach P 3. Icon Industries is considering a new product for its Trophy Division. The prod- uct, which would feature an alligator, is expected to have global market appeal and to become the mascot for many high school and university athletic teams. Expected variable unit costs are as follows: direct materials, $18.50; direct labor, $4.25; pro- duction supplies, $1.10; selling costs, $2.80; and other, $1.95. Annual fixed costs are depreciation, building, and equipment, $36,000; advertising, $45,000; and other, $11,400. Icon Industries plans to sell the product for $55.00.
Required 1. Using the contribution margin approach, compute the number of units the
company must sell to (a) break even and (b) earn a profit of $70,224.
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2. Using the same data, compute the number of units that must be sold to earn a profit of $139,520 if advertising costs rise by $40,000.
3. Using the original information and sales of 10,000 units, compute the selling price the company must use to make a profit of $131,600. (Hint: Calculate contribution margin per unit first.)
4. According to the vice president of marketing, Albert Flora, the most optimis- tic annual sales estimate for the product would be 15,000 units, and the highest competitive selling price the company can charge is $52 per unit. How much more can be spent on fixed advertising costs if the selling price is $52, if the variable costs cannot be reduced, and if the targeted profit for 15,000 unit sales is $251,000?
Breakeven Analysis and Planning Future Sales P 4. Write Company has a maximum capacity of 200,000 units per year. Variable manufacturing costs are $12 per unit. Fixed overhead is $600,000 per year. Vari- able selling and administrative costs are $5 per unit, and fixed selling and admin- istrative costs are $300,000 per year. The current sales price is $23 per unit.
Required 1. What is the breakeven point in (a) sales units and (b) sales dollars? 2. How many units must Write Company sell to earn a profit of $240,000 per
year? 3. A strike at one of the company’s major suppliers has caused a shortage of mate-
rials, so the current year’s production and sales are limited to 160,000 units. To partially offset the effect of the reduced sales on profit, management is plan- ning to reduce fixed costs to $841,000. Variable cost per unit is the same as last year. The company has already sold 30,000 units at the regular selling price of $23 per unit. a. What amount of fixed costs was covered by the total contribution mar-
gin of the first 30,000 units sold? b. What contribution margin per unit will be needed on the remaining
130,000 units to cover the remaining fixed costs and to earn a profit of $210,000 this year?
Planning Future Sales for a Service Business P 5. Lending Hand Financial Corporation is a subsidiary of Gracey Enterprises. Its main business is processing loan applications. Last year, Bettina Brent, the manager of the corporation’s loan department, established a policy of charg- ing a $250 fee for every loan application processed. Next year’s variable costs have been projected as follows: loan consultant’s wages, $15.50 per hour (a loan application takes 5 hours to process); supplies, $2.40 per application; and other variable costs, $5.60 per application. Annual fixed costs include depreciation of equipment, $8,500; building rental, $14,000; promotional costs, $12,500; and other fixed costs, $8,099.
Required 1. Using the contribution margin approach, compute the number of loan appli-
cations the company must process to (a) break even and (b) earn a profit of $14,476.
2. Using the same approach and assuming promotional costs increase by $5,662, compute the number of applications the company must process to earn a profit of $20,000.
3. Assuming the original information and the processing of 500 applications, compute the loan application fee the company must charge if the targeted profit is $41,651.
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Chapter Assignments 241
4. Brent’s staff can handle a maximum of 750 loan applications. How much more can be spent on promotional costs if the highest fee tolerable to the customer is $280, if variable costs cannot be reduced, and if the targeted profit for the loan applications is $50,000?
Alternate Problems Mixed Costs P 6. Officials of the Hidden Hills Golf and Tennis Club are in the process of preparing a budget for the year ending December 31. Because Ramon Saud, the club treasurer, has had difficulty with two expense items, the process has been delayed by more than four weeks. The two items are mixed costs—expenses for electricity and for repairs and maintenance—and Saud has been having trouble breaking them down into their variable and fixed components.
An accountant friend has suggested that he use the high-low method to divide the costs into their variable and fixed parts. The spending patterns and activity measures related to each cost during the past year are as follows:
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Electricity Expense Repairs and Maintenance Kilowatt- Month Amount Hours Amount Labor Hours
January $ 7,500 210,000 $ 7,578 220 February 8,255 240,200 7,852 230 March 8,165 236,600 7,304 210 April 8,960 268,400 7,030 200 May 7,520 210,800 7,852 230 June 7,025 191,000 8,126 240 July 6,970 188,800 8,400 250 August 6,990 189,600 8,674 260 September 7,055 192,200 8,948 270 October 7,135 195,400 8,674 260 November 8,560 252,400 8,126 240 December 8,415 246,600 7,852 230 Totals $92,550 2,622,000 $96,416 2,840
Required 1. Using the high-low method, compute the variable cost rates used last year for
each expense. What was the monthly fixed cost for electricity and for repairs and maintenance?
2. Compute the total variable cost and total fixed cost for each expense category for last year.
3. Saud believes that in the coming year, the electricity rate will increase by $0.005 and the repairs rate, by $1.20. Usage of all items and their fixed cost amounts will remain constant. Compute the projected total cost for each category. How will the cost increases affect the club’s profits and cash flow?
Breakeven Analysis P 7. At the beginning of each year, the Accounting Department at Moon Glow Lighting, Ltd., must find the point at which projected sales revenue will equal total budgeted variable and fixed costs. The company produces custom-made, low- voltage outdoor lighting systems. Each system sells for an average of $435. Variable costs per unit are $210. Total fixed costs for the year are estimated to be $166,500.
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Required 1. Compute the breakeven point in sales units. 2. Compute the breakeven point in sales dollars. 3. Find the new breakeven point in sales units if the fixed costs go up by
$10,125. 4. Using the original figures, compute the breakeven point in sales units if the
selling price decreases to $425 per unit, fixed costs go up by $15,200, and variable costs decrease by $15 per unit.
Planning Future Sales: Contribution Margin Approach P 8. Garden Marbles manufactures birdbaths, statues, and other decorative items, which it sells to florists and retail home and garden centers. Its design department has proposed a new product, a statue of a frog, that it believes will be popular with home gardeners. Expected variable unit costs are direct materials, $9.25; direct labor, $4.00; production supplies, $0.55; selling costs, $2.40; and other, $3.05. The following are fixed costs: depreciation, building, and equipment, $33,000; advertising, $40,000; and other, $6,000. Management plans to sell the product for $29.25.
Required 1. Using the contribution margin approach, compute the number of statues the
company must sell to (a) break even and (b) earn a profit of $50,000. 2. Using the same data, compute the number of statues that must be sold to
earn a profit of $70,000 if advertising costs rise by $20,000. 3. Using the original data and sales of 15,000 units, compute the selling price
the company must charge to make a profit of $100,000. 4. According to the vice president of marketing, Yvonne Palmer, if the price of
the statues is reduced and advertising is increased, the most optimistic annual sales estimate is 25,000 units. How much more can be spent on fixed adver- tising costs if the selling price is reduced to $28.00 per statue, if the variable costs cannot be reduced, and if the targeted profit for sales of 25,000 statues is $120,000?
Breakeven Analysis and Planning Future Sales P 9. Peerless Company has a maximum capacity of 500,000 units per year. Variable manufacturing costs are $25 per unit. Fixed overhead is $900,000 per year. Vari- able selling and administrative costs are $5 per unit, and fixed selling and adminis- trative costs are $300,000 per year. The current sales price is $36 per unit.
Required 1. What is the breakeven point in (a) sales units and (b) sales dollars? 2. How many units must Peerless Company sell to earn a profit of $600,000
per year? 3. A strike at one of the company’s major suppliers has caused a shortage of mate-
rials, so the current year’s production and sales are limited to 400,000 units. To partially offset the effect of the reduced sales on profit, management is plan- ning to reduce fixed costs to $1,000,000. Variable cost per unit is the same as last year. The company has already sold 30,000 units at the regular selling price of $36 per unit. a. What amount of fixed costs was covered by the total contribution mar-
gin of the first 30,000 units sold? b. What contribution margin per unit will be needed on the remaining
370,000 units to cover the remaining fixed costs and to earn a profit of $300,000 this year?
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Planning Future Sales for a Service Business P 10. Home Mortgage Inc.’s primary business is processing mortgage loan applications. Last year, Jenna Jason, the manager of the mortgage application department, established a policy of charging a $500 fee for every loan application processed. Next year’s variable costs have been projected as follows: mortgage processor wages, $30 per hour (a mortgage application takes 3 hours to pro- cess); supplies, $10 per application; and other variable costs, $15 per application. Annual fixed costs include depreciation of equipment, $5,000; building rental, $34,000; promotional costs, $45,000; and other fixed costs, $20,000.
Required 1. Using the contribution margin approach, compute the number of loan appli-
cations the company must process to (a) break even and (b) earn a profit of $50,000.
2. Using the same approach and assuming promotional costs increase by $5,400, compute the number of applications the company must process to earn a profit of $60,000.
3. Assuming the original information and the processing of 500 applications, compute the loan application fee the company must charge if the targeted profit is $40,000.
4. Jason’s staff can handle a maximum of 750 loan applications. How much more can be spent on promotional costs if the highest fee tolerable to the customer is $400, if variable costs cannot be reduced, and if the targeted profit for the loan applications is $50,000?
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Breaking Even and Ethics C 1. Lesley Chomski is the supervisor of the New Product Division of MCO Cor- poration. Her annual bonus is based on the success of new products and is com- puted on the number of sales that exceed each new product’s projected breakeven point. In reviewing the computations supporting her most recent bonus, Chom- ski found that although an order for 7,500 units of a new product called R56 had been refused by a customer and returned to the company, the order had been included in the bonus calculations. She later discovered that the compa- ny’s accountant had labeled the return an overhead expense and had charged the entire cost of the returned order to the plantwide Overhead account. The result was that product R56 appeared to exceed breakeven by more than 5,000 units and Chomski’s bonus from this product amounted to over $1,000. What actions should Chomski take? Be prepared to discuss your response in class.
Cost Behavior and Contribution Margin C 2. Visit a local fast-food restaurant. Observe all aspects of the operation and take notes on the entire process. Describe the procedures used to take, process, and fill an order and deliver the order to the customer. Based on your observations, make a list of the costs incurred by the operation. Identify at least three variable costs and three fixed costs. Can you identify any potential mixed costs? Why is the restaurant willing to sell a large drink for only a few cents more than a medium drink? How is the restaurant able to offer a “value meal” (e.g., sandwich, drink, and fries) for considerably less than those items would cost if they were bought separately? Bring your notes to class and be prepared to discuss your findings.
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244 CHAPTER 6 Cost Behavior Analysis
Datura, Ltd. Contribution Margin Income Statement For the Year Ended December 31, 2010
Sales revenue €13,500,000 Less variable costs Purchases €6,000,000 Distribution 2,115,000 Sales commissions 1,410,000 Total variable costs 9,525,000 Contribution margin € 3,975,000 Less fixed costs Distribution € 985,000 Selling 1,184,000 General and administrative 871,875 Total fixed costs 3,040,875 Operating income € 934,125
Your instructor will divide the class into groups to discuss the case. Sum- marize your group’s discussion, and ask one member of the group to present the summary to the rest of the class.
C-V-P Analysis C 3. Based in Italy, Datura, Ltd., is an international importer-exporter of pottery with distribution centers in the United States, Europe, and Australia. The company was very successful in its early years, but its profitability has since declined. As a member of a management team selected to gather information for Datura’s next strategic planning meeting, you have been asked to review its most recent contribution margin income statement for the year ended December 31, 2010, which appears below.
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In 2010, Datura sold 15,000 sets of pottery.
1. For each set of pottery sold in 2010, calculate the (a) selling price, (b) vari- able purchases cost, (c) variable distribution cost, (d) variable sales commis- sion, and (e) contribution margin.
2. Calculate the breakeven point in units and in sales euros. 3. Historically, Datura’s variable costs have been about 60 percent of sales.
What was the ratio of variable costs to sales in 2010? List three actions Datura could take to correct the difference.
4. How would fixed costs have been affected if Datura had sold only 14,000 sets of pottery in 2010?
C-V-P Analysis Applied C 4. Refer to the information in C 3. In January 2011, Sophia Callas, the presi- dent of Datura, Ltd., conducted a strategic planning meeting. During the meet- ing, Phillipe Mazzeo, vice president of distribution, noted that because of a new contract with an international shipping line, the company’s fixed distribution costs for 2011 would be reduced by 10 percent and its variable distribution costs by 4 percent. Gino Roma, vice president of sales, offered the following information:
We plan to sell 15,000 sets of pottery again in 2011, but based on review of the competition, we are going to lower the selling price to €890 per set. To encourage increased sales, we will raise sales commissions to 12 percent of the selling price.
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Chapter Assignments 245
Sophia Callas is concerned that the changes described by Roma and Mazzeo may not improve operating income sufficiently in 2011. If operating income does not increase by at least 10 percent, she will want to find other ways to reduce the company’s costs. She asks you to evaluate the situation in a written report. Because it is already January of 2011 and changes need to be made quickly, she requests your report within five days.
1. Prepare a budgeted contribution margin income statement for 2011. Your report should show the budgeted (estimated) operating income based on the information provided above and in C 3. Will the changes improve operating income sufficiently? Explain.
2. In preparation for writing your report, answer the following questions: a. Why are you preparing the report? b. Who needs the report? c. What sources of information will you use? d. When is the report due?
Planning Future Sales C 5. As noted in C 3, Datura, Ltd., sold 15,000 sets of pottery in 2010. As noted in C 4, in 2011, Datura’s strategic planning team targeted sales of 15,000 sets of pottery, reduced the selling price to €890 per set, increased sales commissions to 12 percent of the selling price, and decreased fixed distribution costs by 10 percent and variable distribution costs by 4 percent. It was assumed that all other costs would stay the same.
Based on an analysis of these changes, Sophia Callas, Datura’s president, is concerned that the proposed strategic plan will not meet her goal of increasing Datura’s operating income by 10 percent over last year’s income and that the operating income will be less than last year’s income. She has come to you for spreadsheet analysis of the proposed strategic plan and for analysis of a special order she just received from an Australian distributor for 4,500 sets of pottery. The order’s selling price, variable purchases cost per unit, sales commission, and total fixed costs will be the same as for the rest of the business, but the variable distribution costs will be €160 per unit.
Using an Excel spreadsheet, complete the following tasks:
1. Calculate the targeted operating income for 2011 using just the proposed strategic plan.
2. Prepare a budgeted contribution margin income statement for 2011 based on just the strategic plan. Do you agree with Datura’s president that the company’s projected operating income for 2011 will be less than the operat- ing income for 2010? Explain your answer.
3. Calculate the total contribution margin from the Australian sales. 4. Prepare a revised budgeted contribution margin income statement for 2011
that includes the Australian order. (Hint: Combine the information from 2 and 3 above.)
5. Does Datura need the Australian sales to achieve its targeted operating income for 2011?
Cookie Company (Continuing Case) C 6. In this segment of our continuing “cookie company” case, you will classify the costs of the business as variable, fixed, or mixed; use the high-low method to evaluate utility costs; and prepare a contribution margin income statement.
1. Review your cookie recipe and the overhead costs you identified in Chapter 16, and classify the costs as variable, fixed, or mixed costs.
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246 CHAPTER 6 Cost Behavior Analysis
2. Obtain your electric bills for three months, and use the high-low method’s cost formula to determine the monthly cost of electricity—that is, monthly electric cost � variable rate per kilowatt-hour � monthly fixed cost. If you do not receive an electric bill, use the following information:
Month Kilowatt-Hours Used Electric Costs
August 1,439 $202 September 1,866 230 October 1,146 158
3. Prepare a daily contribution margin income statement based on the following assumptions:
Cookie Company makes only one kind of cookie and sells it for $1.00 per unit. The company projects sales of 500 units per day. Projected daily costs are as follows:
Type of Cost Manufacturing Nonmanufacturing
Variable $100 $50 Nonvariable 120 60
a. What is the contribution margin ratio? b. What volume, in terms of units, must the company sell to break even
each day?
Chapter Assignments 247
The Management Process
The Budgeting Process
W hen managers develop budgets, they match their organi-zational goals with the resources necessary to accomplish those goals. During the budgeting process, they evaluate opera-
tional, tactical, value chain, and capacity issues; assess how resources
can be used efficiently; and develop contingency budgets as busi-
ness conditions change. In this chapter, we describe the budgeting
process, identify the elements of a master budget, and demonstrate
how managers prepare operating budgets and financial budgets.
L E A R N I N G O B J E C T I V E S
LO1 Define budgeting, and explain budget basics.
LO2 Identify the elements of a master budget in different types of organizations and the guidelines for preparing budgets.
LO3 Prepare the operating budgets that support the financial budgets.
LO4 Prepare a budgeted income statement, a cash budget, and a budgeted balance sheet.
C H A P T E R
PLAN
PERFORM
EVALUATE
COMMUNICATE
Review strategic, tactical, and operating objectives.
Analyze costs and determine cost formulas.
Analyze and forecast sales.
Prepare operating budgets. Prepare financial budgets.
Implement budgets to grant authority and responsibility for operating objectives.
Compare actual results with budgets; revise budgets if needed.
Prepare internal budget reports that summarize and analyze performance. Prepare pro forma financial statements for external use.
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Budgeting is not only an essential part of planning; it also helps managers control, evaluate, and report on operations.
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(pp. 283–287)
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(pp. 295–301)
248
DECISION POINT � A MANAGER’S FOCUS FRAMERICA CORPORATION
Framerica Corporation is one of the leading manufacturers of pic- ture frames in North America. Its innovations, which include profile- wrapping capabilities and finishes, have revolutionized the methods used in producing picture frames. Because Framerica believes its work force is its most valuable asset, one of its priorities is to help employees attain their personal goals.
One highly effective way of achieving congruence between a company’s goals and objectives and employees’ personal aspira- tions is a participative budgeting process—an ongoing dialogue that involves personnel at all levels of a company in making budget- ing decisions. This dialogue provides both managers and lower-level employees with insight into the company’s current activities and future direction and motivates them to improve their own perfor- mance, which, in turn, improves the company’s performance.
� How does Framerica Corporation translate long-term goals into operating objectives?
� What is the effect of Framerica’s budgeting process?
247
The Budgeting Process
LO1 Define budgeting, and explain budget basics.
Study Note For-profit organizations often use the term profit planning rather than budgeting.
FOCUS ON BUSINESS PRACTICE
When chief financial officers were asked what caused their planning process to fail, these were the six factors they most commonly cited:1
� An inadequately defined strategy
� No clear link between strategy and the operational budget
� Lack of individual accountability for results
� Lack of meaningful performance measures
� Inadequate pay for performance
� Lack of appropriate data
What Can Cause the Planning Process to Fail?
Budgeting is the process of identifying, gathering, summarizing, and commu- nicating financial and nonfinancial information about an organization’s future activities. It is an essential part of the continuous planning that an organization must do to accomplish its long-term goals. The budgeting process provides managers of all types of organizations—including for-profit organizations and not-for-profit organizations—the opportunity to match their organizational goals with the resources necessary to accomplish those goals.
Budgets—plans of action based on forecasted transactions, activities, and events—are synonymous with managing an organization. They are essential to accomplishing the goals articulated in an organization’s strategic plan. They are used to communicate information, coordinate activities and resource usage, moti- vate employees, and evaluate performance. For example, a board of directors may use budgets to determine managers’ areas of responsibility and to measure manag- ers’ performance in those areas.
Budgets are, of course, also used to manage and account for cash. Such bud- gets establish targeted levels of cash receipts and limits on the spending of cash for particular purposes.
Advantages of Budgeting Budgeting is advantageous for organizations, because:
1. Budgets foster organizational communication.
2. Budgets ensure a focus both on future events and on resolving day-to-day issues.
3. Budgets assign resources and the responsibility to use them wisely to manag- ers who are held accountable for their results.
4. Budgets can identify potential constraints before they become problems.
5. Budgets facilitate congruence between organizational and personal goals.
6. Budgets define organizational goals and objectives numerically, against which actual performance results can be evaluated.
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Budgeting and Goals
Long-Term Goals Strategic planning is the process by which management establishes an organization’s long-term goals. These goals define the strategic direction that an organization will take over a ten-year period and are the basis for making annual operating plans and preparing budgets. Long-term goals cannot be vague; they must set specific tactical targets and timetables and assign operat- ing responsibility for achieving the goals to specific personnel. For example, a long-term goal for a company that currently holds only 4 percent of its product’s market share might specify that the vice president of marketing is to develop strategies to ensure that the company controls 10 percent of the market in five years and 15 percent by the end of ten years.
Short-Term Goals Annual operating plans involve every part of an enter- prise and are much more detailed than long-term strategic plans. To formu- late an annual operating plan, an organization must restate its long-term goals in terms of what it needs to accomplish during the next year. The process entails making decisions about sales and profit targets, human resource needs, and the introduction of new products or services. The short-term goals identi- fied in an annual operating plan are the basis of an organization’s operating budgets for the year.
Budgeting Basics Once long- and short-term goals have been decided, the organization’s controller and budget committee, which includes many top managers, play a central role in coordinating the budgeting process. Together, they set the basics of the budget- ing process, including assigning budget authority, inviting employee participation, selecting the budget period, and implementing the budget.
Budget Authority Every budget and budget line item is associated with a spe- cific role or job in an organization. For example, a department manager is respon- sible for the department’s budget, and the marketing vice president is responsible for what is spent on advertising.
Since managers responsibilities and budget authority are linked, managers must explain or take corrective action for any deviations between their budgets and actual results. Responsibility accounting, which will be discussed in greater detail in the next chapter, authorizes managers to take control of and be held accountable for the revenues and expenses in their budgets. It assigns resources and the responsibility to use them wisely to managers. If managers do not have budget authority, they lack the control necessary to accomplish their duties and cannot be held accountable for results. The concept of responsibility account- ing holds managers accountable for only those budget items that they actually control.
Participation Because an organization’s main activities—such as production, sales, and employee training—take place at its lower levels, the information necessary for establishing a budget flows from the employees and supervisors of those activities through middle managers to senior executives. Each person in this chain of communication thus plays a role in developing a budget, as well as in implementing it. If these individuals feel that they have a voice in setting the budget targets, they will be motivated to ensure that their departments attain those targets and stay within the budget. If they do not feel that they have a role in the budgeting process, motivation will suffer. The key to a successful
Study Note As plans are formulated for time periods closer to the current date, they become more specific and quantified. The annual budget is a very specific plan of action.
The Budgeting Process 251
budget is therefore participative budgeting, a process in which personnel at all levels of an organization actively engage in making decisions about the bud- get. Participative budgeting depends on joint decision making; without it the budgeting process will be authoritative rather than participative. Without input from personnel at all operational levels, the budget targets may be unrealistic and impossible to attain.
Budget Period Budgets, like the company’s fiscal period, generally cover a one-year period of time. An annual operating budget may be divided further by an organization into monthly or quarterly periods depending on how detailed the information needs are. In this chapter, you will be working with both monthly and quarterly budgets.
The organization’s controller and budget committee decide whether they will use a static or continuous budgeting process. Static budgets are prepared once a year and do not change during the annual budget period. To ensure that its managers have continuously updated operating data against which to measure performance, an organization may select an ongoing budgeting process, called a continuous budget. A continuous budget is a forward-rolling budget that sum- marizes budgets for the next 12 months. Each month, managers prepare a bud- get for the same month next year. Thus, the budget is continuously reviewed and revised during the year.
Budget Approach Traditional budgeting approaches require managers to jus- tify only budget changes over the past year. An alternative to traditional budget- ing is zero-based budgeting. Zero-based budgeting requires that every budget item be justified annually, not just the changes. So each year the budget is built from scratch.
Budget Implementation The budget committee and the controller have overall responsibility for budget implementation. The budget committee over- sees each stage in the preparation of the organization’s overall budget, mediates any departmental disputes that may arise in the process, and gives final approval to the budget. The makeup of the committee ensures that the budgeting pro- cess has a companywide perspective.
A budget may have to go through many revisions before it includes all planning decisions and has the approval of the budget committee. Once the committee approves the budget, periodic reports from department managers allow the committee to monitor the company’s progress in attaining budget targets.
Successful budget implementation depends on two factors—clear commu- nication and the support of top management. To ensure their cooperation in implementing the budget, all key persons involved must know what roles they are expected to play and must have specific directions on how to achieve their performance goals. Thus, the controller and other members of the budget committee must be very clear in communicating performance expectations and budget targets. Equally important, top management must show support for the budget and encourage its implementation. The process will succeed only if middle- and lower-level managers are confident that top management is truly interested in the outcome and is willing to reward personnel for meet- ing the budget targets. Today, many organizations have employee incentive plans that tie the achievement of budget targets to bonuses or other types of compensation.
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Study Note Because good communication can eliminate many of the problems that typically arise in the budgeting process, company-wide dialogue is extremely important.
252 CHAPTER 7 The Budgeting Process
STOP & APPLY
Randi Quelle is the manager of the electronics department in a large discount store. During a recent meeting, Quelle and her supervisor agreed that Quelle’s goal for the next year would be to increase by 20 percent the number of flat-screen televisions sold. The department sold 500 TV sets last year. Two sales persons currently work for Quelle. What types of budgets should Quelle use to help her achieve her sales goal? What kinds of information should those budgets provide?
SOLUTION Budgets and information that might be useful include:
1. Breakdown by month of last year’s sales to use as a guide to build this year’s monthly targets. This would include seasonal sales information.
2. Budgets by sales person, which may indicate a need for a third sales person. 3. Inventory and purchasing information. 4. Budgets of sales promotion and advertising. 5. Information on customer flow and the best times to sell.
A master budget consists of a set of operating budgets and a set of financial bud- gets that detail an organization’s financial plans for a specific accounting period, generally a year. When a master budget covers an entire year, some of the operat- ing and financial budgets may show planned results by month or by quarter.
� As the term implies, operating budgets are plans used in daily operations. They are also the basis for preparing the financial budgets, which are projec- tions of financial results for the accounting period.
� Financial budgets include a budgeted income statement, a capital expendi- tures budget, a cash budget, and a budgeted balance sheet.
The budgeted financial statements—that is, the budgeted income statement and budgeted balance sheet—are also called pro forma financial statements, meaning that they show projections rather than actual results. Pro forma financial statements are often used to communicate business plans to external parties.
If, for example, you wanted to obtain a bank loan so that you could start a new business, you would have to present the bank with a pro forma, or budgeted, income statement and balance sheet showing that you could repay the loan with cash generated by profitable operations.
Preparation of a Master Budget Suppose you have started your own business. Whether it is a manufacturing, retail, or service organization, to manage it effectively, you would prepare a mas- ter budget each period. A master budget provides the information needed to match long-term goals to short-term activities and to plan the resources needed to ensure an organization’s profitability and liquidity.
The Master Budget
LO2 Identify the elements of a master budget in different types of organizations and the guide- lines for preparing budgets.
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Study Note Budgeted financial statements are often referred to as forecasted financial statements, pro forma financial statements, or forward-looking financial statements.
The Master Budget 253
Figures 7-1, 7-2, and 7-3 display the elements of a master budget for a manufacturing organization, a retail organization, and a service organization, respectively. As these illustrations indicate, the process of preparing a master budget is similar in all three types of organizations in that each prepares a set of
operating budgets that serve as the basis for preparing the financial budgets. The process differs mainly in the kinds of operating budgets that each type of organi- zation prepares.
� The operating budgets of manufacturing organizations, such as Framerica, include budgets for sales, production, direct materials, direct labor, overhead, selling and administrative expenses, and cost of goods manufactured.
� Retail organizations, such as Michaels, Talbots, and Lowe’s, prepare a sales budget, a purchases budget, a selling and administrative expense budget, and a cost of goods sold budget.
OPERATING BUDGETS
FINANCIAL BUDGETS
*Some organizations choose to include the cost of goods sold budget in the budgeted income statement.
COST OF GOODS MANUFACTURED BUDGET
SELLING AND ADMINISTRATIVE
EXPENSE BUDGET
COST OF GOODS SOLD BUDGET*
SALES BUDGET
PRODUCTION BUDGET
DIRECT LABOR BUDGET
DIRECT MATERIALS PURCHASES BUDGET
OVERHEAD BUDGET
BUDGETED INCOME STATEMENT
BUDGETED BALANCE SHEET
CASH BUDGET
CAPITAL EXPENDITURES BUDGET
FIGURE
254 CHAPTER 7 The Budgeting Process
7-1 Preparation of a Master Budget for a Manufacturing Organization
OPERATING BUDGETS
FINANCIAL BUDGETS
BUDGETED BALANCE SHEET
CASH BUDGET
BUDGETED INCOME STATEMENT
CAPITAL EXPENDITURES BUDGET
SALES BUDGET
COST OF GOODS SOLD BUDGET
SELLING AND ADMINISTRATIVE
EXPENSE BUDGET
PURCHASES BUDGET
FIGURE Preparation of a Master Budget for a Retail Organization
OPERATING BUDGETS
FINANCIAL BUDGETS
BUDGETED INCOME STATEMENT
BUDGETED BALANCE SHEET
CASH BUDGET
SERVICE REVENUE BUDGET
SERVICES OVERHEAD BUDGET
LABOR BUDGET SELLING AND
ADMINISTRATIVE EXPENSE BUDGET
CAPITAL EXPENDITURES BUDGET
FIGURE
The Master Budget 255
7-2
7-3 Preparation of a Master Budget for a Service Organization
� The operating budgets of service organizations, such as Enterprise Rent- A-Car, UPS, and Amtrak, include budgets for service revenue (sales), labor, services overhead, and selling and administrative expenses.
The sales budget (or in service organizations, the service revenue budget) is prepared first because it is used to estimate sales volume and revenues. Once man- agers know the quantity of products or services to be sold and how many sales dollars to expect, they can develop other budgets that will enable them to man- age their organization’s resources so that they generate profits on those sales.
For example, in a retail organization, the purchases budget provides manag- ers with information about the quantity of merchandise needed to meet the sales demand and yet maintain a minimum level of inventory. In a service organiza- tion, the labor budget provides information about the labor hours and labor rates needed to provide services and generate the revenues planned for each period; managers use this information in scheduling services and setting prices.
Budget Procedures Because procedures for preparing budgets vary from organization to organization, there is no standard format for budget preparation. The only universal requirement is that budgets communicate the appropriate information to the reader in a clear and understandable manner. By keeping that in mind and using the following guide- lines, managers can improve the quality of budgets in any type of organization:
1. Know the purpose of the budget, and clearly identify who is responsible for carrying out the activities in the budget.
2. Identify the user group and its information needs.
3. Identify sources of accurate, meaningful budget information. Such informa- tion may be gathered from documents or from interviews with employees, suppliers, or managers who work in the related areas.
4. Establish a clear format for the budget. A budget should begin with a clearly stated heading that includes the organization’s name, the type of budget, and the accounting period under consideration. The budget’s components should be clearly labeled, and the unit and financial data should be listed in an orderly manner.
5. Use appropriate formulas and calculations in deriving the quantitative information.
6. Revise the budget until it includes all planning decisions. Several revisions may be required before the final version is ready for distribution.
STOP & APPLY
Identify the order in which the following budgets are prepared: 1. Overhead budget 5. Sales budget 2. Production budget 6. Budgeted balance sheet 3. Direct labor budget 7. Cash budget 4. Direct materials purchases budget 8. Budgeted income statement
(continued)
256 CHAPTER 7 The Budgeting Process
Operating Budgets
LO3 Prepare the operating budgets that support the financial budgets.
Study Note The sales budget is the only budget based on an estimate of customer demand. Other budgets for the period are prepared from it and are based on the numbers it provides.
SOLUTION
1. Sales budget 2. Production budget 3. Direct materials purchases budget, direct labor budget, and overhead budget 4. Budgeted income statement 5. Cash budget 6. Budgeted balance sheet
Although procedures for preparing operating budgets vary, the tools used in the process do not. In this section, we use a frame-making company, called Frame- craft Company, to illustrate how a manufacturing organization prepares its oper- ating budgets. Because Framecraft Company makes only one product—a plastic picture frame—it prepares only one of each type of operating budget. Organiza- tions that manufacture a variety of products or provide many types of services may prepare either separate operating budgets or one comprehensive budget for each product or service.
The Sales Budget As we indicated earlier, the first step in preparing a master budget is to prepare a sales budget. A sales budget is a detailed plan, expressed in both units and dollars, that identifies the sales expected during an accounting period. Sales man- agers use this information to plan sales- and marketing-related activities and to determine their human, physical, and technical resource needs. Accountants use the information to determine estimated cash receipts for the cash budget.
The following equation is used to determine the total budgeted sales:
Total Estimated Estimated Budgeted � Selling Price � Sales in Sales per Unit Units
Although the calculation is easy, selecting the best estimates for the selling price per unit and the sales demand in units can be difficult.
� An estimated selling price below the current selling price may be needed if competitors are currently selling the same product or service at lower prices or if the organization wants to increase its share of the market.
� On the other hand, if the organization has improved the quality of its prod- uct or service by using more expensive materials or processes, the estimated selling price may have to be higher than the current price.
The estimated sales volume is very important because it will affect the level of operating activities and the amount of resources needed for operations. To help estimate sales volume, managers often use a sales forecast, which is a projection of sales demand (the estimated sales in units) based on an analysis of external and internal factors. The external factors include:
1. The state of the local and national economies
2. The state of the industry’s economy
3. The nature of the competition and its sales volume and selling price
Operating Budgets 257
Internal factors taken into consideration in a sales forecast include:
1. The number of units sold in prior periods
2. The organization’s credit policies
3. The organization’s collection policies
4. The organization’s pricing policies
5. Any new products that the organization plans to introduce to the market
6. The capacity of the organization’s manufacturing facilities
The Production Budget A production budget is a detailed plan showing the number of units that a company must produce to meet budgeted sales and inventory needs. Production managers use this information to plan for the materials and human resources that production- related activities will require. To prepare a production budget, managers must know the budgeted number of unit sales (which is specified in the sales budget) and the desired level of ending finished goods inventory for each period in the budget year. That level is often stated as a percentage of the next period’s budgeted unit sales.
For example, Framecraft Company’s desired level of ending finished goods inventory is 10 percent of the next quarter’s budgeted unit sales. (Its desired level of beginning finished goods inventory is 10 percent of the current quarter’s budgeted unit sales.)
The following formula identifies the production needs for each accounting period:
Total Budgeted Desired Units of Desired Units of
Production � Sales in � Ending Finished � Beginning
Units Units Goods Inventory Finished Goods
Inventory
EXHIBIT Sales Budget Framecraft Company
Sales Budget For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 10,000 30,000 10,000 40,000 90,000 � Selling price per unit � $5 � $5 � $5 � $5 � $5 Total sales $50,000 $150,000 $50,000 $200,000 $450,000
258 CHAPTER 7 The Budgeting Process
7-1
Exhibit 7-1 illustrates Framecraft Company’s sales budget for the year. The budget shows the estimated number of unit sales and dollar revenue amounts for each quarter and for the entire year. Because a sales forecast indi- cated a highly competitive marketplace, Framecraft’s managers have estimated a selling price of $5 per unit. The sales forecast also indicated highly seasonal sales activity; the estimated sales volume therefore varies from 10,000 to 40,000 per quarter.
Exhibit 7-2 shows Framecraft Company’s production budget for the year. Notice that each quarter’s desired total units of ending finished goods inventory become the next quarter’s desired total units of beginning finished goods inventory.
� Because unit sales of 15,000 are budgeted for the first quarter of next year, the ending finished goods inventory for the fourth quarter of the year is 1,500 units (0.10 � 15,000 units), which is the same as the desired number of units of ending finished goods inventory for the entire year.
� Similarly, the number of desired units for the first quarter’s beginning fin- ished goods inventory—1,000—is the same as the desired number of units of beginning finished goods inventory for the entire year.
The Direct Materials Purchases Budget A direct materials purchases budget is a detailed plan that identifies the quan- tity of purchases required to meet budgeted production and inventory needs and the costs associated with those purchases. A purchasing department uses this information to plan purchases of direct materials. Accountants use the same infor- mation to estimate cash payments to suppliers.
To prepare a direct materials purchases budget, managers must know what production needs will be in each accounting period in the budget; this informa- tion is provided by the production budget. They must also know the desired level of the direct materials inventory for each period and the per unit cost of direct materials. The desired level of ending direct materials inventory is usually stated as a percentage of the next period’s production needs.
For example, Framecraft’s desired level of ending direct materials inventory is 20 percent of the next quarter’s budgeted production needs. (Its desired level of beginning direct materials inventory is 20 percent of the current quarter’s bud- geted production needs.)
The following three steps are involved in preparing a direct materials pur- chases budget:
Step 1. Calculate each period’s total production needs in units of direct mate- rials. Plastic is the only direct material used in Framecraft Company’s picture frames; each frame requires 10 ounces. Framecraft’s managers therefore calculate units of production needs in ounces; they multi- ply the number of frames budgeted for production in a quarter by the 10 ounces of plastic that each frame requires.
Framecraft Company Production Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 10,000 30,000 10,000 40,000 90,000
Plus desired units of ending finished goods inventory 3,000 1,000 4,000 1,500 1,500
Desired total units 13,000 31,000 14,000 41,500 91,500
Less desired units of beginning finished goods inventory 1,000 3,000 1,000 4,000 1,000
Total production units 12,000 28,000 13,000 37,500 90,500
EXHIBIT Production Budget
Operating Budgets 259
7-2
Step 2. Determine the quantity of direct materials to be purchased during each accounting period in the budget using the following formula:
Total Units of Direct
Materials to Be Purchased
�
Total Production Needs in
Units of Direct Materials
�
Desired Units of Ending Direct
Materials Inventory
�
Desired Units of Beginning Direct
Materials Inventory
Step 3. Calculate the cost of the direct materials purchases by multiplying the total number of unit purchases by the direct materials cost. Framecraft’s Pur- chasing Department has estimated the cost of the plastic used in the picture frames at $0.05 per ounce.
� The company’s budgeted number of units for the first quarter of the follow- ing year is 150,000 ounces; its ending direct materials inventory for the fourth quarter of this year is therefore 30,000 ounces (0.20 � 150,000 ounces), which is the same as the number of desired units of ending direct materials inventory for the entire year.
� Similarly, the number of desired units for the first quarter’s beginning direct materials inventory—24,000 ounces—is the same as the beginning amount for the entire year.
Framecraft Company Direct Materials Purchases Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 12,000 28,000 13,000 37,500 90,500 � 10 ounces per unit � 10 � 10 � 10 � 10 � 10
Total production needs in ounces 120,000 280,000 130,000 375,000 905,000
Plus desired ounces of ending direct materials inventory 56,000 26,000 75,000 30,000 30,000
176,000 306,000 205,000 405,000 935,000
Less desired ounces of beginning direct materials inventory 24,000 56,000 26,000 75,000 24,000
Total ounces of direct materials to be purchased 152,000 250,000 179,000 330,000 911,000 � Cost per ounce � $0.05 � $0.05 � $0.05 � $0.05 � $0.05
Total cost of direct materials purchases $ 7,600 $ 12,500 $ 8,950 $ 16,500 $ 45,550
EXHIBIT Direct Materials Purchases Budget
260 CHAPTER 7 The Budgeting Process
Exhibit 7-3 shows Framecraft’s direct materials purchases budget for the year. Notice that each quarter’s desired units of ending direct materials inventory become the next quarter’s desired units of beginning direct materials inventory.
7-3
The Direct Labor Budget A direct labor budget is a detailed plan that estimates the direct labor hours needed during an accounting period and the associated costs. Production managers use estimated direct labor hours to plan how many employees will be required during the period and the hours that each will work, and accoun- tants use estimated direct labor costs to plan for cash payments to the workers. Managers of human resources use the information in a direct labor budget in deciding whether to hire new employees or reduce the existing work force and also as a guide in training employees and preparing schedules of employee fringe benefits.
The following two steps are used to prepare a direct labor budget:
Step 2. Calculate the total budgeted direct labor cost by multiplying the esti- mated total direct labor hours by the estimated direct labor cost per hour. A company’s human resources department provides an estimate of the hourly labor wage.
Total Budgeted Direct Labor Costs �
Estimated Total Direct Labor Hours �
Estimated Direct Labor Cost per Hour
The Overhead Budget An overhead budget is a detailed plan of anticipated manufacturing costs, other than direct materials and direct labor costs, that must be incurred to meet budgeted production needs. It has two purposes: to integrate the overhead cost budgets developed by the managers of production and production-related departments and to group information for the calculation of overhead rates for the next accounting period. The format for presenting information in an overhead budget is flexible. Grouping information by activities is useful for organizations that use activity-based costing. This approach makes it easier for accountants to determine the application rates for each cost pool.
EXHIBIT Direct Labor Budget Framecraft Company
Direct Labor Budget For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 12,000 28,000 13,000 37,500 90,500 � Direct labor hours per unit � 0.10 � 0.10 � 0.10 � 0.10 � 0.10
Total direct labor hours 1,200 2,800 1,300 3,750 9,050 � Direct labor cost per hour � $6 � $6 � $6 � $6 � $6
Total direct labor cost $ 7,200 $16,800 $ 7,800 $22,500 $54,300
Operating Budgets 261
7-4
Step 1. Estimate the total direct labor hours by multiplying the estimated direct labor hours per unit by the anticipated units of production (see Exhibit 7-2).
Exhibit 7-4 shows how Framecraft Company uses these formulas to estimate the total direct labor cost. Framecraft’s Production Department needs an esti- mated one-tenth (0.10) of a direct labor hour to complete one unit. Its Human Resources Department estimates a direct labor cost of $6 per hour.
For example, Framecraft’s predetermined overhead rate is $18.70* per direct labor hour ($169,225 � 9,050 direct labor hours), or $1.87 per unit produced ($18.70 per direct labor hour � 0.10 direct labor hour per unit). The variable portion of the overhead rate is $9.70 per direct labor hour ($87,785 � 9,050 direct labor hours), which includes factory supplies, $1.80; employee benefits, $2.40; inspection, $0.90; maintenance and repairs, $1.60; and utili- ties, $3.00.
The Selling and Administrative Expense Budget A selling and administrative expense budget is a detailed plan of operating expenses, other than those related to production, that are needed to support sales and overall operations during an accounting period. Accountants use this budget to estimate cash payments for products or services not used in production-related activities.
A e a t a
Study Note Remember that selling and administrative expenses are period costs, not product costs.
Framecraft Company Overhead Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable overhead costs Factory supplies $ 2,160 $ 5,040 $ 2,340 $ 6,750 $ 16,290 Employee benefits 2,880 6,720 3,120 9,000 21,720 Inspection 1,080 2,520 1,170 3,375 8,145 Maintenance and repairs 1,920 4,480 2,080 6,000 14,480 Utilities 3,600 8,400 3,900 11,250 27,150 Total variable overhead costs $11,640 $27,160 $12,610 $36,375 $ 87,785 Fixed overhead costs Depreciation–machinery $ 2,810 $ 2,810 $ 2,810 $ 2,810 $ 11,240 Depreciation–building 3,225 3,225 3,225 3,225 12,900 Supervision 9,000 9,000 9,000 9,000 36,000 Maintenance and repairs 2,150 2,150 2,150 2,150 8,600 Other overhead expenses 3,175 3,175 3,175 3,175 12,700 Total fixed overhead costs $20,360 $20,360 $20,360 $20,360 $ 81,440
Total overhead costs $32,000 $47,520 $32,970 $56,735 $169,225
EXHIBIT Overhead Budget
*Rounded.
262 CHAPTER 7 The Budgeting Process
7-5
As Exhibit 7-5 shows, Framecraft Company prefers to group overhead information into variable and fixed costs to facilitate C-V-P analysis. The single overhead rate is the estimated total overhead costs divided by the estimated total direct labor hours.
For example, Framecraft Company’s estimated variable selling and admin- istrative expense rate is $0.29 per unit sold, which includes delivery expenses, $0.08; sales commissions, $0.10; accounting, $0.07; and other administrative expenses, $0.04.
The Cost of Goods Manufactured Budget
The budgeted, or standard, product unit cost for one picture frame is rounded to $2.97 ($268,775 � 90,500 units).
Framecraft Company Selling and Administrative Expense Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable selling and administrative expenses Delivery expenses $ 800 $ 2,400 $ 800 $ 3,200 $ 7,200 Sales commissions 1,000 3,000 1,000 4,000 9,000 Accounting 700 2,100 700 2,800 6,300 Other administrative expenses 400 1,200 400 1,600 3,600 Total variable selling and administrative expenses $ 2,900 $ 8,700 $ 2,900 $11,600 $ 26,100 Fixed selling and administrative expenses Sales salaries $ 4,500 $ 4,500 $ 4,500 $ 4,500 $ 18,000 Executive salaries 12,750 12,750 12,750 12,750 51,000 Depreciation–office equipment 925 925 925 925 3,700 Taxes and insurance 1,700 1,700 1,700 1,700 6,800 Total fixed selling and administrative expenses $19,875 $19,875 $19,875 $19,875 $ 79,500 Total selling and administrative expenses $22,775 $28,575 $22,775 $31,475 $105,600
EXHIBIT Selling and Administrative Expense Budget
Operating Budgets 263
7-6
A cost of goods manufactured budget is a detailed plan that summarizes the estimated costs of production during an accounting period. The sources of infor- mation for total manufacturing costs are the direct materials, direct labor, and overhead budgets. Most manufacturing organizations anticipate some work in process at the beginning or end of the period covered by a budget. However, Framecraft Company has a policy of no work in process on December 31 of any year. Exhibit 7-7 summarizes the company’s estimated costs of production for the year. (The right-hand column of the exhibit shows the sources of key data.)
Framecraft Company Cost of Goods Manufactured Budget Source For the Year Ended December 31 of Data
Direct materials used Direct materials inventory, beginning $ 1,200* Purchases 45,550 Cost of direct materials available for use $46,750 Less direct materials inventory, ending 1,500* Cost of direct materials used $ 45,250 Direct labor costs 54,300 Overhead costs 169,225
Total manufacturing costs $268,775 Work in process inventory, beginning —†
Less work in process inventory, ending —†
Cost of goods manufactured $268,775
*The desired direct materials inventory balance at the beginning of the year is $1,200 (24,000 ounces � $0.05 per ounce); at year end, it is $1,500 (30,000 ounces � $0.05 per ounce). †It is the company’s policy to have no units in process at the beginning or end of the year.
EXHIBIT Cost of Goods Manufactured Budget
STOP & APPLY
Sample Company is preparing a production budget for the year. The company’s policy is to main- tain a finished goods inventory equal to one-half of the next month’s sales. Sales of 4,000 units are budgeted for April. Use the following monthly production budget for the first quarter to deter- mine how many units should be produced in January, February, and March:
January February March Sales in units 3,000 2,400 6,000 Add desired units of ending finished goods inventory ? ? ? Desired total units Less desired units of beginning finished goods inventory ? ? ?
Total production units ? ? ?
SOLUTION
January February March
Sales in units 3,000 2,400 6,000 Add desired units of ending finished goods inventory 1,200 3,000 2,000
Desired total units 4,200 5,400 8,000 Less desired units of beginning finished goods inventory 1,500 1,200 3,000
Total production units 2,700 4,200 5,000
264 CHAPTER 7 The Budgeting Process
7-7
Exhibit 7-3 Exhibit 7-3
Exhibit 7-3
Exhibit 7-4 Exhibit 7-5
With revenues and expenses itemized in the operating budgets, an organization’s controller is able to prepare the financial budgets, which, as we noted earlier, are projections of financial results for the accounting period. Financial budgets include a budgeted income statement, a capital expenditures budget, a cash bud- get, and a budgeted balance sheet.
The Budgeted Income Statement
Financial Budgets
LO4 Prepare a budgeted income statement, a cash budget, and a budgeted balance sheet.
Framecraft Company Budgeted Income Statement For the Year Ended December 31 Source of Data
Sales $450,000 Cost of goods sold Finished goods inventory, beginning $ 2,970 Cost of goods manufactured 268,775 Cost of goods available for sale $271,745 Less finished goods inventory, ending 4,455
Cost of goods sold 267,290
Gross margin $182,710 Selling and administrative expenses 105,600
Income from operations $ 77,110 Interest expense (8% � $70,000) 5,600
Income before income taxes $ 71,510 Income taxes expense (30%) 21,453
Net income $ 50,057
Note: Finished goods inventory balances assume that product unit costs were the same in both years:
Beginning Ending
� $2.97* � $2.97*
$2,970 $4,455
EXHIBIT Budgeted Income Statement
Financial Budgets 265
7-8
A budgeted income statement projects an organization’s net income for an accounting period based on the revenues and expenses estimated for that period. Exhibit 7-8 shows Framecraft Company’s budgeted income statement for the year. The company’s expenses include 8 percent interest paid on a $70,000 note payable and income taxes paid at a rate of 30 percent.
Information about projected sales and costs comes from several operating budgets, as indicated by the right-hand column of Exhibit 7-8, which identifies the sources of key data and makes it possible to trace how Framecraft Company’s budgeted income statement was developed.
At this point, you can review the overall preparation of the operating bud- gets and the budgeted income statement by comparing the preparation flow in Figure 7-2 with the budgets in Exhibits 7-1 through 7-8. You will notice that Framecraft Company has no budget for cost of goods sold; that information is included in its budgeted income statement.
Exhibit 7-1
Exhibit 7-2 Exhibit 7-7
Exhibit 7-2
Exhibit 7-6
1,000 units (Exhibit 7-2) 1,500 units (Exhibit 7-2)
*$268,775 � 90,500 units (Exhibits 7-7 and 7-2) = $2.97 (Rounded)
The Capital Expenditures Budget A capital expenditures budget is a detailed plan outlining the anticipated amount and timing of capital outlays for long-term assets during an accounting period. Managers rely on the information in a capital expenditures budget when making decisions about such matters as buying equipment, building a new plant, pur- chasing and installing a materials handling system, or acquiring another business. Framecraft Company’s capital expenditures budget for the year includes $30,000 for the purchase of a new frame-making machine. The company plans to pay $15,000 in the first quarter of the year, when the order is placed, and $15,000 in the second quarter of the year, when it receives the machine. This information is necessary for preparing the company’s cash budget. We discuss capital expendi- tures in more detail in a later chapter.
The Cash Budget
A cash budget excludes planned noncash transactions, such as depreciation expense, amortization expense, issuance and receipt of stock dividends, uncollect- ible accounts expense, and gains and losses on sales of assets. Some organizations also exclude deferred taxes and accrued interest from the cash budget.
The following formula is useful in preparing a cash budget:
Estimated Ending Cash
Balance �
Total Estimated
Cash Receipts �
Total Estimated
Cash Payments �
Estimated Beginning Cash
Balance
Estimates of cash receipts are based on information from several sources. Among these sources are the sales budget, the budgeted income statement, cash budgets from pre- vious periods, cash collection records and analyses of collection trends, and records
TABLE Elements of a Cash Budget Activities Cash Receipts from Cash Payments for
Operating Cash sales Purchases of materials Cash collections on credit sales Direct labor Interest income from investments Overhead expenses Cash dividends from investments Selling and administrative expenses Interest expense Income taxes Investing Sale of investments Purchases of investments Sale of long-term assets Purchases of long-term assets Financing Proceeds from loans Loan repayments Proceeds from issue of stock Cash dividends to stockholders Proceeds from issue of bonds Retirement of bonds Purchases of treasury stock
Note: Classifications of cash receipts and cash payments correspond to those in a statement of cash flows.
266 CHAPTER 7 The Budgeting Process
7-1
A cash budget is a projection of the cash that an organization will receive and the cash that it will pay out during an accounting period. It summarizes the cash flow prospects of all transactions considered in the master budget. The informa- tion that the cash budget provides enables managers to plan for short-term loans when the cash balance is low and for short-term investments when the cash bal- ance is high. Table 7-1 shows how the elements of a cash budget relate to operat- ing, investing, and financing activities.
pertaining to notes, stocks, and bonds. Information used in estimating cash payments comes from the operating budgets, the budgeted income statement, the capital expen- ditures budget, the previous year’s financial statements, and loan records.
� Cash sales represent 20 percent of the company’s expected sales; the other 80 percent are credit sales.
� Experience has shown that Framecraft collects payments for 60 percent of all credit sales in the quarter of sale, 30 percent in the quarter following sale, and 10 percent in the second quarter following sale.
The beginning balance of accounts payable for the first quarter is given at $4,200. At the end of the budget year, the estimated ending balance of accounts payable is $8,250 (50 percent of the $16,500 of direct materials pur- chases in the fourth quarter).
EXHIBIT Schedule of Expected Cash Collections from Customers
Framecraft Company Schedule of Expected Cash Collections from Customers
For the Year Ended December 31
Quarter
1 2 3 4 Year
Accounts receivable, beginning $38,000 $ 10,000 $ — $ — $ 48,000 Cash sales 10,000 30,000 10,000 40,000 90,000 Collections of credit sales First quarter ($40,000) 24,000 12,000 4,000 40,000 Second quarter ($120,000) 72,000 36,000 12,000 120,000 Third quarter ($40,000) 24,000 12,000 36,000 Fourth quarter
($160,000) 96,000 96,000 Total cash to be collected from customers $72,000 $124,000 $74,000 $160,000 $430,000
Financial Budgets 267
7-9
In estimating cash receipts and cash payments for the cash budget, many orga- nizations prepare supporting schedules. For example, Framecraft Company’s controller converts credit sales to cash inflows and purchases made on credit to cash outflows and then discloses those conversions on schedules that support the cash budget. The schedule in Exhibit 7-9 shows the cash that Framecraft Company expects to collect from customers during the year.
As you can see in Exhibit 7-9, Framecraft’s balance of accounts receivable was $48,000 at the beginning of the budget year. The company expects to col- lect $38,000 of that amount in the first quarter and the remaining $10,000 in the second quarter. At the end of the budget year, the estimated ending balance of accounts receivable is $68,000—that is, $4,000 from the third quarter’s credit sales [($50,000 � 0.80) � 0.10] plus $64,000 from the fourth quarter’s sales [($200,000 � 0.80) � 0.40]. The expected cash collections for each quarter and for the year appear in the total cash receipts section of the cash budget.
Exhibit 7-10 shows Framecraft’s schedule of expected cash payments for direct materials during the year. This information is summarized in the first line of the cash payments section of the company’s cash budget. Framecraft pays 50 percent of the invoices it receives in the quarter of purchase and the other 50 percent in the following quarter.
Note that each quarter’s budgeted ending cash balance becomes the next quarter’s beginning cash balance. Also note that equal income tax payments are made quarterly. You can trace the development of this budget by referring to the data sources listed in the exhibit.
Many organizations maintain a minimum cash balance to provide a margin of safety against uncertainty. If the ending cash balance on the cash budget falls below the minimum level required, short-term borrowing may be necessary to cover planned cash payments during the year. If the ending cash balance is signifi- cantly larger than the organization needs, it may invest the excess cash in short- term securities to generate additional income.
For example, if Framecraft Company wants a minimum of $10,000 cash avail- able at the end of each quarter, its balance of $7,222 at the end of the first quarter indicates that there is a problem. Framecraft’s management has several options for handling this problem. It can borrow cash to cover the first quarter’s cash needs, delay purchasing the new extrusion machine until the second quarter, or reduce some of the operating expenses. On the other hand, the balance at the end of the fourth quarter may be higher than the company wants, in which case manage- ment might invest a portion of the idle cash in short-term securities.
Framecraft Company Schedule of Expected Cash Payments for Direct Materials
For the Year Ended December 31
Quarter
1 2 3 4 Year
Accounts payable, beginning $4,200 $ — $ — $ — $ 4,200 First quarter ($7,600) 3,800 3,800 7,600 Second quarter ($12,500) 6,250 6,250 12,500 Third quarter ($8,950) 4,475 4,475 8,950 Fourth quarter ($16,500) 8,250 8,250 Total cash payments for direct materials $8,000 $10,050 $10,725 $12,725 $41,500
EXHIBIT Schedule of Expected Cash Payments for Direct Materials
FOCUS ON BUSINESS PRACTICE
When budgets are used to force performance results, as they were at WorldCom, breaches in corporate ethics can occur. One former WorldCom employee described the situation at that company as follows: “You would have a budget, and he [WorldCom CEO Bernard Ebbers] would
mandate that you had to be 2% under budget. Nothing else was acceptable.”2 This type of restrictive budget pol- icy appears to have been a factor in many of the corporate scandals that occurred in the last decade.
Can Budgeting Lead to a Breakdown in Corporate Ethics?
268 CHAPTER 7 The Budgeting Process
7-10
Framecraft’s cash budget for the year appears in Exhibit 7-11. It shows the estimated cash receipts and cash payments for the period, as well as the cash increase or decrease. The cash increase or decrease plus the period’s beginning cash balance equals the ending cash balance anticipated for the period. As you can see in Exhibit 7-11, the beginning cash balance for the first quarter is $20,000. This amount is also the beginning cash balance for the year.
Framecraft Company Cash Budget Source For the Year Ended December 31 of Data
Quarter
1 2 3 4 Year
Cash receipts Cash collections from customers $ 72,000 $124,000 $74,000 $160,000 $430,000
Total cash receipts $ 72,000 $124,000 $74,000 $160,000 $430,000
Cash payments Direct materials $ 8,000 $ 10,050 $10,725 $ 12,725 $ 41,500 Direct labor 7,200 16,800 7,800 22,500 54,300 Factory supplies 2,160 5,040 2,340 6,750 16,290 Employee benefits 2,880 6,720 3,120 9,000 21,720 Inspection 1,080 2,520 1,170 3,375 8,145 Variable maintenance and repairs 1,920 4,480 2,080 6,000 14,480 Utilities 3,600 8,400 3,900 11,250 27,150 Supervision 9,000 9,000 9,000 9,000 36,000 Fixed maintenance and repairs 2,150 2,150 2,150 2,150 8,600 Other overhead expenses 3,175 3,175 3,175 3,175 12,700 Delivery expenses 800 2,400 800 3,200 7,200 Sales commissions 1,000 3,000 1,000 4,000 9,000 Accounting 700 2,100 700 2,800 6,300 Other administrative expenses 400 1,200 400 1,600 3,600 Sales salaries 4,500 4,500 4,500 4,500 18,000 Executive salaries 12,750 12,750 12,750 12,750 51,000 Taxes and insurance 1,700 1,700 1,700 1,700 6,800 Capital expenditures* 15,000 15,000 30,000 Interest expense 1,400 1,400 1,400 1,400 5,600 Income taxes 5,363 5,363 5,363 5,364 21,453
Total cash payments $ 84,778 $117,748 $74,073 $123,239 $399,838
Cash increase (decrease) $(12,778) $ 6,252 $ (73) $ 36,761 $ 30,162 Beginning cash balance 20,000 7,222 13,474 13,401 20,000
Ending cash balance $ 7,222 $ 13,474 $13,401 $ 50,162 $ 50,162
*The company plans to purchase an extrusion machine costing $30,000 and to pay for it in two installments of $15,000 each in the first and second quarters of the year.
EXHIBIT
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The Budgeted Balance Sheet
Financial Budgets 269
7-11 Cash Budget
A budgeted balance sheet projects an organization’s financial position at the end of an accounting period. It uses all estimated data compiled in the course of preparing a master budget and is the final step in that process. Exhibit 7-12 presents Framecraft Company’s budgeted balance sheet at the end of the budget year. Again, the data sources are listed in the exhibit. The beginning balances for Land, Notes Payable, Common Stock, and Retained Earnings were $50,000, $70,000, $150,000, and $50,810, respectively.
Exhibit 7-9
Exhibit 7-10 Exhibit 7-4
Exhibit 7-5
Exhibit 7-6
Exhibit 7-8
Framecraft Company Budgeted Balance Sheet Source December 31 of Data
Assets
Current assets Cash $ 50,162 Accounts receivable 68,000a
Direct materials inventory 1,500
Work in process inventory —
Finished goods inventory 4,455
Total current assets $124,117 Property, plant, and
equipment Land $ 50,000 Plant and equipmentb $200,000 Less accumulated depreciationc 45,000 155,000 Total property, plant, and equipment 205,000
Total assets $329,117
Liabilities
Current liabilities Accounts payable $ 8,250d
Total current liabilities $ 8,250 Long-term liabilities Notes payable 70,000
Total liabilities $ 78,250
Stockholders’ Equity
Common stock $150,000 Retained earningse 100,867 Total stockholders’ equity 250,867
Total liabilities and stockholders’ equity $329,117
aThe accounts receivable balance at year end is $68,000: $4,000 from the third quarter’s sales [($50,000 � 0.80) � 0.10] plus $64,000 from the fourth quarter’s sales [($200,000 � 0.80) � 0.40]. bThe plant and equipment balance includes the $30,000 purchase of an extrusion machine. cThe accumulated depreciation balance includes depreciation expense of $27,840 for machinery, building, and office equipment ($11,240, $12,900, and $3,700, respectively). dAt year end, the estimated ending balance of accounts payable is $8,250 (50 percent of the $16,500 of direct materials purchases in the fourth quarter). eThe retained earnings balance at December 31 equals the beginning retained earnings balance plus the net income projected for the year ($50,810 and $50,057, respectively).
EXHIBIT Budgeted Balance Sheet
270 CHAPTER 7 The Budgeting Process
7-12
Exhibit 7-11 Exhibit 7-9
Exhibit 7-7
Exhibit 7-7, Note
Exhibit 7-8, Note
Exhibit 7-10, Note
A LOOK BACK AT � FRAMERICA CORPORATION In this chapter’s Decision Point, we noted that one of Framerica Corporation’s priorities is to help employees attain their personal goals. We also noted that a participatory budget- ing process is a highly effective way of achieving congruence between a company’s goals and objectives and employees’ personal aspirations. We asked these questions:
• How does Framerica Corporation translate long-term goals into operating objectives?
• What is the effect of Framerica’s budgeting process?
As you know after reading this chapter, budgets translate a company’s long-term goals into annual operating objectives. Because the budgets express these goals and objec- tives in concrete terms, managers and employees are able to act in ways that will achieve them. Budgets also give managers and employees a means of monitoring the results of their actions. At companies like Framerica, the ongoing dialogue about strategy that is part of the participative budgeting process fosters rapid improvements in productivity and customer service, as well as innovation in product and market development.
Suppose a company like Framerica Corporation has an Info Processing Division that provides database management services for the professional photographers who buy its frames. The division uses state-of-the-art equipment and employs five information specialists. Each specialist works an average of 160 hours a month. The division’s con- troller has compiled the following information:
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Sample Corporation’s budgeted balance sheet for the beginning of the coming year shows total assets of $5,000,000 and total liabilities of $2,000,000. Common stock and retained earnings make up the entire stockholders’ equity section of the balance sheet. Common stock remains at its beginning balance of $1,500,000. The projected net income for the year is $350,000. The com- pany plans to pay no cash dividends. What is the balance of retained earnings at the beginning and end of the year?
SOLUTION Using the accounting equation A � L � SE (knowing that common stock + retained earnings makes up the entire SE) and the information given: Beginning retained earnings:
$5,000,000 � $2,000,000 � $1,500,000 � Beginning Retained Earnings Thus, the beginning balance of retained earnings is $1,500,000. Ending retained earnings: Beginning retained earnings $1,500,000 � Net income 350,000 � Dividends 0 Ending retained earnings $1,850,000
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A Look Back at Framerica Corporation 271
Of the client billings, 60 percent are collected during the month of sale, 30 percent are collected in the first month following the sale, and 10 percent are collected in the second month following the sale. Operating supplies are paid for in the month of pur- chase. Selling and administrative expenses and processing overhead are paid in the month following the cost’s incurrence.
The division has a bank loan of $12,000 at a 12 percent annual interest rate. Inter- est is paid monthly, and $2,000 of the loan principal is due on February 28 of next year. Income taxes of $4,550 for this calendar year are due and payable on March 15 of next year. The information specialists earn $8.50 an hour, and all payroll-related employee benefit costs are included in processing overhead. The division anticipates no capital expenditures for the first quarter of the coming year. It expects its cash balance on December 31 of this year to be $13,840.
Required
Prepare a monthly cash budget for the Info Processing Division for the three-month period ending March 31 of next year. Comment on whether the ending cash balances are adequate for the division’s cash needs.
Answers to Review Problem Info Processing Division
Monthly Cash Budgets For the Quarter Ended March 31
January February March Quarter
Total cash receipts $28,000 $23,000 $32,500 $83,500 Cash payments Operating supplies $ 2,500 $ 2,500 $ 4,000 $ 9,000 Direct labor 6,800 6,800 6,800 20,400 Selling & admin. expenses 13,000 12,000 11,000 36,000 Processing overhead 3,500 3,000 2,500 9,000 Interest expense 120 120 100 340 Loan payment — 2,000 — 2,000 Income tax payment — — 4,550 4,550 Total cash payments $25,920 $26,420 $28,950 $81,290 Cash increase (decrease) $ 2,080 ($ 3,420) $ 3,550 $ 2,210 Beginning cash balance 13,840 15,920 12,500 13,840 Ending cash balance $15,920 $12,500 $16,050 $16,050
Actual Data for Year Forecasted Data for Year November December January February March
Client billings (sales) $25,000 $35,000 $25,000 $20,000 $40,000 Selling and administrative expenses 12,000 13,000 12,000 11,000 12,500 Operating supplies 2,500 3,500 2,500 2,500 4,000 Processing overhead 3,200 3,500 3,000 2,500 3,500
272 CHAPTER 7 The Budgeting Process
The ending cash balances of $15,920, $12,500, and $16,050 for January, February, and March, respectively, appear to be comfortable but not too large for the Info Processing Division.
The details supporting the individual computations in this cash budget are as follows:
January February March
Client billings November $ 2,500 — — December 10,500 $ 3,500 — January 15,000 7,500 $ 2,500 February — 12,000 6,000 March — — 24,000
$28,000 $23,000 $32,500 Operating supplies Paid for in the month purchased $ 2,500 $ 2,500 $ 4,000 Direct labor 5 employees � 160 hours a month � $8.50 an hour 6,800 6,800 6,800 Selling and administrative expenses Paid in the month following incurrence 13,000 12,000 11,000 Processing overhead Paid in the month following incurrence 3,500 3,000 2,500 Interest expense January and February � 1% of $12,000 120 120 — March � 1% of $10,000 — — 100 Loan payment — 2,000 — Income tax payment — — 4,550
A Look Back at Framerica Corporation 273
Budgeting is the process of identifying, gathering, summarizing, and communi- cating financial and nonfinancial information about an organization’s future activities. Budgeting is not only an essential part of planning; it also helps manag- ers control, evaluate, and report on operations. When managers develop budgets, they match their organizational goals with the resources necessary to accomplish those goals. During the budgeting process, they evaluate operational, tactical, value chain, and capacity issues; assess how resources can be efficiently used; and develop contingency budgets as business conditions change. During the budget period, budgets authorize managers to use resources and provide guidelines to control costs. When managers assess performance, they can compare actual oper- ating results to budget plans and evaluate the variances. Participative budgeting, a process in which personnel at all levels actively engage in making decisions about the budget, is key to a successful budget.
Budgets can be static, meaning they do not change during the annual budget period, or continuous, meaning they are a forward-moving budget for the next 12 months. Traditional budgeting approaches require managers to justify only budget changes over the past year. An alternative to traditional budgeting is a zero-based budgeting approach, which requires every budget item to be justified, not just the changes.
A budget committee made up of top management has overall responsibility for budget implementation. The company’s controller and the budget committee oversee each stage in the preparation of the master budget, mediate any depart- mental disputes that may arise during the process, and give final approval to the budget. After the master budget is approved, periodic reports from department managers enable the committee to monitor the progress the company is making in attaining budget targets.
A master budget consists of a set of operating budgets and a set of financial bud- gets that detail an organization’s financial plans for a specific accounting period. The operating budgets serve as the basis for preparing the financial budgets, which include a budgeted income statement, a capital expenditures budget, a cash budget, and a budgeted balance sheet.
The operating budgets of a manufacturing organization include budgets for sales, production, direct materials purchases, direct labor, overhead, selling and administrative expenses, and cost of goods manufactured. The operating budgets of a retail organization include budgets for sales, purchases, selling and adminis- trative expenses, and cost of goods sold. The operating budgets of a service orga- nization include budgets for service revenue, labor, services overhead, and selling and administrative expenses.
The guidelines for preparing budgets include identifying the purpose of the budget, the user group and its information needs, and the sources of budget information; establishing a clear format for the budget; and using appropriate formulas and calculations to derive the quantitative information.
The initial step in preparing a master budget in any type of organization is to prepare a sales budget. Once sales have been estimated, the manager of a manufacturing organization’s production department is able to prepare a budget that shows how many units of products must be manufactured to meet the projected sales volume. With that information in hand, other managers are able to prepare budgets for direct materials purchases, direct labor, overhead, selling and administrative expenses, and
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274 CHAPTER 7 The Budgeting Process
cost of goods manufactured. A cost of goods sold budget may be prepared sepa- rately, or it may be included in the cost of goods manufactured budget for a manu- facturing organization. The operating budgets supply the information needed to prepare the financial budgets.
With estimated revenues and expenses itemized in the operating budgets, a con- troller is able to prepare the financial budgets. A budgeted income statement projects an organization’s net income for a specific accounting period. A capital expenditures budget estimates the amount and timing of the organization’s capi- tal outlays during the period. A cash budget projects its cash receipts and cash payments for the period. Estimates of cash receipts and payments are needed to prepare a cash budget. Information about cash receipts comes from several sources, including the sales budget, the budgeted income statement, and various financial records. Sources of information about cash payments include the operat- ing budgets, the budgeted income statement, and the capital expenditures bud- get. The difference between the total estimated cash receipts and total estimated cash payments is the cash increase or decrease anticipated for the period. That total plus the period’s beginning cash balance equals the ending cash balance. The final step in developing a master budget is to prepare a budgeted balance sheet, which projects the organization’s financial position at the end of the accounting period. All budgeted data are used in preparing this statement.
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budget, and a budgeted balance sheet.
REVIEW of Concepts and Terminology
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The following concepts and terms were introduced in this chapter:
Budget committee 251
Budgeted balance sheet 269
Budgeted income statement 265
Budgeting 250
Budgets 250
Capital expenditures budget 266
Cash budget 266
Continuous budget 252
Cost of goods manufactured budget 263
Direct labor budget 261
Direct materials purchases budget 259
Financial budgets 253
Master budget 253
Operating budgets 253
Overhead budget 261
Participative budgeting 252
Production budget 258
Pro forma financial statements 253
Sales budget 257
Sales forecast 257
Selling and administrative expense budget 262
Static budgets 252
Strategic planning 251
Zero-based budgeting 252
Stop & Review 275
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Budgeting in a Retail Organization SE 1. Sam Zubac is the manager of the shoe department in a discount department store. During a recent meeting, Zubac and his supervisor agreed that Zubac’s goal for the next year would be to increase the number of pairs of shoes sold by 20 percent. The department sold 8,000 pairs of shoes last year. Two sales people currently work for Zubac. What types of budgets should Zubac use to help him achieve his sales goal? What kinds of information should those budgets provide?
Budgetary Control SE 2. Andi Kures owns a tree nursery. She analyzes her business’s results by com- paring actual operating results with figures budgeted at the beginning of the year. When the business generates large profits, she often overlooks the differences between actual and budgeted data. But when profits are low, she spends many hours analyzing the differences. If you owned Kures’s business, would you use her approach to budgetary control? If not, what changes would you make?
Components of a Master Budget SE 3. A master budget is a compilation of forecasts for the coming year or operat- ing cycle made by various departments or functions within an organization. What is the most important forecast made in a master budget? List the reasons for your answer. Which budgets must managers prepare before they can prepare a direct materials purchases budget?
Production Budget SE 4. Isobel Law, the controller for Aberdeen Lock Company, is preparing a pro- duction budget for the year. The company’s policy is to maintain a finished goods inventory equal to one-half of the following month’s sales. Sales of 7,000 locks are budgeted for April. Complete the monthly production budget for the first quarter:
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January February March
Sales in units 5,000 4,000 6,000 Add desired units of ending finished goods inventory 2,000 ? ?
Desired total units 7,000 Less desired units of beginning finished goods inventory ? ? ?
Total production units 4,500 ? ?
Preparing an Operating Budget SE 5. Ulster Company expects to sell 50,000 units of its product in the com- ing year. Each unit sells for $45. Sales brochures and supplies for the year are expected to cost $9,000. Two sales representatives cover the southeast region. Each representative’s base salary is $20,000, and each earns a sales commission of 5 percent of the selling price of the units he or she sells. The sales representa- tives supply their own transportation; they are reimbursed for travel at a rate of
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276 CHAPTER 7 The Budgeting Process
$0.60 per mile. The company estimates that the sales representatives will drive a total of 75,000 miles next year. From the information provided, calculate Ulster Company’s budgeted selling expenses for the coming year.
Budgeted Gross Margin SE 6. Operating budgets for the Paolo Company reveal the following informa- tion: net sales, $450,000; beginning materials inventory, $23,000; materials purchased, $185,000; beginning work in process inventory, $64,700; begin- ning finished goods inventory, $21,600; direct labor costs, $34,000; overhead applied, $67,000; ending work in process inventory, $61,200; ending materials inventory, $18,700; and ending finished goods inventory, $16,300. Compute Paolo Company’s budgeted gross margin.
Estimating Cash Collections SE 7. KDP Insurance Company specializes in term life insurance contracts. Cash collection experience shows that 30 percent of billed premiums are collected in the month before they are due, 60 percent are paid in the month in which they are due, and 6 percent are paid in the month following their due date. Four percent of the billed premiums are paid late (in the second month following their due date) and include a 10 percent penalty payment. Total billing notices in January were $58,000; in February, $62,000; in March, $66,000; in April, $65,000; in May, $60,000; and in June, $62,000. How much cash does the company expect to collect in May?
Cash Budget SE 8. The projections of direct materials purchases that follow are for the Strom- boli Corporation.
Purchases on Cash Account Purchases
December, 2010 $40,000 $20,000 January, 2011 60,000 30,000 February, 2011 50,000 25,000 March, 2011 70,000 35,000
The company pays for 60 percent of purchases on account in the month of purchase and 40 percent in the month following the purchase. Prepare a monthly schedule of expected cash payments for direct materials for the first quarter of 2011.
Cash Budget SE 9. Alberta Limited needs a cash budget for the month of November. The following information is available: a. The cash balance on November 1 is $6,000. b. Sales for October and November are $80,000 and $60,000, respectively.
Cash collections on sales are 30 percent in the month of sale and 65 percent in the month after the sale; 5 percent of sales are uncollectible.
c. General expenses budgeted for November are $25,000 (depreciation repre- sents $2,000 of this amount).
d. Inventory purchases will total $30,000 in October and $40,000 in Novem- ber. The company pays for half of its inventory purchases in the month of purchase and for the other half the month after purchase.
e. The company will pay $4,000 in cash for office furniture in November. Sales commissions for November are budgeted at $12,000.
f. The company maintains a minimum ending cash balance of $4,000 and can borrow from the bank in multiples of $100. All loans are repaid after 60 days.
Prepare a cash budget for Alberta Limited for the month of November.
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Chapter Assignments 277
Budgeted Balance Sheet SE 10. Wellman Corporation’s budgeted balance sheet for the coming year shows total assets of $4,650,000 and total liabilities of $1,900,000. Com- mon stock and retained earnings make up the entire stockholders’ equity sec- tion of the balance sheet. Common stock remains at its beginning balance of $1,500,000. The projected net income for the year is $349,600. The company pays no cash dividends. What is the balance of retained earnings at the begin- ning of the budget period?
Exercises Characteristics of Budgets E 1. You recently attended a workshop on budgeting and overheard the follow- ing comments as you walked to the refreshment table: 1. “Budgets are the same regardless of the size of an organization or manage-
ment’s role in the budgeting process.” 2. “Budgets can include financial or nonfinancial data. In our organization, we
plan the number of hours to be worked and the number of customer contacts we want our sales people to make.”
3. “All budgets are complicated. You have to be an expert to prepare one.” 4. “Budgets don’t need to be highly accurate. No one in our company stays
within a budget anyway.” Do you agree or disagree with each comment? Explain your answers.
Budgeting and Goals E 2. Effective planning of long- and short-term goals has contributed to the success of Multitasker Calendars, Inc. Described below are the actions that the company’s management team took during a recent planning meeting. Indicate whether the goals related to those actions are short-term or long-term. 1. In forecasting the next 10-year period, the management team considered
economic and industry forecasts, employee–management relationships, and the structure and role of management.
2. Based on the 10-year forecast, the team made decisions about next year’s sales and profit targets.
Budgeting and Goals E 3. Assume that you work in the accounting department of a small wholesale warehousing company. Inspired by a recent seminar on budgeting, the compa- ny’s president wants to develop a budgeting system and has asked you to direct it. Identify the points concerning the initial steps in the budgeting process that you should communicate to the president. Concentrate on principles related to long- term goals and short-term goals.
Components of a Master Budget E 4. Identify the order in which the following budgets are prepared. Use the let- ter a to indicate the first budget to be prepared, b for the second, and so on. 1. Production budget 2. Direct labor budget 3. Direct materials purchases budget 4. Sales budget 5. Budgeted balance sheet 6. Cash budget 7. Budgeted income statement
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278 CHAPTER 7 The Budgeting Process
Sales Budget E 5. Quarterly and annual sales for this year for Steen Manufacturing Company follow. Prepare a sales budget for next year for the company based on the esti- mated percentage increases shown by product class. Show both quarterly and annual totals for each product class.
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Steen Manufacturing Company Actual Sales Revenue
For the Year Ended December 31
Estimated Percent Increases
Product January– April– July– October– Annual by Product Class March June September December Totals Class
Marine products $ 44,500 $ 45,500 $ 48,200 $ 47,900 $ 186,100 10% Mountain products 36,900 32,600 34,100 37,200 140,800 5% River products 29,800 29,700 29,100 27,500 116,100 30% Hiking products 38,800 37,600 36,900 39,700 153,000 15% Running products 47,700 48,200 49,400 49,900 195,200 25% Biking products 65,400 65,900 66,600 67,300 265,200 20%
Totals $263,100 $259,500 $264,300 $269,500 $1,056,400
Production Budget E 6. Santa Fe Corporation produces and sells a single product. Expected sales for September are 12,000 units; for October, 15,000 units; for November, 9,000 units; for December, 10,000 units; and for January, 14,000 units. The company’s desired level of ending finished goods inventory at the end of a month is 10 percent of the following month’s sales in units. At the end of August, 1,200 units were on hand. How many units need to be produced in the fourth quarter?
Direct Materials Purchases Budget E 7. The U-Z Door Company manufactures garage door units. The units include hinges, door panels, and other hardware. Prepare a direct materials pur- chases budget for the first quarter of the year based on budgeted production of 16,000 garage door units. Sandee Morton, the controller, has provided the infor- mation that follows. Hinges 4 sets per door $11.00 per set Door panels 4 panels per door $27.00 per panel Other hardware 1 lock per door $31.00 per lock
1 handle per door $22.50 per handle 2 roller tracks per door $16.00 per set of 2 roller tracks 8 rollers per door $ 4.00 per roller
Assume no beginning or ending quantities of direct materials inventory.
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Chapter Assignments 279
Direct Materials Purchases Budget E 8. Hard Corporation projects sales of $230,000 in May, $250,000 in June, $260,000 in July, and $240,000 in August. Since the dollar value of the compa- ny’s cost of goods sold is generally 65 percent of total sales, cost of goods sold is $149,500 in May, $162,500 in June, $169,000 in July, and $156,000 in August. The dollar value of its desired ending inventory is 25 percent of the following month’s cost of goods sold.
Compute the total purchases in dollars budgeted for June and the total pur- chases in dollars budgeted for July.
Direct Labor Budget E 9. Paige Metals Company has two departments—Cutting and Grinding—and manufactures three products. Budgeted unit production for the coming year is 21,000 of Product T, 36,000 of Product M, and 30,000 of Product B. The com- pany is currently analyzing direct labor hour requirements for the coming year. Data for each department are as follows:
Cutting Grinding Estimated hours per unit Product T 1.1 0.5 Product M 0.6 2.9 Product B 3.2 1.0 Hourly labor rate $9 $7
Prepare a direct labor budget for the coming year that shows the budgeted direct labor costs for each department and for the company as a whole.
Overhead Budget E 10. Carole Dahl is chief financial officer of the Phoenix Division of Dahl Cor- poration, a multinational company with three operating divisions. As part of the budgeting process, Dahl’s staff is developing the overhead budget for next year. The division estimates that it will manufacture 50,000 units during the year. The budgeted cost information is as follows:
Variable Rate per Unit Total Fixed Costs
Indirect materials $1.00 Indirect labor 4.00 Supplies 0.40 Repairs and maintenance 3.00 $ 40,000 Electricity 0.10 20,000 Factory supervision 180,000 Insurance 25,000 Property taxes 35,000 Depreciation–machinery 82,000 Depreciation–building 72,000
Using these data, prepare the division’s overhead budget for next year.
Cash Collections E 11. Dacahr Bros., Inc., is an automobile maintenance and repair company with outlets throughout the western United States. Henley Turlington, the company controller, is starting to assemble the cash budget for the fourth quarter. Pro- jected sales for the quarter are as follows:
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On Account Cash
October $452,000 $196,800 November 590,000 214,000 December 720,500 218,400
Cash collection records pertaining to sales on account indicate the following collection pattern:
Month of sale 40% First month following sale 30 Second month following sale 28 Uncollectible 2
Sales on account during August were $346,000. During September, sales on account were $395,000.
Compute the amount of cash to be collected from customers during each month of the fourth quarter.
Cash Collections E 12. XYZ Company collects payment on 50 percent of credit sales in the month of sale, 40 percent in the month following sale, and 5 percent in the second month following the sale. Its sales budget is as follows:
Month Cash Sales Credit Sales
May $20,000 $ 40,000 June 40,000 60,000 July 60,000 80,000 August 80,000 100,000
Compute XYZ Company’s total cash collections in July and its total cash collections in August.
Cash Budget E 13. SABA Enterprises needs a cash budget for the month of June. The following information is available:
a. The cash balance on June 1 is $4,000. b. Sales for May and June are $50,000 and $40,000, respectively. Cash
collections on sales are 40 percent in the month of sale and 50 percent in the month after the sale; 10 percent of sales are uncollectible.
c. General expenses budgeted for June are $20,000 (depreciation represents $1,000 of this amount).
d. Inventory purchases will total $40,000 in May and $30,000 in June. The company pays for half of its inventory purchases in the month of purchase and for the other half the month after purchase.
e. The company will pay $5,000 in cash for office furniture in June. Sales commissions for June are budgeted at $6,000.
f. The company maintains a minimum ending cash balance of $4,000 and can borrow from the bank in multiples of $100. All loans are repaid after 60 days.
Prepare a cash budget for SABA Enterprises for the month of June.
Cash Budget E 14. Tex Kinkaid’s dream was to develop the biggest produce operation with the widest selection of fresh fruits and vegetables in northern Texas. Within three years of opening Minigarden Produce, Inc., Kincaid accomplished his objective. Kinkaid has asked you to prepare monthly cash budgets for Minigarden Produce for the quarter ended September 30.
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Chapter Assignments 281
Credit sales to retailers in the area constitute 80 percent of Minigarden Pro- duce’s business; cash sales to customers at the company’s retail outlet make up the other 20 percent. Collection records indicate that Minigarden Produce collects payment on 50 percent of all credit sales during the month of sale, 30 percent in the month after the sale, and 20 percent in the second month after the sale.
The company’s total sales in May were $66,000; in June, they were $67,500. Anticipated sales in July are $69,500; in August, $76,250; and in Septem- ber, $84,250. The company’s purchases are expected to total $43,700 in July, $48,925 in August, and $55,725 in September. The company pays for all pur- chases in cash.
Projected monthly costs for the quarter include $1,040 for heat, light, and power; $375 for bank fees; $1,925 for rent; $1,120 for supplies; $1,705 for depreciation of equipment; $1,285 for equipment repairs; and $475 for miscel- laneous expenses. Other projected costs for the quarter are salaries and wages of $18,370 in July, $19,200 in August, and $20,300 in September.
The company’s cash balance at June 30 was $2,745. It has a policy of main- taining a minimum monthly cash balance of $1,500.
1. Prepare a monthly cash budget for Minigarden Produce, Inc., for the quarter ended September 30.
2. Should Minigarden Produce anticipate taking out a loan during the quarter? If so, how much should it borrow, and when?
Budgeted Income Statement E 15. Delft House, Inc., a multinational company based in Amsterdam, organizes and coordinates art shows and auctions throughout the world. Its budgeted and actual costs for last year are as follows:
Budgeted Cost Actual Cost
Salaries expense, staging € 480,000 € 512,800 Salaries expense, executive 380,000 447,200 Travel costs 640,000 652,020 Auctioneer services 540,000 449,820 Space rental costs 251,000 246,580 Printing costs 192,000 182,500 Advertising expense 169,000 183,280 Insurance, merchandise 84,800 77,300 Insurance, liability 64,000 67,100 Home office costs 209,200 219,880 Shipping costs 105,000 112,560 Miscellaneous 25,000 25,828 Total operating expenses €3,140,000 €3,176,868 Net receipts €6,200,000 €6,369,200
Delft House, Inc., has budgeted the following fixed costs for the coming year: executive salaries, €440,000; advertising expense, €190,000; merchan- dise insurance, €80,000; and liability insurance, €68,000. Additional informa- tion pertaining to the operations of Delft House, Inc., in the coming years is as follows:
a. Net receipts are estimated at €6,400,000. b. Salaries expense for staging will increase 20 percent over the actual figures
for the last year.
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282 CHAPTER 7 The Budgeting Process
c. Travel costs are expected to be 11 percent of net receipts. d. Auctioneer services will be billed at 9.5 percent of net receipts. e. Space rental costs will be 20 percent higher than the amount budgeted in
the last year. f. Printing costs are expected to be €190,000. g. Home office costs are budgeted for €230,000. h. Shipping costs are expected to be 20 percent higher than the amount bud-
geted in the last year. i. Miscellaneous expenses for the coming year will be budgeted at €28,000.
Because the company sells only services, it has expenses only and no cost of sales. (Net receipts equal gross margin.)
1. Using a 40 percent income tax rate, prepare the company’s budgeted income statement for the coming year.
2. Should the budget committee be worried about the trend in the company’s operations? Explain your answer.
Problems Preparing Operating Budgets P 1. The principal product of Yangsoo Enterprises, Inc., is a multipurpose ham- mer that carries a lifetime guarantee. Listed next are cost and production data for the Yangsoo hammer.
Direct materials Anodized steel: 2 kilograms per hammer at $1.60 per kilogram Leather strapping for the handle: 0.5 square meter per hammer at $4.40 per
square meter
Direct labor Forging operation: $12.50 per labor hour; 6 minutes per hammer Leather-wrapping operation: $12.00 per direct labor hour; 12 minutes
per hammer
Overhead Forging operation: rate equals 70 percent of department’s direct labor
dollars Leather-wrapping operation: rate equals 50 percent of department’s direct
labor dollars
In October, November, and December, Yangsoo Enterprises expects to produce 108,000, 104,000, and 100,000 hammers, respectively. The company has no beginning or ending balances of direct materials inventory or work in process inventory for the year.
Required 1. For the three-month period ending December 31, prepare monthly produc-
tion cost information for the Yangsoo hammer. Classify the costs as direct materials, direct labor, or overhead, and show your computations.
2. Prepare a cost of goods manufactured budget for the hammer. Show monthly cost data and combined totals for the quarter for each cost category.
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Chapter Assignments 283
Preparing a Comprehensive Budget P 2. Bertha’s Bathworks produces hair and bath products. Its biggest customer is a national retail chain that specializes in such products. Bertha Jackson, the owner of Bertha’s Bathworks, would like to have an estimate of the company’s net income in the coming year.
Required Project Bertha’s Bathworks’ net income next year by completing the operating budgets and budgeted income statement that follow.
1. Sales Budget:
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Bertha’s Bathworks Sales Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 4,000 3,000 5,000 5,000 17,000 � Selling price per unit � $5 � ? � ? � ? � ?
Total sales $20,000 ? ? ? ?
2. Production Budget:
Bertha’s Bathworks Production Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 4,000 ? ? ? ? Plus desired units of ending finished goods inventory* 300 ? ? 600 600
Desired total units 4,300 Less desired units of beginning finished goods inventory† 400 ? ? ? 400
Total production units 3,900 ? ? ? ?
*Desired units of ending finished goods inventory � 10% of next quarter’s budgeted sales. †Desired units of beginning finished goods inventory � 10% of current quarter’s budgeted sales.
284 CHAPTER 7 The Budgeting Process
Bertha’s Bathworks Direct Materials Purchases Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 3,900 3,200 5,000 5,100 17,200 � 3 ounces per unit � 3 � ? � ? � ? � ? Total production needs in ounces 11,700 ? ? ? ? Plus desired ounces of ending direct materials inventory* 1,920 ? ? 3,600 3,600
13,620 ? ? ? ? Less desired ounces of beginning direct materials inventory† 2,340 ? ? ? 2,340 Total ounces of direct materials to be purchased 11,280 ? ? ? ? � Cost per ounce �$0.10 � ? � ? � ? � ? Total cost of direct materials purchases $ 1,128 ? ? ? ?
*Desired ounces of ending direct materials inventory � 20% of next quarter’s budgeted production needs in ounces. †Desired ounces of beginning direct materials inventory � 20% of current quarter’s budgeted production needs in ounces.
3. Direct Materials Purchases Budget:
4. Direct Labor Budget:
Bertha’s Bathworks Direct Labor Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 3,900 ? ? ? ? � Direct labor hours per unit � 0.10 � ? � ? � ? � ?
Total direct labor hours 390 ? ? ? ? � Direct labor cost per hour � $7 � ? � ? � ? � ?
Total direct labor cost $2,730 ? ? ? ?
Chapter Assignments 285
5. Overhead Budget:
Bertha’s Bathworks Overhead Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable overhead costs Factory supplies ($0.05) $ 195 ? ? ? ? Employee benefits ($0.25) 975 ? ? ? ? Inspection ($0.10) 390 ? ? ? ? Maintenance and repairs ($0.15) 585 ? ? ? ? Utilities ($0.05) 195 ? ? ? ?
Total variable overhead costs $2,340 ? ? ? ? Fixed overhead costs Depreciation–machinery $ 500 ? ? ? ? Depreciation–building 700 ? ? ? ? Supervision 1,800 ? ? ? ? Maintenance and repairs 400 ? ? ? ? Other overhead expenses 600 ? ? ? ?
Total fixed overhead costs $4,000 ? ? ? ?
Total overhead costs $6,340 ? ? ? ?
Note: The figures in parentheses are variable costs per unit.
6. Selling and Administrative Expense Budget:
Bertha’s Bathworks Selling and Administrative Expense Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable selling and administrative expenses Delivery expenses ($0.10) $ 400 ? ? ? ? Sales commissions ($0.15) 600 ? ? ? ? Accounting ($0.05) 200 ? ? ? ? Other administrative expenses ($0.20) 800 ? ? ? ? Total variable selling and administrative expenses $2,000 ? ? ? ? Fixed selling and administrative expenses Sales salaries $5,000 ? ? ? ? Depreciation, office equipment 900 ? ? ? ? Taxes and insurance 1,700 ? ? ? ? Total fixed selling and administrative expenses $7,600 ? ? ? ?
Total selling and administrative expenses $9,600 ? ? ? ?
Note: The figures in parentheses are variable costs per unit.
286 CHAPTER 7 The Budgeting Process
7. Cost of Goods Manufactured Budget:
Bertha’s Bathworks Cost of Goods Manufactured Budget
For the Year Ended December 31
Direct materials used Direct materials inventory, beginning ? Purchases during the year ?
Cost of direct materials available for use ? Less direct materials inventory, ending ?
Cost of direct materials used ? Direct labor costs ? Overhead costs ?
Total manufacturing costs ? Work in process inventory, beginning ? Less work in process inventory, ending* ?
Cost of goods manufactured ? Manufactured Cost per Unit � Cost of Goods Manufactured � Units Produced ?
* It is the company’s policy to have no units in process at the end of the year.
8. Budgeted Income Statement:
Bertha’s Bathworks Budgeted Income Statement
For the Year Ended December 31
Sales ? Cost of goods sold Finished goods inventory, beginning ? Cost of goods manufactured ? Cost of goods available for sale ? Less finished goods inventory, ending ? Cost of goods sold ? Gross margin ? Selling and administrative expenses ? Income from operations ? Income taxes expense (30%)* ? Net income ?
*The figure in parentheses is the company’s income tax rate.
Basic Cash Budget P 3. Felasco Nurseries, Inc., has been in business for six years and has four divi- sions. Ethan Poulis, the corporation’s controller, has been asked to prepare a cash budget for the Southern Division for the first quarter. Projected data supporting this budget follow.
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Chapter Assignments 287
Sales (60% on credit) Purchases
November $160,000 December $ 86,800 December 200,000 January 124,700 January 120,000 February 99,440 February 160,000 March 104,800 March 140,000
Collection records of accounts receivable have shown that 30 percent of all credit sales are collected in the month of sale, 60 percent in the month following the sale, and 8 percent in the second month following the sale; 2 percent of the sales are uncollectible. All purchases are paid for in the month after the purchase. Sala- ries and wages are projected to be $25,200 in January, $33,200 in February, and $21,200 in March. Estimated monthly costs are utilities, $4,220; collection fees, $1,700; rent, $5,300; equipment depreciation, $5,440; supplies, $2,480; small tools, $3,140; and miscellaneous, $1,900.
Each of the corporation’s divisions maintains a $6,000 minimum cash bal- ance. As of December 31, the Southern Division had a cash balance of $9,600.
Required 1. Prepare a monthly cash budget for Felasco Nurseries’ Southern Division for
the first quarter. 2. Should Felasco Nurseries anticipate taking out a loan for the Southern Divi-
sion during the quarter? If so, how much should it borrow, and when?
Cash Budget P 4. Security Services Company provides security monitoring services. It employs five security specialists. Each specialist works an average of 160 hours a month. The company’s controller has compiled the following information:
Manager insight �
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Actual Data for Last Year Forecasted Data for Next Year November December January February March
Security billings (sales) $30,000 $35,000 $25,000 $20,000 $30,000 Selling and administrative 10,000 11,000 9,000 8,000 10,500 expenses Operating supplies 2,500 3,500 2,500 2,000 3,000 Service overhead 3,000 3,500 3,000 2,500 3,000
Sixty percent of the client billings are cash sales collected during the month of sale; 30 percent are collected in the first month following the sale; and 10 percent are collected in the second month following the sale. Operating supplies are paid for in the month of purchase. Selling and administrative expenses and service overhead are paid in the month following the cost’s incurrence.
The company has a bank loan of $12,000 at a 12 percent annual interest rate. Interest is paid monthly, and $2,000 of the loan principal is due on February 28. Income taxes of $4,500 for the last calendar year are due and payable on March 15. The five security specialists each earn $8.50 an hour, and all payroll-related employee benefit costs are included in service overhead. The company anticipates no capital expenditures for the first quarter of the coming year. It expects its cash balance on December 31 to be $13,000.
288 CHAPTER 7 The Budgeting Process
Required Prepare a monthly cash budget for Security Services Company for the three- month period ended March 31.
Budgeted Income Statement and Budgeted Balance Sheet P 5. Moontrust Bank has asked the president of Wishware Products, Inc., for a budgeted income statement and budgeted balance sheet for the quarter ended June 30. These pro forma financial statements are needed to support Wishware Products’ request for a loan.
Wishware Products routinely prepares a quarterly master budget. The operat- ing budgets prepared for the quarter ending June 30 have provided the follow- ing information: Projected sales for April are $220,400; for May, $164,220; and for June, $165,980. Direct materials purchases for the period are estimated at $96,840; direct materials usage, at $102,710; direct labor expenses, at $71,460; overhead, at $79,940; selling and administrative expenses, at $143,740; capital expenditures, at $125,000 (to be spent on June 29); cost of goods manufactured, at $252,880; and cost of goods sold, at $251,700.
Balance sheet account balances at March 31 were as follows: Accounts Receiv- able, $26,500; Materials Inventory, $23,910; Work in Process Inventory, $31,620; Finished Goods Inventory, $36,220; Prepaid Expenses, $7,200; Plant, Furniture, and Fixtures, $498,600; Accumulated Depreciation–Plant, Furniture, and Fix- tures, $141,162; Patents, $90,600; Accounts Payable, $39,600; Notes Payable, $105,500; Common Stock, $250,000; and Retained Earnings, $207,158.
Projected monthly cash balances for the second quarter are as follows: April 30, $20,490; May 31, $35,610; and June 30, $45,400. During the quarter, accounts receivable are expected to increase by 30 percent, patents to go up by $6,500, prepaid expenses to remain constant, and accounts payable to go down by 10 per- cent (Wishware Products will make a $5,000 payment on a note payable, $4,100 of which is principal reduction). The federal income tax rate is 34 percent, and the second quarter’s tax is paid in July. Depreciation for the quarter will be $6,420, which is included in the overhead budget. The company will pay no dividends.
Required 1. Prepare a budgeted income statement for the quarter ended June 30. Round
answers to the nearest dollar. 2. Prepare a budgeted balance sheet as of June 30.
Alternate Problems Preparing Operating Budgets P 6. The principal product of Waterworks, Inc., is a metal water bottle that carries a lifetime guarantee. Listed here are cost and production data for the water bottle.
Direct materials Stainless steel: 0.25 kilogram per bottle at $8.00 per kilogram Clip for the handle: 1 per bottle at $0.10 each
Direct labor Stamping operation: $30 per labor hour; 2 minutes per bottle
Overhead Stamping operation: rate equals 70 percent of department’s direct labor dollars
In January, February, and March, Waterworks expects to produce 200,000, 225,000, and 150,000 bottles, respectively. The company has no beginning or end- ing balances of direct materials inventory or work in process inventory for the year.
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Chapter Assignments 289
Required 1. For the three-month period ending March 31, prepare monthly production
cost information for the metal water bottle. Classify the costs as direct mate- rials, direct labor, or overhead, and show your computations.
2. Prepare a cost of goods manufactured budget for the water bottle. Show monthly cost data and combined totals for the quarter for each cost category.
Preparing a Comprehensive Budget P 7. The Bottled Water Company has been bottling and selling water since 1940. Ginnie Adams, the current owner of The Bottled Water Company, would like to know how a new product would affect the company’s net income in the coming year.
Required Calculate The Bottled Water Company’s net income for the new product in the coming year by completing the operating budgets and budgeted income state- ment that follow.
1. Sales Budget:
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The Bottled Water Company Sales Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 40,000 30,000 50,000 55,000 175,000 � Selling price per unit � $1 � ? � ? � ? � ?
Total sales $40,000 ? ? ? ?
2. Production Budget:
The Bottled Water Company Production Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Sales in units 40,000 ? ? ? ? Plus desired units of ending finished goods inventory* 3,000 ? ? 6,000 6,000
Desired total units 43,000 Less desired units of beginning finished goods inventory† 4,000 ? ? ? 4,000
Total production units 39,000 ? ? ? ?
*Desired units of ending finished goods inventory � 10% of next quarter’s budgeted sales. †Desired units of beginning finished goods inventory � 10% of current quarter’s budgeted sales.
290 CHAPTER 7 The Budgeting Process
3. Direct Materials Purchases Budget:
The Bottled Water Company Direct Materials Purchases Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 39,000 32,000 50,500 55,500 ? � 20 ounces per unit � 20 � ? � ? � ? � ? Total production needs in ounces 780,000 ? ? ? ? Plus desired ounces of ending direct materials inventory* 128,000 ? ? 240,000 240,000
908,000 ? ? ? ? Less desired ounces of beginning direct materials inventory† 156,000 ? ? ? 156,000 Total ounces of direct materials to be purchased 752,000 ? ? ? ? � Cost per ounce � $0.01 � ? � ? � ? � ? Total cost of direct materials purchases $ 7,520 ? ? ? ?
*Desired ounces of ending direct materials inventory � 20% of next quarter’s budgeted production needs in ounces. †Desired ounces of beginning direct materials inventory � 20% of current quarter’s budgeted production needs in ounces.
4. Direct Labor Budget:
The Bottled Water Company Direct Labor Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Total production units 39,000 ? ? ? ? � Direct labor hours per unit � 0.001 � ? � ? � ? � ?
Total direct labor hours 39.0 ? ? ? ? � Direct labor cost per hour � $8 � ? � ? � ? � ?
Total direct labor cost $ 312 ? ? ? ?
Chapter Assignments 291
5. Overhead Budget:
The Bottled Water Company Overhead Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable overhead costs Factory supplies ($0.01) $ 390 ? ? ? ? Employee benefits ($0.05) 1,950 ? ? ? ? Inspection ($0.01) 390 ? ? ? ? Maintenance and repairs ($0.02) 780 ? ? ? ? Utilities ($0.01) 390 ? ? ? ?
Total variable overhead costs $3,900 ? ? ? ? Total fixed overhead costs 1,500 ? ? ? ?
Total overhead costs $5,400 ? ? ? ?
Note: The figures in parentheses are variable costs per unit.
6. Selling and Administrative Expense Budget:
The Bottled Water Company Selling and Administrative Expense Budget
For the Year Ended December 31
Quarter
1 2 3 4 Year
Variable selling and administrative expenses Delivery expenses ($0.01) $ 400 ? ? ? ? Sales commissions ($0.02) 800 ? ? ? ? Accounting ($0.01) 400 ? ? ? ? Other administrative expenses ($0.01) 400 ? ? ? ? Total variable selling and administrative expenses $2,000 ? ? ? ? Total fixed selling and administrative expenses 5,000 ? ? ? ?
Total selling and administrative expenses $7,000 ? ? ? ?
Note: The figures in parentheses are variable costs per unit.
292 CHAPTER 7 The Budgeting Process
7. Cost of Goods Manufactured Budget:
The Bottled Water Company Cost of Goods Manufactured Budget
For the Year Ended December 31
Direct materials used Direct materials inventory, beginning ? Purchases during the year ?
Cost of direct materials available for use ?
Less direct materials inventory, ending ?
Cost of direct materials used ? Direct labor costs ? Overhead costs ? Total manufacturing costs ? Work in process inventory, beginning* 0 Less work in process inventory, ending* 0
Cost of goods manufactured ? Manufactured Cost per Unit � Cost of Goods ? Manufactured � Units Produced
*It is the company’s policy to have no units in process at the end of the year.
8. Budgeted Income Statement:
The Bottled Water Company Budgeted Income Statement
For the Year Ended December 31
Sales ? Cost of goods sold Finished goods inventory, beginning ? Cost of goods manufactured ? Cost of goods available for sale ? Less finished goods inventory, ending ? Cost of goods sold ?
Gross margin ? Selling and administrative expenses ?
Income from operations ? Income taxes expense (30%)* ?
Net income ?
*The figure in parentheses is the company’s income tax rate.
Chapter Assignments 293
Comprehensive Cash Budget P 8. Located in Telluride, Colorado, Wellness Centers, Inc., emphasizes the ben- efits of regular workouts and the importance of physical examinations. The cor- poration operates three fully equipped fitness centers, as well as a medical center that specializes in preventive medicine. The data that follow pertain to the corpo- ration’s first quarter. Cash Receipts Memberships: December, 870; January, 880; February, 910; March, 1,030 Membership dues: $90 per month, payable on the 10th of the month
(80 percent collected on time; 20 percent collected one month late) Medical examinations: January, $35,610; February, $41,840; March, $45,610 Special aerobics classes: January, $4,020; February, $5,130; March, $7,130 High-protein food sales: January, $4,890; February, $5,130; March, $6,280
Cash Payments Salaries and wages: Corporate officers: 2 at $12,000 per month Physicians: 2 at $7,000 per month Nurses: 3 at $2,900 per month Clerical staff: 2 at $1,500 per month Aerobics instructors: 3 at $1,100 per month Clinic staff: 6 at $1,700 per month Maintenance staff: 3 at $900 per month Health-food servers: 3 at $750 per month
Purchases: Muscle-toning machines: January, $14,400; February, $13,800
(no purchases in March) Pool supplies: $520 per month Health food: January, $3,290; February, $3,460; March, $3,720 Medical supplies: January, $10,400; February, $11,250; March, $12,640 Medical uniforms and disposable garments: January, $7,410; February,
$3,900; March, $3,450 Medical equipment: January, $11,200; February, $3,400; March $5,900 Advertising: January, $2,250; February, $1,190; March, $2,450 Utilities expense: January, $5,450; February, $5,890; March, $6,090
Insurance: Fire: January, $3,470 Liability: March, $3,980
Property taxes: $3,760 due in January Federal income taxes: Last year’s taxes of $21,000 due in March Miscellaneous: January, $2,625; February, $2,800; March, $1,150
Wellness Centers’ controller anticipates that the beginning cash balance on January 1 will be $9,840.
Required Prepare a cash budget for Wellness Centers, Inc., for the first quarter of the year. Use January, February, March, and Quarter as the column headings.
Cash Budget P 9. FM Company provides fraud monitoring services. It employs four fraud spe- cialists. Each specialist works an average of 200 hours a month. The company’s controller has compiled the following information:
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294 CHAPTER 7 The Budgeting Process
Seventy percent of the client billings are cash sales collected during the month of sale; 20 percent are collected in the first month following the sale; and 10 percent are collected in the second month following the sale. Operating supplies are paid in the month of purchase. Selling and administrative expenses and service over- head are paid in the month the cost is incurred.
The company has a bank loan of $12,000 at a 6 percent annual interest rate. Interest is paid monthly, and $2,000 of the loan principal is due on February 28. Income taxes of $6,500 for last calendar year are due and payable on March 15. The four security specialists each earn $48.00 an hour, and all payroll-related employee benefit costs are included in service overhead. The company anticipates no capital expenditures for the first quarter of the coming year. It expects its cash balance on December 31 to be $10,000.
Required Prepare a monthly cash budget for FM Company for the three-month period ended March 31.
Budgeted Income Statement and Budgeted Balance Sheet P 10. Stillwater Video Company, Inc., produces and markets two popular video games, High Range and Star Boundary. The closing account balances on the company’s balance sheet for last year are as follows: Cash, $18,735; Accounts Receivable, $19,900; Materials Inventory, $18,510; Work in Process Inventory, $24,680; Finished Goods Inventory, $21,940; Prepaid Expenses, $3,420; Plant and Equipment, $262,800; Accumulated Depreciation–Plant and Equipment, $55,845; Other Assets, $9,480; Accounts Payable, $52,640; Mortgage Payable, $70,000; Common Stock, $90,000; and Retained Earnings, $110,980.
Operating budgets for the first quarter of the coming year show the fol- lowing estimated costs: direct materials purchases, $58,100; direct materi- als usage, $62,400; direct labor expense, $42,880; overhead, $51,910; selling expenses, $35,820; general and administrative expenses, $60,240; cost of goods manufactured, $163,990; and cost of goods sold, $165,440. Estimated ending cash balances are as follows: January, $34,610; February, $60,190; and March, $54,802. The company will have no capital expenditures during the quarter.
Sales are projected to be $125,200 in January, $105,100 in February, and $112,600 in March. Accounts receivable are expected to double during the quar- ter, and accounts payable are expected to decrease by 20 percent. Mortgage pay- ments for the quarter will total $6,000, of which $2,000 will be interest expense. Prepaid expenses are expected to go up by $20,000, and other assets are pro- jected to increase by 50 percent over the budget period. Depreciation for plant and equipment (already included in the overhead budget) averages 5 percent of total plant and equipment per year. Federal income taxes (34 percent of profits) are payable in April. The company pays no dividends.
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Actual Data for Last Year Forecasted Data for Next Year November December January February March Billings (sales) $100,000 $80,000 $60,000 $50,000 $70,000 Selling and administrative expenses 15,000 12,000 8,000 7,000 10,000 Operating supplies 2,500 3,500 2,500 2,000 3,000 Service overhead 14,000 13,500 13,000 12,500 13,000
Chapter Assignments 295
Required 1. Prepare a budgeted income statement for the quarter ended March 31. 2. Prepare a budgeted balance sheet as of March 31.
Policies for Budget Development C 1. Hector Corporation is a manufacturing company with annual sales of $25 million. Its budget committee has created the following policy that the company uses each year in developing its master budget for the following calendar year:
May The company’s controller and other members of the budget committee meet to discuss plans and objectives for next year. The controller conveys all relevant information from this meeting to division managers and department heads.
June Division managers, department heads, and the controller meet to discuss the corporate plans and objectives for next year. They develop a timetable for developing next year’s budget data.
July Division managers and department heads develop budget data. The vice president of sales provides them with final sales estimates, and they complete monthly sales estimates for each product line.
August Estimates of next year’s monthly production activity and inventory levels are completed. Division managers and depart- ment heads communicate these estimates to the controller, who distributes them to other operating areas.
September All operating areas submit their revised budget data. The controller integrates their labor requirements, direct materi- als requirements, unit cost estimates, cash requirements, and profit estimates into a preliminary master budget.
October The budget committee meets to discuss the preliminary master budget and to make any necessary corrections, addi- tions, or deletions. The controller incorporates all authorized changes into a final draft of the master budget.
November The controller submits the final draft to the budget committee for approval. If the committee approves it, it is distributed to all corporate officers, division managers, and department heads.
1. Comment on this policy. 2. What changes would you recommend?
Ethical Considerations in Budgeting C 2. Javier Gonzales is the manager of the Repairs and Maintenance Department of JG Industries. He is responsible for preparing his department’s annual budget. Most managers in the company inflate their budget numbers by at least 10 per- cent because their bonuses depend upon how much below budget their depart- ments operate. Gonzales turned in the following information for his department’s budget for next year to the company’s budget committee:
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ENHANCING Your Knowledge, Skills, and Critical Thinking
296 CHAPTER 7 The Budgeting Process
Because the figures for next year are 20 percent above those in this year’s budget, the budget committee questioned them. Gonzales defended them by saying that he expects a significant increase in activity in his department next year.
What do you think are the real reasons for the increase in the budgeted amounts? What ethical considerations enter into this situation?
Budgeting for Cash Flows C 3. The nature of a company’s business affects its need to budget for cash flows. H&R Block is a service company whose main business is preparing tax returns. Most tax returns are prepared after January 31 and before April 15. For a fee and interest, the company will advance cash to clients who are due refunds. The clients are expected to repay the cash advances when they receive their refunds. Although H&R Block has some revenues throughout the year, it devotes most of the nontax season to training potential employees in tax preparation procedures and to laying the groundwork for the next tax season.
Toys “R” Us is a toy retailer whose sales are concentrated in October, Novem- ber, and December of one year and January of the next year. Sales continue at a steady but low level during the rest of the year. The company purchases most of its inventory between July and September.
Johnson & Johnson sells the many health care products that it manufactures to retailers, and the retailers sell them to the final customer. Johnson & Johnson offers retailers credit terms.
Discuss the nature of cash receipts and cash disbursements over a calendar year in the three companies we have just described. What are some key estimates that the management of these companies must make when preparing a cash budget?
Budgeting Procedures C 4. Since Rood Enterprises inaugurated participative budgeting 10 years ago, everyone in the organization—from maintenance personnel to the president’s staff—has had a voice in the budgeting process. Until recently, participative bud- geting has worked in the best interests of the company as a whole. Now, how- ever, it is becoming evident that some managers are using the practice solely to benefit their own divisions. The budget committee has therefore asked you, the company’s controller, to analyze this year’s divisional budgets carefully before incorporating them into the company’s master budget.
The Motor Division was the first of the company’s six divisions to submit its budget request for next year. The division’s budgeted income statement appears at the top of the next page.
LO4
LO1 LO4
Budget This Year Actual This Year Budget Next Year Supplies $ 20,000 $ 16,000 $ 24,000 Labor 80,000 82,000 96,000 Utilities 8,500 8,000 10,200 Tools 12,500 9,000 15,000 Hand-carried equipment 25,000 16,400 30,000 Cleaning materials 4,600 4,200 5,520 Miscellaneous 2,000 2,100 2,400 Totals $152,600 $137,700 $183,120
Chapter Assignments 297
Rood Enterprises Motor Division
Budgeted Income Statement For the Years Ended December 31
Budget for Budget for Increase This Year Next Year (Decrease)
Net sales Radios $ 850,000 $ 910,000 $ 60,000 Appliances 680,000 740,000 60,000 Telephones 270,000 305,000 35,000 Miscellaneous 84,400 90,000 5,600 Net sales $1,884,400 $2,045,000 $160,600 Less cost of goods sold 750,960 717,500* (33,460)
Gross margin $1,133,440 $1,327,500 $194,060
Operating expenses Wages Warehouse $ 94,500 $ 102,250 $ 7,750 Purchasing 77,800 84,000 6,200 Delivery/shipping 69,400 74,780 5,380 Maintenance 42,650 45,670 3,020 Salaries Supervisory 60,000 92,250 32,250 Executive 130,000 164,000 34,000 Purchases, supplies 17,400 20,500 3,100 Maintenance 72,400 82,000 9,600 Depreciation 62,000 74,750† 12,750 Building rent 96,000 102,500 6,500 Sales commissions 188,440 204,500 16,060 Insurance Fire 12,670 20,500 7,830 Liability 18,200 20,500 2,300 Utilities 14,100 15,375 1,275 Taxes Property 16,600 18,450 1,850 Payroll 26,520 41,000 14,480 Miscellaneous 4,610 10,250 5,640
Total operating expenses $1,003,290 $1,173,275 $169,985
Income from operations $ 130,150 $ 154,225 $ 24,075
*Less expensive merchandise will be purchased in the next year to boost profits. †Depreciation is increased because additional equipment must be bought to handle increased sales.
298 CHAPTER 7 The Budgeting Process
1. Recast the Motor Division’s budgeted income statement in the following format (round percentages to two places):
Budget for This Year Budget for Next Year
Account Amount Percentage of Net Sales Amount Percentage of Net Sales
2. Actual results for this year revealed the following information about revenues and cost of goods sold:
Amount Percentage of Net Sales Net sales Radios $ 780,000 43.94 Appliances 640,000 36.06 Telephones 280,000 15.77 Miscellaneous 75,000 4.23 Net sales $1,775,000 100.00 Less cost of goods sold 763,425 43.01 Gross margin $1,011,575 56.99
On the basis of this information and your analysis in 1, what do you think the budget committee should say to the managers of the Motor Division? Identify any specific areas of the budget that may need to be revised, and explain why the revision is needed.
The Budgeting Process C 5. Refer to our development of Framecraft Company’s master budget in this chapter. Suppose that because of a new customer in Canada, the company’s management has decided to increase budgeted sales in the first quarter by 5,000 units. The expenses for this sale will include direct materials, direct labor, variable overhead, and variable selling and administrative expenses. The deliv- ery expense for the Canadian customer will be $0.18 per unit rather than the regular $0.08 per unit. The desired units of beginning finished goods inventory will remain at 1,000 units.
1. Using an Excel spreadsheet, revise Framecraft Company’s budgeted income statement and the operating budgets that support it to reflect the changes described above. (Round manufactured cost per unit to three decimals.)
2. What was the change in income from operations? Would you recommend accepting the order from the Canadian customer? If so, why?
Cookie Company (Continuing Case) C 6. In this segment of our continuing case, you have decided to open a store where you will sell your company’s cookies, as well as coffee, tea, and other bev- erages. You believe that the store will be able to provide excellent service and undersell the local competition. To fund operations, you are applying for a loan from the Small Business Administration. The loan application requires you to submit two financial budgets—a pro forma income statement and a pro forma balance sheet—within six weeks.
How do the four w’s of preparing an accounting report apply in this situ- ation—that is, why are you preparing these financial budgets, who needs them, what information do you need to prepare them, and when are they due?
LO3 LO4
LO1 LO2 LO4
Chapter Assignments 299
The Management Process
C H A P T E R Performance Management and Evaluation
I f managers want satisfactory results, they must understand the cause-and-effect relationships between their actions and their organization’s overall performance. By measuring and tracking the
relationships that they are responsible for, managers can improve
performance and thereby add value for all of their organization’s
stakeholders. In this chapter, we describe the role of the balanced
scorecard, responsibility accounting, and economic value added
as they relate to performance management and evaluation. We
also point out how managers can use a wide range of financial
and nonfinancial data to manage and evaluate performance more
effectively.
L E A R N I N G O B J E C T I V E S
LO1 Define a performance management and evaluation system, and describe how the balanced scorecard aligns performance with organizational goals.
LO2 Define responsibility accounting, and describe the role that responsibility centers play in performance management and evaluation.
LO3 Prepare performance reports for cost centers using flexible budgets and for profit centers using variable costing.
LO4 Prepare performance reports for investment centers using the traditional measures of return on investment and residual income and the newer measure of economic value added.
LO5 Explain how properly linked performance incentives and measures add value for all stakeholders in performance management and evaluation.
PLAN
Translate the organization’s mission and vision into operational objectives from multiple stakeholders’ perspectives.
∇
Select performance measures for objectives.
∇
Establish targets for each performance objective.
∇
PERFORM
Balance the needs of all stakeholders when making decisions.
∇
Improve performance by tracking causal relationships among objectives, measures, and targets.
∇
EVALUATE
Compare financial and nonfinancial results with performance targets.
∇
Analyze results and take corrective actions.
∇
COMMUNICATE
Prepare reports of interest to stakeholder groups.
∇
Managers use multiple evaluation metrics to analyze and manage performance.
8
(pp. 302–305)
(pp. 305–309)
(pp. 310–313)
(pp. 313–319)
(pp. 319–322)
300
DECISION POINT � A MANAGER’S FOCUS VAIL RESORTS
Vail Resorts includes five vacation spots: Vail, Breckenridge, Key- stone, Heavenly, and Beaver Creek. To help guests enjoy all the activities that these places offer, Vail Resorts instituted its PEAKS system. PEAKS is an all-in-one card that guests at the five resort areas can use to pay for lift tickets, skiing and snowboarding les- sons, equipment rentals, dining, and more.
Guests like the PEAKS system’s convenience and its program for earning points toward free or reduced-rate lift tickets, dining, and lodging. After enrolling, members receive a picture identification card with radio frequency technology that is scanned each time they ride the ski lifts, attend ski school, or charge purchases, meals, or lodging.1
Managers at Vail Resorts like the PEAKS system because it enables them to collect huge amounts of information—both financial and nonfinancial—in a simple way and because the data have so many uses. New data are entered in the system each time a guest’s card is scanned. Those data then become part of an integrated management information system that managers use to measure and evaluate the performance of their resorts in many ways.
� How do managers at Vail Resorts link performance measures and set performance targets to achieve performance objectives?
� How do they use the PEAKS system and its integrated database to improve performance management and evaluation?
301
Performance Measurement
LO1 Define a performance management and evaluation system, and describe how the balanced scorecard aligns performance with organizational goals.
A performance management and evaluation system is a set of procedures that account for and report on both financial and nonfinancial performance so that a company can identify how well it is doing, where it is going, and what improvements will make it more profitable.
What to Measure, How to Measure Performance measurement is the use of quantitative tools to gauge an organiza- tion’s performance in relation to a specific goal or an expected outcome. For per- formance measurement to succeed, managers must be able to distinguish between what is being measured and the actual measures used to monitor performance. For instance, product or service quality is not a performance measure. It is part of a management strategy: Management wants to produce the highest-quality prod- uct or service possible, given the resources available. Product or service quality thus is what management wants to measure.
To measure product or service quality, managers must collaborate with other managers to develop a group of measures, such as the balanced scorecard, that will identify changes in product or service quality and help employees determine what needs to be done to improve quality.
Other Measurement Issues Each organization must develop a set of performance measures that is appropriate to its situation. In addition to answering the basic questions of what to measure and how to measure, management must consider a variety of other issues, includ- ing the following:
� What performance measures can be used?
� How can managers monitor the level of product or service quality?
� How can managers monitor production and other business processes to iden- tify areas that need improvement?
� How can managers measure customer satisfaction?
� How can managers monitor financial performance?
� Are there other stakeholders to whom a manager is accountable?
� What performance measures do government entities impose on the company?
� How can a manager measure the company’s effect on the environment?
i m u t
m w w
O
Study Note What a manager measures for example, quality—is not the same as the actual measures used to monitor performance— for example, the number of defective units per hour.
FOCUS ON BUSINESS PRACTICE
The tableau de bord, or “dashboard,” was developed by French engineers around 1900 as a concise performance measurement system that helped managers under- stand the cause-and-effect relationships between their decisions and the resulting performance. The indica- tors, both financial and nonfinancial, allowed manag- ers at all levels to monitor their progress in terms of the
mission and objectives of their unit and of their company overall. Like a set of nested Russian dolls, each unit’s key success factors and key performance indicators were integrated with those of other units. The dashboard continues to encourage a performance measurement system that focuses on and supports an organization’s strategic plan.2
“Old” Doesn’t Mean “Out of Date”
302 CHAPTER 8 Performance Management and Evaluation
Organizational Goals and the Balanced Scorecard The balanced scorecard, developed by Robert S. Kaplan and David R Norton, is a framework that links the perspectives of an organization’s four basic stakeholder groups—financial (investors), learning and growth (employees), internal business processes, and customers—with the organization’s mission and vision, perfor- mance measures, strategic and tactical plans, and resources. To succeed, an orga- nization must add value for all groups in both the short and the long term. Thus, an organization will determine each group’s objectives and translate them into performance measures that have specific, quantifiable performance targets. Ideally, managers should be able to see how their actions contribute to the achievement of organizational goals and understand how their compensation is related to their actions. The balanced scorecard assumes that an organization will get only what it measures.
The Balanced Scorecard and Management To illustrate how managers use the balanced scorecard, we will refer to Vail Resorts’ PEAKS system, which we described in the Decision Point.
Planning During the planning stage, the balanced scorecard provides a frame- work that enables managers to translate their organization’s vision and strategy into operational terms. Managers evaluate the company’s vision from the perspective of each stakeholder group and seek to answer one key question for each group:
� Financial (investors): To achieve our organization’s vision, how should we appear to our shareholders?
� Learning and growth (employees): To achieve our organization’s vision, how should we sustain our ability to improve and change?
� Internal business processes: To succeed, in which business processes must our organization excel?
� Customers: To achieve our organization’s vision, how should we appeal to our customers?
These key questions align the organization’s strategy from all perspectives. The answers to the questions result in performance objectives that are mutually beneficial to all stakeholders. Once the organization’s objectives are set, managers can select performance measures and set performance targets to translate the objectives into an action plan. For example, if Vail Resorts’ collective vision and strategy is to please guests, its managers might establish the following overall objectives:
Perspective Objective
Financial (investors) Increase guests’ spending at the resort.
Learning and growth Continually cross-train employees in (employees) each other’s duties to sustain premium-quality service for guests.
Internal business processes Leverage market position by introducing and improving innovative marketing and technology-driven advances that clearly benefit guests.
Customers Create new premium-price experiences and facilities for vacations in all seasons.
T
p
Study Note The alignment of an organization’s strategy with all the perspectives of the balanced scorecard results in performance objectives that benefit all stakeholders.
Performance Measurement 303
These overall objectives are then translated into specific performance objec- tives and measures for specific managers. Figure 8-1 summarizes how Vail
Resort’s managers might link their organization’s vision and strategy to objec- tives, then link the objectives to logical performance measures, and, finally, set performance targets for a ski lift manager. As a result, a ski lift manager will have a variety of performance measures that balance the perspectives and needs of all stakeholders.
Performing Managers use the mutually agreed-upon strategic and tactical objectives for the entire organization as the basis for decision making within their individual areas of responsibility. This practice ensures that they consider the needs of all stakeholder groups and shows how measuring and managing performance for some stakeholder groups can lead to improved performance for another stakeholder group. Specifically, improving the performance of indicators like internal business processes and learning and growth will create improvements for customers, which in turn will result in improved financial performance. For example, when making decisions about available ski lift capacity, the ski lift man- ager at Vail Resorts will balance such factors as lift ticket sales, snow conditions, equipment reliability, trained staff availability, and length of wait for ski lifts.
When managers understand the causal and linked relationship between their actions and their company’s overall performance, they can see new ways to be more effective. For example, a ski lift manager may hypothesize that shorter wait- ing lines for the ski lifts would improve customer satisfaction and lead to more visits to the ski lift. The manager could test this possible cause-and-effect relation- ship by measuring and tracking the length of ski lift waiting lines and the number of visits to the ski lift. If a causal relationship exists, the manager can improve the
Increase guest vacation spending
Increase number of lift tickets sold by at least 10% per year
Annual percentage growth in lift-ticket sales
Financial (Investors’) Perspective
Leverage market position by innovative marketing and technology
Decrease average ski-lift cycle time by 10% per year
Ski-lift cycle time
Internal Business Processes Perspective
Premium price experiences for a well- deserved vacation
Increase PEAKS points earned by at least 10% per year
PEAKS points earned
Customer Perspective
Performance Measure
TargetObjective
Staff well known for quality service
Each employee cross- trained in at least five tasks
Number of tasks in which employees are cross- trained
Learning and Growth (Employees’) Perspective
PLEASING GUESTS
Performance Measure
TargetObjective
Performance Measure
TargetObjective
Performance Measure
TargetObjective
FIGURE
Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review, January–February 1996.
304 CHAPTER 8 Performance Management and Evaluation
8-1 Sample Balanced Scorecard of Linked Objectives, Performance Measures, and Targets
performance of the ski lift operation by doing everything possible to ensure that waiting lines are short because a quicker ride to the top will result in improved results for the operation and for other perspectives as well.
Evaluating Managers compare performance objectives and targets with actual results to determine if the targets were met, what measures need to be changed, and what strategies or objectives need revision. For example, the ski lift manager at Vail Resorts would analyze the reasons for performance gaps and make rec- ommendations to improve the performance of the ski lift area.
Communicating A variety of reports enable managers to monitor and evalu- ate performance measures that add value for stakeholder groups. For example, the database makes it possible to prepare financial performance reports, customer PEAKS statements, internal business process reports for targeted performance measures and results, and performance appraisals of individual employees.
The balanced scorecard adds dimension to the management process. Man- agers plan, perform, evaluate, and communicate the organization’s performance from multiple perspectives. By balancing the needs of all stakeholders, managers are more likely to achieve their objectives in both the short and the long term.
STOP & APPLY
Molly Sams wants to measure customer satisfaction within her sales region. Link an appropriate performance measure with each balanced scorecard perspective.
Customer Satisfaction Possible Performance Measures 1. Financial (investors) a. Number of cross-trained staff 2. Learning and growth (employees) b. Customer satisfaction rating 3. Internal business processes c. Time lapse from order to delivery 4. Customers d. Dollar sales to repeat customers
SOLUTION
1. d; 2. a; 3. c; 4. b
Responsibility Accounting
LO2 Define responsibility accounting, and describe the role that responsibility centers play in performance management and evaluation.
As part of their performance management systems, many organizations assign resources to specific areas of responsibility and track how the managers of those areas use those resources. For example, Vail Resorts assigns resources to its Lodging, Dining, Retail and Rental, Ski School, and Real Estate divisions and holds the managers of those divisions responsible for generating revenue and managing costs. Within each division, other managers are assigned responsibility for such areas as Children and Adult Ski School, Snowboard School, or Private Lessons. All managers at all levels are then evaluated in terms of their ability to manage their areas of responsibility in keeping with the organization’s goals.
To assist in performance management and evaluation, many organizations use responsibility accounting. Responsibility accounting is an information sys- tem that classifies data according to areas of responsibility and reports each area’s activities by including only the revenue, cost, and resource categories that the
Responsibility Accounting 305
assigned manager can control. A responsibility center is an organizational unit whose manager has been assigned the responsibility of managing a portion of the organization’s resources. The activities of a responsibility center dictate the extent of a manager’s responsibility.
A report for a responsibility center should contain only the costs, revenues, and resources that the manager of that center can control. Such costs and rev- enues are called controllable costs and revenues because they are the result of a manager’s actions, influence, or decisions. A responsibility accounting system ensures that managers will not be held responsible for items that they cannot change.
Types of Responsibility Centers
Cost Centers A responsibility center whose manager is accountable only for controllable costs that have well-defined relationships between the center’s resources and certain products or services is called a cost center.
Manufacturing companies like Apple Computer use cost centers to manage assembly plants, where the relationship between the costs of resources (direct material, direct labor) and the resulting products is well defined. Service organi- zations use cost centers to manage activities in which resources are clearly linked with a service that is provided at no additional charge. For example, in nursing
Research and development units, such as the one shown here, are a type of discretionary cost center in which a manager is accountable for costs only and the relationship between resources and products or services produced is not well defined. A common performance measure used to evaluate research and devel- opment activities is the number of patents obtained.
Courtesy of Image Source/Getty Images.
306 CHAPTER 8 Performance Management and Evaluation
There are five types of responsibility centers: (1) cost centers, (2) discretionary cost centers, (3) revenue centers, (4) profit centers, and (5) investment centers. The key characteristics of the five types of responsibility centers are summarized in Table 8-1.
Responsibility Center
Manager Accountable
For How Performance
Is Measured Examples
Cost center Only controllable costs, where there are well-defined links between the costs of resources and the resulting products or services
Compare actual costs with flexible and master budget costs Analyze resulting variances
Product: Manufacturing assembly plants Service: Food service for hospital patients
Discretionary cost center
Only controllable costs; the links between the costs of resources and the resulting products or services are not well defined
Compare actual noncost-based measures with targets Determine compliance with preapproved budgeted spending limits
Product or service: Administrative activities such as accounting, human resources, and research and development
Revenue center
Revenue generation Compare actual revenue with budgeted revenue Analyze resulting variances
Product: Phone or e-commerce sales for pizza delivery Service: Reservation center on Internet
Profit center Operating income resulting from controllable revenues and costs
Compare actual variable costing income statement with the budgeted income statement
Product or service: Local store of a national chain
Investment center
Controllable revenues, costs, and the investment of resources to achieve organizational goals
Return on investment Residual income Economic value added
Product: A division of a multinational corporation Service: A national office of a multinational consulting firm
TABLE Types of Responsibility Centers
homes and hospitals, there is a clear relationship between the costs of food and direct labor and the number of inpatient meals served.
The performance of a cost center is usually evaluated by comparing an activ- ity’s actual cost with its budgeted cost and analyzing the resulting variances. You will learn more about this performance evaluation process in the chapter on standard costing.
Discretionary Cost Centers A responsibility center whose manager is accountable for costs only and in which the relationship between resources and the products or services produced is not well defined is called a discretion- ary cost center. Departments that perform administrative activities, such as accounting, human resources, and legal services, are typical examples of dis- cretionary cost centers. These centers, like cost centers, have approved budgets that set spending limits.
Responsibility Accounting 307
8-1
Because the spending and use of resources in discretionary cost centers are not clearly linked to the production of a product or service, cost-based measures usu- ally cannot be used to evaluate performance (although such centers are penalized if they exceed their approved budgets). For example, among the performance mea- sures used to evaluate the research and development activities are the number of patents obtained and the number of cost-saving innovations that are developed.
At service organizations, such as the United Way, a common measure of administrative activities is how low their costs are as a percentage of total contributions.
Revenue Centers A responsibility center whose manager is accountable primar- ily for revenue and whose success is based on its ability to generate revenue is called a revenue center. Examples of revenue centers are Hertz’s national car reservation center and the clothing retailer Nordstrom’s ecommerce order department.
A revenue center’s performance is usually evaluated by comparing its actual revenue with its budgeted revenue and analyzing the resulting variances. Perfor- mance measures at both manufacturing and service organizations may include sales dollars, number of customer sales, or sales revenue per minute.
Profit Centers A responsibility center whose manager is accountable for both revenue and costs and for the resulting operating income is called a profit center. A good example is a local store of a national chain, such as Wal-Mart or Jiffy Lube.
The performance of a profit center is usually evaluated by comparing the figures on its actual income statement with the figures on its master or flexible budget income statement.
Investment Centers A responsibility center whose manager is accountable for profit generation and can also make significant decisions about the resources that the center uses is called an investment center. For example, the president of Harley-Davidson’s Buell subsidiary and the president of Brinker International’s Chili’s Grill and Bar can control revenues, costs, and the investment of assets to achieve organizational goals.
The performance of these centers is evaluated using such measures as return on investment, residual income, and economic value added. These measures are used in all types of organizations, both manufacturing and nonmanufacturing, and are discussed later in this chapter.
Organizational Structure and Performance Management Much can be learned about an organization by examining how its managers organize activities and resources. A company’s organizational structure for- malizes its lines of managerial authority and control. An organization chart is a visual representation of an organization’s hierarchy of responsibility for the purposes of management control. Within an organization chart, the five types of responsibility centers are arranged by level of management authority and control.
308 CHAPTER 8 Performance Management and Evaluation
By examining a typical corporate organization chart, you can see how a responsibility accounting system works. Figure 8-2 shows part of the manage- ment structure for the Restaurant Division of a major hospitality corporation. Notice that the figure shows examples of all five types of responsibility centers.
DELIVERY SALES CENTER
(Revenue Center)
OTHER RESTAURANTS
(Profit Centers)
CENTRAL KITCHEN
(Cost Center)
HUMAN RESOURCES
(Discretionary Cost Center)
PHYSICAL RESOURCES
(Discretionary Cost Center)
TRENTON RESTAURANT
(Profit Center)
FINANCIAL RESOURCES
(Discretionary Cost Center)
VICE PRESIDENT—FOOD PRODUCTS Orlena Torres (Cost Center)
VICE PRESIDENT—ADMINISTRATION Manuel Segundo
(Discretionary Cost Center)
VICE PRESIDENT—RESTAURANTS Ruben Lopez (Profit Center)
DIVISION PRESIDENT Consuelo Jorges
(Investment Center)
FIGURE
In a responsibility accounting system, the performance reports for each level of management are tailored to each manager’s individual needs for information. As information moves up the organizational chart, it is usually condensed. Per- formance reporting by responsibility level enables an organization to trace the source of a cost, revenue, or resource to the manager who controls it and to evaluate that manager’s performance accordingly.
STOP & APPLY
Identify the most appropriate type of responsibility center for each of the following organizational units:
SOLUTION
1. Profit center 4. Investment center 2. Revenue center 5. Discretionary cost center 3. Cost center
1. A pizza store in a pizza chain 2. The ticket sales center of a major airline 3. The food service function at a nursing
home
4. A subsidiary of a business conglomerate 5. The information technology area of a
company
Responsibility Accounting 309
8-2 Partial Organization Chart of a Restaurant Division
Performance Evaluation of Cost Centers and Profit Centers
LO3 Prepare performance reports for cost centers using flexible budgets and for profit centers using variable costing.
Study Note Only controllable items should be included on a manager’s performance report.
Because performance reports contain information about costs, revenues, and resources that are controllable by individual managers, they allow compari- sons between actual performance and budget expectations. Such comparisons allow management to evaluate an individual’s performance with respect to responsibility center objectives and companywide objectives and to recom- mend changes. It is important to emphasize that performance reports should contain only costs, revenues, and resources that the manager can control. If a performance report includes items that the manager cannot control, the credibility of the entire responsibility accounting system can be called into question. It is up to management to structure and interpret the performance results fairly.
The content and format of a performance report depend on the nature of the responsibility center. Let us take a closer look at the performance reports for cost centers and profit centers.
Evaluating Cost Center Performance Using Flexible Budgeting
To judge the central kitchen’s performance accurately, the company’s man- agers must change the budgeted data in the master budget to reflect an output of 1,200 units. They can do this by using a flexible budget.
A flexible budget (also called a variable budget) is a summary of expected costs for a range of activity levels. Unlike a static budget, a flexible budget pro- vides forecasted data that can be adjusted for changes in the level of output.
� A flexible budget is derived by multiplying actual unit output by predeter- mined unit costs for each cost item in the report.
�
In the next chapter, you will learn that favorable (positive, or F) and unfavor- able (negative, or U) variances between actual costs and the flexible budget can be further examined by using standard costing to compute specific variances for direct materials, direct labor, and variable and fixed overhead. Also, you will use the flexible budget as a cost control tool to evaluate performance.
310 CHAPTER 8 Performance Management and Evaluation
In the Restaurant Division whose organization is shown in Figure 8-2, the Cen- tral Kitchen is where the food products that the restaurants sell are prepared. It is a cost center because its costs have well-defined relationships with the result- ing products, which are then transferred to the restaurants for further processing and sale. To ensure that the central kitchen is meeting its performance goals, the manager will evaluate the performance of each food item produced. A separate report on each product will compare its actual costs with the corresponding amounts from the budget.
The Central Kitchen’s performance report on House Dressing is presented in Exhibit 8-1. It compares data from the master budget (prepared at the beginning of the period) with the actual results for the period. As you can see, actual costs exceeded budgeted costs. Most managers would consider such a cost overrun sig- nificant. But was there really a cost overrun? The amounts budgeted in the master budget are based on an output of 1,000 units of dressing; however, the actual output was 1,200 units of dressing.
The flexible budget is used primarily as a cost control tool in evaluating per- formance at the end of a period, as in Exhibit 8-1.
Evaluating Profit Center Performance Using Variable Costing Restaurants are profit centers since each is accountable for its own revenues and costs and for the resulting operating income. A profit center’s performance is usually evaluated by comparing its actual income statement results to its bud- geted income statement.
Variable costing is a method of preparing profit center performance reports that classifies a manager’s controllable costs as either variable or fixed. Variable costing produces a variable costing income statement instead of a traditional income statement (also called a full costing or absorption costing or traditional income statement), which is used for external reporting purposes.
A variable costing income statement is the same as a contribution margin income statement, whose format you may recall from its use in cost-volume- profit analysis. Such an income statement is useful in performance management and evaluation because it focuses on cost variability and the profit center’s contri- bution to operating income.
� Under variable costing, direct materials costs, direct labor costs, and variable overhead costs are the only cost elements used to compute variable cost of goods sold.
Actual Flexible Master Results Variance Budget Variance Budget
Gallons produced 1,200 0 1,200 200 (F) 1,000 Center costs Direct materials $312 $12 (U) $300 $50 (U) $250 ($0.25 per gallon) Direct labor 72 12 (U) 60 10 (U) 50 ($0.05 per gallon) Variable overhead 33 3 (F) 36 6 (U) 30 ($0.03 per gallon) Fixed overhead 2 3 (F) 5 0 5
Total cost $419 $18 (U) $401 $66 (U) $335
Performance measures Defect-free gallons to total produced 0.98 0.01 (U) N/A N/A 0.99 Average throughput 11 minutes 1 minute (F) N/A N/A 12 minutes time per gallon
Note: In this exhibit and others that appear later in this chapter, (F) indicates a favorable variance, and (U) indicates an unfavorable variance.
EXHIBIT Central Kitchen’s Performance Report on House Dressing
Performance Evaluation of Cost Centers and Profit Centers 311
8-1
A variable costing income statement differs from the traditional income state- ment prepared for financial reporting, as shown by the two income statements in Exhibit 8-2 for Trenton Restaurant, which is part of the Restaurant Divison. In the traditional income statement, all manufacturing costs are assigned to cost of goods sold; in the variable costing income statement, only the variable manufac- turing costs are included.
Actual Flexible Master Results Variance Budget Variance Budget
Meals served 750 0 750 250 (U) 1,000 Sales (average meal $2.85) $2,500.00 $362.50 (F) $2,137.50 $712.50 (U) $2,850.00 Controllable variable costs Variable cost of goods sold ($1.50) 1,575.00 450.00 (U) 1,125.00 375.00 (F) 1,500.00 Variable selling expenses ($0.40) 325.00 25.00 (U) 300.00 100.00 (F) 400.00 Contribution margin $ 600.00 $112.50 (U) $ 712.50 $237.50 (U) $ 950.00 Controllable fixed costs Fixed manufacturing expenses 170.00 30.00 (F) 200.00 0.00 200.00 Fixed selling expenses 230.00 20.00 (F) 250.00 0.00 250.00 Profit center operating income $ 200.00 $ 62.50 (U) $ 262.50 $237.50 (U) $ 500.00
Other nonfinancial performance measures Number of orders processed 300 50 (F) N/A N/A 250 Average sales order $8.34 $3.06 (U) N/A N/A $11.40
� Fixed manufacturing costs are considered costs of the current accounting period. Notice that fixed manufacturing costs are listed with fixed selling expenses after the contribution margin has been computed.
Although performance reports vary in format depending on the type of responsibility center, they have some common themes:
� All responsibility center reports compare actual results to budgeted figures and focus on the differences.
� Often, comparisons are made to a flexible budget as well as to the master budget.
� Only the items that the manager can control are included in the performance report.
� Nonfinancial measures are also examined to achieve a more balanced view of the manager’s responsibilities.
EXHIBIT Variable Costing Income Statement Versus Traditional Income Statement for Trenton Restaurant
EXHIBIT
Variable Costing Income Statement Traditional Income Statement
Sales $2,500 Sales $2,500 Variable cost of goods sold 1,575 Cost of goods sold 1,745 Variable selling expenses 325 ($1,575 � $170 � $1,745) Contribution margin $ 600 Gross margin $ 755 Fixed manufacturing costs 170 Variable selling expenses 325 Fixed selling expenses 230 Fixed selling expenses 230 Profit center operating income $ 200 Profit center operating income $ 200
312 CHAPTER 8 Performance Management and Evaluation
8-2
In addition to tracking financial performance measures, a manager of a profit center may want to measure and evaluate nonfinancial information—for example, the number of food orders processed and the average amount of a sales order at the Trenton Restaurant. The resulting report, based on variable costing and flex- ible budgeting, is shown in Exhibit 8-3.
8-3 Performance Report Based on Variable Costing and Flexible Budgeting for the Trenton Restaurant
STOP & APPLY
Complete the following performance report for a profit center for the month ended December 31:
Actual Results Variance Master Budget
Sales $ ? $ 20 (F) $ 120 Controllable variable costs Variable cost of goods sold 25 10 (U) ? Variable selling and 15 ? 5 administrative expenses Contribution margin $100 $ ? $ 100 Controllable fixed costs ? 10 (F) 60 Profit center income $ 50 $ 10 (F) $ ? Performance measures Number of orders processed 50 20 (F) ? Average daily sales $ ? $0.66 (F) $4.00 Number of units sold 100 40 (F) ?
Performance Evaluation of Investment Centers
LO4 Prepare performance reports for investment centers using the traditional measures of return on investment and resid- ual income and the newer mea- sure of economic value added.
The evaluation of an investment center’s performance requires more than a com- parison of controllable revenues and costs with budgeted amounts. Because the managers of investment centers also control resources and invest in assets, other performance measures must be used to hold them accountable for revenues, costs, and the capital investments that they control. In this section, we focus on the tra- ditional performance evaluation measures of return on investment and residual income and the relatively new performance measure of economic value added.
Return on Investment Traditionally, the most common performance measure that takes into account both operating income and the assets invested to earn that income is return on investment (ROI). Return on investment is computed as follows:
SOLUTION Profi t Center
For the Month Ended December 31 Actual Results Variance Master Budget
Sales $ 140 $ 20 (F) $ 120 Controllable variable costs Variable cost of goods sold 25 10 (U) 15 Variable selling and 15 10 (U) 5 administrative expenses Contribution margin $ 100 $ 0 $ 100 Controllable fixed costs 50 10 (F) 60 Profit center operating income $ 50 $ 10 (F) $ 40 Performance measures Number of orders processed 50 20 (F) 30 Average daily sales $4.66 $0.66 (F) $4.00 Number of units sold 100 40 (F) 60
Performance Evaluation of Investment Centers 313
Return on Investment (ROI) � Operating Income
________________ Assets Invested
In this formula, assets invested is the average of the beginning and ending asset balances for the period.
Properly measuring the income and the assets specifically controlled by a man- ager is critical to the quality of this performance measure. Using ROI, it is possible to evaluate the manager of any investment center, whether it is an entire company or a unit within a company such as a subsidiary, division, or other business segment.
For investment centers, the ROI computation is really the aggregate measure of many interrelationships. The basic ROI equation, Operating Income ÷ Assets Invested, can be rewritten to show the many elements within the aggregate ROI number that a manager can influence. Two important indicators of performance are profit margin and asset turnover. Profit margin is the ratio of operating income to sales; it represents the percentage of each sales dollar that results in profit. Asset turnover is the ratio of sales to average assets invested; it indicates the productivity of assets, or the number of sales dollars generated by each dollar invested in assets.
Return on investment is equal to profit margin multiplied by asset turnover:
ROI � Profit Margin � Asset Turnover
ROI � Operating Income
________________ Sales
� Sales ______________ Assets Invested
� Operating Income
________________ Assets Invested
Profit margin and asset turnover help explain changes in return on investment for a single investment center or differences in return or investment among invest- ment centers. Therefore, the formula ROI � Profit Margin � Asset Turnover is useful for analyzing and interpreting the elements that make up a business’s overall return on investment.
Du Pont, one of the first organizations to recognize the many interrelationships
Actual Master Results Variance Budget
Operating income $610 $280 (U) $ 890 Assets invested $800 $200 (F) $1,000
Performance measure ROI 76% 13% (U) 89% ROI � Operating Income � Assets Invested $890 � $1,000 � 0.89, or 89% $610 � $800 � 0.76, or 76%*
*Rounded.
EXHIBIT Performance Report Based on Return on Investment for the Restaurant Division
Study Note Profit margin focuses on the income statement, and asset turnover focuses on the balance sheet aspects of ROI.
314 CHAPTER 8 Performance Management and Evaluation
8-4
For example, assume that the Restaurant Division had actual operating income of $610 and that the average assets invested were $800. The master bud- get called for $890 in operating income and $1,000 in invested assets. As shown in Exhibit 8-4, the budgeted ROI for the division would be 89 percent, and the actual ROI would be 76 percent. The actual ROI was lower than the budgeted ROI because the division’s actual operating income was lower than expected rela- tive to the actual assets invested.
that affect ROI, designed a formula similar to the one diagrammed in Figure 8-3. You can see that ROI is affected by a manager’s decisions about pricing, product
sales mix, capital budgeting for new facilities, product sales volume, and other finan- cial matters. In essence, a single ROI number is a composite index of many cause- and-effect relationships and interdependent financial elements. A manager can improve ROI by increasing sales, decreasing costs, or decreasing assets.
Drawbacks Because of the many factors that affect ROI, management should use this measure cautiously in evaluating performance. If ROI is overempha- sized, investment center managers may react by making business decisions that favor their personal ROI performance at the expense of companywide profits or the long-term success of other investment centers. To avoid such problems, other performance measures should always be used in conjunction with ROI— for example, comparisons of revenues, costs, and operating income with budget amounts or past trends; sales growth percentages; market share percentages; or other key variables in the organization’s activity. ROI should also be compared with budgeted goals and with past ROI trends because changes in this ratio over time can be more revealing than any single number.
Residual Income Because of the pitfalls of using return on investment as a performance measure, other approaches to evaluating investment centers have evolved. Residual income
ROI = Operating Income
Assets Invested
Product Sales Mix
Profit Margin = Operating Income
Sales
Asset Turnover = Sales
Assets Invested
Operating Income =
Controllable costs
Sales –
Sales = Selling Price
× Product Volume
Sales
Controllable Costs
Unit Selling Price
Cost of Goods Sold
Selling and Administrative Expenses
Product Volume
Cash + Receivables + Inventory + Prepaids
Fixed AssetsSales
Assets
FIGURE
Performance Evaluation of Investment Centers 315
8-3 Factors Affecting the Computation of Return on Investment
is one of those performance measures. Residual income (RI) is the operating income that an investment center earns above a minimum desired return on invested assets. Residual income is not a ratio but a dollar amount: the amount of profit left after subtracting a predetermined desired income target for an invest- ment center. The formula for computing the residual income of an investment center is
Residual Income � Operating Income � (Desired ROI � Assets Invested)
As in the computation of ROI, assets invested is the average of the center’s begin- ning and ending asset balances for the period.
Comparisons with other residual income figures will strengthen the analysis. To add context to the analysis of the division and its manager, questions such as the following need to be answered: How did the division’s residual income this year compare with its residual income in previous years? Did the actual residual income exceed the budgeted residual income? How did this division’s residual income compare with the amounts generated by other investment centers of the company?
Drawbacks Caution is called for when using residual income to compare investment centers within a company. For their residual income figures to be comparable, all investment centers must have equal access to resources and simi- lar asset investment bases. Some managers may be able to produce larger residual incomes simply because their investment centers are larger rather than because their performance is better. Like ROI, RI has some flaws.
Economic Value Added More and more businesses are using the shareholder wealth created by an investment center, or the economic value added (EVA), as an indicator of performance. The calculation of EVA, a registered trademark of the consulting
EXHIBIT Performance Report Based on Residual Income for the Restaurant Division
Actual Master Results Variance Budget
Operating income $610 $280 (U) $ 890 Assets invested $800 $200 (F) $1,000 Desired ROI 20%
Performance measures ROI 76% 13% (U) 89% Residual income $450 $240 (U) $ 690 Residual Income � Operating Income � (Desired ROI � Assets Invested) $890 � 20%($1,000) � $690 $610 � 20%($800) � $450
Study Note ROI is expressed as a percentage, and RI is expressed in dollars.
316 CHAPTER 8 Performance Management and Evaluation
8-5
The desired RI will vary from investment center to investment center depend- ing on the type of business and the level of risk assumed. The performance report based on residual income for the Restaurant Division is shown in Exhibit 8-5. Assume that the residual income performance target is to exceed a 20 percent return on assets invested in the division. Note that the division’s residual income is $450, which was lower than the $690 that was projected in the mas- ter budget.
firm Stern Stewart & Company, can be quite complex because it makes vari- ous cost of capital and accounting principles adjustments. You will learn more about the cost of capital in the chapter that discusses capital investment deci- sions. However, for the purposes of computing EVA, the cost of capital is the minimum desired rate of return on an investment, such as the assets invested in an investment center.
Basically, the computation of EVA is similar to the computation of residual income, except that after-tax operating income is used instead of pretax operat- ing income, and a cost of capital percentage is multiplied by the center’s invested assets less current liabilities instead of a desired ROI percentage being multi- plied by invested assets. Also, like residual income, the economic value added is expressed in dollars. The formula is
EVA � After-Tax Operating Income � [Cost of Capital � (Total Assets � Current Liabilities)]
� The report shows that the division has added $334 to its economic value after taxes and cost of capital. In other words, the division produced after-tax prof- its of $334 in excess of the cost of capital required to generate those profits.
� In essence, the EVA number is a composite index drawn from many cause- and-effect relationships and interdependent financial elements.
� A manager can improve the economic value of an investment center by increas- ing sales, decreasing costs, decreasing assets, or lowering the cost of capital.
Drawbacks Because many factors affect the economic value of an investment center and its cost of capital, management should be cautious when drawing con- clusions about performance. The evaluation will be more meaningful if the cur- rent economic value added is compared to EVAs from previous periods, target EVAs, and EVAs from other investment centers.
Actual Master Results Variance Budget
Performance measures ROI 76% 13% (U) 89% Residual income $450 $240 (U) $690
Economic value added $334
Economic Value Added � After-Tax Operating Income � [Cost of Capital � (Total Assets � Current Liabilities)] $400 � 12%($800 � $250) � $334
EXHIBIT Performance Report Based on Economic Value Added for the Restaurant Division
Performance Evaluation of Investment Centers 317
8-6
A very basic computation of economic value added for the Restaurant Division is shown in Exhibit 8-6. The report assumes that the division’s after-tax operating income is $400, its cost of capital is 12 percent, its total assets are $800, and its current liabilities are $250.
The factors that affect the computation of economic value added are illus- trated in Figure 8-4. An investment center’s economic value is affected by man- agers’ decisions on pricing, product sales volume, taxes, cost of capital, capital investments, and other financial matters.
The Importance of Multiple Performance Measures In summary, to be effective, a performance management system must consider both operating results and multiple performance measures, such as return on investment, residual income, and economic value added. Comparing actual results to budgeted figures adds meaning to the evaluation. Performance mea- sures such as ROI, RI, and EVA indicate whether an investment center is effective in coordinating its own goals with companywide goals because these measures take into account both operating income and the assets used to produce that income. However, all three measures are limited by their focus on short-term financial performance.
� To obtain a fuller picture, management needs to break these three measures down into their components, analyze such information as responsibility cen- ter income over time, and compare current results to the targeted amounts in the flexible or master budget.
� In addition, the analysis of such nonfinancial performance indicators as aver- age throughput time, employee turnover, and number of orders processed will ensure a more balanced view of a business’s well-being and how to improve it.
Net Operating Income After-Tax = After-Tax Operating Income
– Income Taxes
Cost of Capital in Dollars = Percentage Cost of Capital
× (Total Assets – Current Liabilities)
After-Tax Operating Income
– Cost of Capital in Dollars
= Economic Value Added
After-Tax Operating Income = Sales
– Operating Costs
Percentage Cost of Capital
Income Taxes Total Assets
– Current Liabilities
Operating Costs
Current Liabilities
Total Assets = Current Assets + Fixed Assets + Other Assets
Sales = Selling Price
× Product Volume
Cost of Goods Sold
Selling and Administrative Expenses
Unit Selling Price
Product Volume
FIGURE
318 CHAPTER 8 Performance Management and Evaluation
8-4 Factors Affecting the Computation of Economic Value Added
STOP & APPLY
Brew Mountain Company sells coffee and hot beverages. Its Coffee Cart Division sells to ski- ers as they come off the mountain. The balance sheet for the Coffee Cart Division showed that the company had invested assets of $30,000 at the beginning of the year and $50,000 at the end of the year. During the year, the division’s operating income was $80,000 on sales of $120,000.
SOLUTION a. $80,000 � {20% � [($30,000 � $50,000) ÷ 2]} � $72,000
b. $80,000 ÷ [($30,000 � $50,000) ÷ 2] � 200%
c. $70,000 � [12% � ($600,000 � $80,000)] � $7,600
Performance Incentives and Goals
LO5 Explain how properly linked performance incentives and measures add value for all stakeholders in performance management and evaluation.
The effectiveness of a performance management and evaluation system depends on how well it coordinates the goals of responsibility centers, managers, and the entire company. Two factors are key to the successful coordination of goals:
� The logical linking of goals to measurable objectives and targets
� The tying of appropriate compensation incentives to the achievement of the targets—that is, performance-based pay
Linking Goals, Performance Objectives, Measures, and Performance Targets The causal links among an organization’s goals, performance objectives, mea- sures, and targets must be apparent. For example, if a company seeks to be an environmental steward, as Vail Resorts does, it may choose the following linked goal, objective, measure, and performance target:
Performance Goal Objective Measure Target
To be an To reduce, reuse, Number of tons To recycle at least environmental and recycle recycled per one pound steward year per guest
a. Compute the division’s residual income if the desired ROI is 20 percent.
b. Compute the return on investment for the division.
c. Compute the economic value added for Brew Mountain Company if total corporate assets are $600,000, current liabilities are $80,000, after- tax operating income is $70,000, and the cost of capital is 12 percent.
Performance Incentives and Goals 319
You may recall that the balanced scorecard also links objectives, measures, and targets, as shown earlier in Figure 8-1.
Performance-Based Pay The tying of appropriate compensation incentives to performance targets increases the likelihood that the goals of responsibility centers, managers, and the entire organization will be well coordinated. Unfortunately, this linkage does not always happen. Responsibility center managers are more likely to achieve their performance targets if their compensation depends on it. Performance- based pay is the linking of employee compensation to the achievement of mea- surable business targets.
Cash bonuses, awards, profit-sharing plans, and stock options are common types of incentive compensation.
� Cash bonuses are usually given to reward an individual’s short-term perfor- mance. A bonus may be stated as a fixed dollar amount or as a percentage of a target figure, such as 5 percent of operating income or 10 percent of the dollar increase in operating income.
� An award may be a trip or some other form of recognition for desirable indi- vidual or group performance. For example, many companies sponsor a trip for all managers who have met their performance targets during a specified period. Other companies award incentive points that employees may redeem for goods or services. (Notice that awards can be used to encourage both short-term and long-term performance.)
� Profit-sharing plans reward employees with a share of the company’s profits.
� Employees often receive company stock as recognition of their contribution to a profitable period. Using stock as a reward encourages employees to think and act as both investors and employees and encourages a stable work force. In terms of the balanced scorecard, employees assume two stakeholder perspec- tives and take both a short- and a long-term viewpoint. Companies use stock to motivate employees to achieve financial targets that increase the company’s stock price.
The Coordination of Goals What performance incentives and measures should a company use to manage and evaluate performance? What actions and behaviors should an organization reward? Which incentive compensation plans work best? The answers to such questions depend on the facts and circumstances of each organization. To determine
FOCUS ON BUSINESS PRACTICE
Many service businesses, such as the CPA firm Meyners � Company, assume that aligning staff performance and compensation with the business’s core values and com- petencies is a simple matter. But for Meyners, it turned out that administering a pay-for-performance program
was time-consuming and data-intensive. Based on a sur- vey of the entire firm four years after the program was inaugurated, the pay-for-performance structure was simplified, and employees were offered other types of incentives.3
Pay-for-Performance Reality Check
320 CHAPTER 8 Performance Management and Evaluation
the right performance incentives for their organization, employees and managers must answer several questions:
� When should the reward be given—now or sometime in the future?
� Whose performance should be rewarded—that of responsibility centers, indi- vidual managers, or the entire company?
� How should the reward be computed?
� On what should the reward be based?
� What performance criteria should be used?
� Does our performance incentive plan address the interests of all stakeholders?
The effectiveness of a performance management and evaluation system relies on the coordination of responsibility center, managerial, and company goals. Performance can be optimized by linking goals to measurable objectives and targets and by tying appropriate compensation incentives to the achieve- ment of the targets. Each organization’s unique circumstances will determine the correct mix of measures and compensation incentives for that organiza- tion. If management values the perspectives of all of its stakeholder groups, its performance management and evaluation system will balance and benefit all interests.
FOCUS ON BUSINESS PRACTICE
A study of more than 50 supply networks found that mis- aligned performance incentives are often the cause of inventory buildups or shortages, misguided sales efforts, and poor customer relations. A supply chain works only if the partners work together effectively by adopting
revenue-sharing contracts, using technology to track shared information, and/or working with intermediaries to build trust. Such incentives among supply-chain part- ners must be reassessed periodically as business condi- tions change.4
Aligning Incentives Among Supply-Chain Partners
Performance Incentives and Goals 321
STOP & APPLY
Necessary Toys, Inc., has adopted the balanced scorecard to motivate its managers to work toward the companywide goal of leading its industry in innovation. Identify the four stakeholder perspectives that would link to the following objectives, measures, and targets:
Perspective Objective Measure Target
Profitable new products
New-product ROI
New-product ROI of at least 75 percent
Work force with cutting-edge skills
Percentage of employees cross- trained on work- group tasks
100 percent of work group cross-trained on new tasks within 30 days
Agile product design and production processes
Time to market (the time between a product idea and its first sales)
Time to market less than one year for 80 percent of product introductions
Successful product introductions
New-product market share
Capture 80 percent of new-product market within one year
SOLUTION Goal: Company leads its industry in innovation
Perspective Objective Measure Target
Financial (investors)
Profitable new products
New-product ROI
New-product ROI of at least 75 percent
Learning and growth (employees)
Work force with cutting-edge skills
Percentage of employees cross- trained on work- group tasks
100 percent of work group cross-trained on new tasks within 30 days
Internal business processes
Agile product design and production processes
Time to market (the time between a product idea and its first sales)
Time to market less than one year for 80 percent of product introductions
Customers Successful product introductions
New-product market share
Capture 80 percent of new-product market within one year
322 CHAPTER 8 Performance Management and Evaluation
A LOOK BACK AT � VAIL RESORTS In this chapter’s Decision Point, we asked these questions:
• How do managers at Vail Resorts link performance measures and set performance targets to achieve performance objectives?
• How do they use the PEAKS system and its integrated database to improve performance management and evaluation?
Managers at Vail Resorts link their organization’s vision and strategy to their performance objectives; they then link the objectives to logical performance measures; and, finally, they set performance targets. A balanced scorecard approach enables them to consider the perspectives of all the organization’s stakeholders: financial (investors), learning and growth (employees), internal business processes, and customers.
As we indicated in the Decision Point, Vail Resorts’ managers like the PEAKS all- in-one-card system because it is a quick and easy way of collecting huge amounts of valuable and versatile information. Whenever a guest’s card is scanned, new data enter the system and become part of an integrated management information system that allows managers to measure and control costs, quality, and performance in all of the resort’s areas. The system’s ability to store both financial and nonfinancial data about all aspects of the resort enables managers to learn about and balance the interests of all the organization’s stakeholders. The managers can then use the information to answer traditional financial questions about such matters as the cost of sales and the value of inventory (e.g., food ingredients in the resort’s restaurants and the merchandise in its shops) and to obtain performance data about the resort’s activities, products, services, and customers. In addition, the system provides managers with timely feedback about their performance, which encourages continuous improvement.
Assume that a company like Vail Resorts has just acquired Winter Wonderland, a full-service resort and spa. When Vail investigated Winter Wonderland, it learned the following: Mary Fortenberry, the resort’s general manager, is responsible for guest activities, administration, and food and lodging. In addition, she is solely responsible for the resort’s capital investments. The organization chart below shows the resort’s various activities and the levels of authority that Fortenberry has established:
Resort General Manager
Activities
Outdoor
Ski School
Ski Slopes
Retail Stores
Spa Financial Resources
Restaurants Special Events
Hotel Residential
Interval Ownership
Ski Rentals
Special Events
Golf Course
Indoor Human Resources
Physical Resources
Food and Beverage
Lodging
Administration Food and Lodging
Review Problem
Evaluating Profi t Center and Investment Center
Performance LO3 LO4
LO5
A Look Back at Vail Resorts 323
Three divisional managers receive compensation based on their division’s perfor- mance and have the authority to make employee compensation decisions for their divi- sion. Alexandra Patel manages the Food and Lodging Division. The Food and Lodging Division’s master budget and actual results for the year ended June 30 follow.
Required
1. What types of responsibility centers are Administration, Food and Lodging, and Resort General Manager?
2. Assume that Food and Lodging is a profit center. Prepare a performance report using variable costing and flexible budgeting. Determine the variances between actual results and the corresponding figures in the flexible budget and the master budget.
3. Assume that the divisional managers have been assigned responsibility for capital expenditures and that their divisions are thus investment centers. Food and Lodging is expected to generate a desired ROI of at least 30 percent on average assets invested of $10,000,000.
a. Compute the division’s return on investment and residual income using the average assets invested in both the actual and budget calculations.
b. Using the ROI and residual income, evaluate Alexandra Patel’s performance as divisional manager.
4. Compute the division’s actual economic value added if the division’s assets are $12,000,000, current liabilities are $3,000,000, after-tax operating income is $4,500,000, and the cost of capital is 20 percent.
324 CHAPTER 8 Performance Management and Evaluation
Answers to Review Problem
1. Administration: discretionary cost center; Food and Lodging: profit center; Resort General Manager: investment center
2. Performance report:
3. a. Return on investment
Actual results: $6,450,000 ÷ $10,000,000 � 64.50%
Flexible budget: $5,750,000 ÷ $10,000,000 � 57.50%
Master budget: $5,500,000 ÷ $10,000,000 � 55.00%
Residual income
Actual results: $6,450,000 � 30%($10,000,000) � $3,450,000
Flexible budget: $5,750,000 � 30%($10,000,000) � $2,750,000
Master budget: $5,500,000 � 30%($10,000,000) � $2,500,000
b. Alexandra Patel’s performance as the divisional manager of Food and Lodging exceeds company performance expectations. Actual ROI was 64.5 percent, whereas the company expected an ROI of 30 percent and the flexible budget and the master budget showed projections of 57.5 percent and 55.0 percent, respectively. Residual income also exceeded expectations. The Food and Lodging Division generated $3,450,000 in residual income when the flexible budget and master budget had projected RIs of $2,750,000 and $2,500,000, respectively. The performance report for the division shows 100 more guest days than had been anticipated and a favorable controllable fixed cost variance. As a manager, Patel will investigate the unfavorable variances associated with her controllable variable costs.
4. Economic value added:
$4,500,000 � 20%($12,000,000 � $3,000,000) � $2,700,000
A Look Back at Vail Resorts 325
An effective performance management and evaluation system accounts for and reports on both financial and nonfinancial performance so that a company can ascertain how well it is doing, where it is going, and what improvements will make it more profitable. Each company must develop a set of performance mea- sures appropriate to its specific needs. Besides answering basic questions about what to measure and how to measure, managers must consider a variety of other issues. They must collaborate to develop a group of measures, such as the bal- anced scorecard, that will help them determine how to improve performance.
The balanced scorecard is a framework that links the perspectives of an orga- nization’s four basic stakeholder groups—financial, learning and growth, inter- nal business processes, and customers—with its mission and vision, performance measures, strategic and tactical plans, and resources. Ideally, managers should see how their actions help to achieve organizational goals and understand how their compensation is linked to their actions. The balanced scorecard assumes that an organization will get what it measures.
Responsibility accounting classifies data according to areas of responsibility and reports each area’s activities by including only the revenue, cost, and resource categories that the assigned manager can control. There are five types of respon- sibility centers: cost, discretionary cost, revenue, profit, and investment. Perfor- mance reporting by responsibility center allows the source of a cost, revenue, or resource to be traced to the manager who controls it and thus makes it easier to evaluate a manager’s performance.
Performance reports contain information about the costs, revenues, and resources that individual managers can control. The content and format of a performance report depend on the nature of the responsibility center.
The performance of a cost center can be evaluated by comparing its actual costs with the corresponding amounts in the flexible and master budgets. A flex- ible budget is a summary of anticipated costs for a range of activity levels. It pro- vides forecasted cost data that can be adjusted for changes in the level of output. A flexible budget is derived by multiplying actual unit output by predetermined standard unit costs for each cost item in the report.
The performance of a profit center is usually evaluated by comparing the profit center’s actual income statement results with its budgeted income state- ment. When variable costing is used, the controllable costs of the profit cen- ter’s manager are classified as variable or fixed. The resulting performance report takes the form of a contribution margin income statement. The variable costing income statement is useful because it focuses on cost variability and the profit center’s contribution to operating income.
Traditionally, the most common performance measure has been return on invest- ment (ROI). The basic formula is ROI � Operating Income ÷ Assets Invested. Return on investment can also be examined in terms of profit margin and asset turnover. In this case, ROI � Profit Margin � Asset Turnover, where Profit Mar- gin � Operating Income ÷ Sales, and Asset Turnover � Sales ÷ Assets Invested. Residual income (RI) is the operating income that an investment center earns above a minimum desired return on invested assets. It is expressed as a dollar amount: Residual Income � Operating Income � (Desired ROI � Assets
LO1 Defi ne a performance management and evalua- tion system, and describe how the balanced score- card aligns performance
with organizational goals.
LO2 Defi ne responsibility accounting, and describe the role that responsibil- ity centers play in perfor- mance management and
evaluation.
LO3 Prepare performance reports for cost centers using fl exible budgets
and for profi t centers using variable costing.
STOP & REVIEW
LO4 Prepare performance reports for investment
centers using the traditional measures of
return on investment and residual income and
the newer measure of economic value added.
326 CHAPTER 8 Performance Management and Evaluation
Invested). It is the amount of profit left after subtracting a predetermined desired income target for an investment. Today, businesses are increasingly using the shareholder wealth created by an investment center, or economic value added (EVA), as a performance measure. The calculation of economic value added can be quite complex because of the various adjustments it involves. Basically, it is similar to the calculation of residual income: EVA � After-Tax Operating Income � Cost of Capital in Dollars. A manager can improve the economic value of an investment center by increasing sales, decreasing costs, decreasing assets, or low- ering the cost of capital.
The effectiveness of a performance management and evaluation system depends on how well it coordinates the goals of responsibility centers, manag- ers, and the entire company. Performance can be optimized by linking goals to measurable objectives and targets and tying appropriate compensation incentives to the achievement of those targets. Common types of incentive compensation are cash bonuses, awards, profit-sharing plans, and stock options. If management values the perspectives of all of its stakeholder groups, its performance management and evaluation system will balance and benefit all interests.
LO5 Explain how properly linked performance
incentives and measures add value for all stake-
holders in performance management and
evaluation.
REVIEW of Concepts and Terminology
(LO1)
(LO2)
(LO2)
(LO4)
(LO2)
(LO3)
(LO2)
(LO2)
(LO5)
(LO1)
(LO1)
(LO2)
(LO2)
(LO2)
(LO2)
(LO3)
Key Ratios (LO4)
(LO4)
(LO4)
(LO4)
(LO4)
Stop & Review 327
The following concepts and terms were introduced in this chapter:
Balanced scorecard 303
Controllable costs and revenues 306
Cost center 306
Cost of capital 317
Discretionary cost center 307
Flexible budget 310
Investment center 308
Organization chart 308
Performance-based pay 320
Performance management and evaluation system 302
Performance measurement 302
Profit center 308
Responsibility accounting 305
Responsibility center 306
Revenue center 308
Variable costing 311
Key Ratios Asset turnover 314
Economic value added (EVA) 316
Profit margin 314
Residual income (RI) 316 Return on investment (ROI)
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CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Balanced Scorecard SE 1. One of your college’s overall goals is customer satisfaction. In light of that goal, match each of the following stakeholders’ perspectives with the appropriate objective:
Perspective Objective
1. Financial (investors) a. Customer satisfaction means that the faculty (employees) engages in cutting-edge research. 2. Learning and growth b. Customer satisfaction means that students receive their degrees in four years. 3. Internal business c. Customer satisfaction means that the college processes has a winning athletics program. 4. Customers d. Customer satisfaction means that fund-raising campaigns are successful.
Responsibility Centers SE 2. Identify each of the following as a cost center, a discretionary cost center, a revenue center, a profit center, or an investment center: 1. The manager of center A is responsible for generating cash inflows and incur-
ring costs with the goal of making money for the company. The manager has no responsibility for assets.
2. Center B produces a product that is not sold to an external party but trans- ferred to another center for further processing.
3. The manager of center C is responsible for the telephone order operations of a large retailer.
4. Center D designs, produces, and sells products to external parties. The man- ager makes both long-term and short-term decisions.
5. Center E provides human resource support for the other centers in the company.
Controllable Costs SE 3. Ha Kim is the manager of the Paper Cutting Department in the Northwest Division of Striking Paper Products. Identify each of the following costs as either controllable or not controllable by Kim: 1. Lumber Department hauling costs 2. Salaries of cutting machine workers 3. Cost of cutting machine parts 4. Cost of electricity for the Northwest Division 5. Vice president’s salary
Cost Center Performance Report SE 4. Complete the following performance report for cost center C for the month ended December 31:
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Profit Center Performance Report SE 5. Complete this performance report for profit center P for the month ended December 31:
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Actual Flexible Master Results Variance Budget Variance Budget
Units produced 80 0 ? (20) U 100 Center costs Direct materials $ 84 $ ? $ 80 $ ? $100 Direct labor 150 ? ? 40 (F) 200 Variable overhead ? 20 (U) 240 ? 300 Fixed overhead 270 ? 250 ? 250 Total cost $ ? $34 (U) $ ? $120 (F) $850
Performance measures Defect-free units to total produced 80% ? N/A N/A 90% Average throughput time per unit 11 minutes ? N/A N/A 10 minutes
Actual Master Results Variance Budget
Sales $ ? $ 20 (F) $ 120 Controllable variable costs Variable cost of goods sold 25 10 (U) ? Variable selling and administrative expenses 15 ? 5 Contribution margin $100 $ ? $ 100 Controllable fixed costs ? 20 (F) 60 Profit center operating income $ 60 $ 20 (F) $ ?
Performance measures Number of orders processed 50 20 (F) ? Average daily sales $? $0.68 (F) $4.00 Number of units sold 100 40 (F) ?
Return on Investment SE 6. Complete the profit margin, asset turnover, and return on investment cal- culations for investment centers D and V
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Subsidiary D Subsidiary V
Sales $1,650 $2,840 Operating income $180 $210 Average assets invested $940 $1,250 Profit margin ? 7.39% Asset turnover 1.76 times ? ROI ? ?
Return on Investment SE 7. Complete the average assets invested, profit margin, asset turnover, and return on investment calculations for investment centers J and K on the next page.
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Residual Income SE 8. Complete the operating income, ending assets invested, average assets invested, and residual income calculations for investment centers H and F:
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Subsidiary J Subsidiary K
Sales $2,000 $2,000 Operating income $500 $800 Beginning assets invested $4,000 $500 Ending assets invested $6,000 $1,500 Average assets invested $? $? Profit margin 25% ? Asset turnover ? 2 times ROI ? ?
Subsidiary H Subsidiary F
Sales $20,000 $25,000 Operating income $1,500 $? Beginning assets invested $4,000 $500 Ending assets invested $6,000 $? Average assets invested $? $1,000 Desired ROI 20% 20% Residual income $? $600
Economic Value Added SE 9. Complete the current liabilities, total assets�current liabilities, and eco- nomic value added calculations for investment centers M and N:
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Subsidiary M Subsidiary N
Sales $15,000 $18,000 After-tax operating income $1,000 $1,100 Total assets $4,000 $5,000 Current liabilities $1,000 $? Total assets � current liabilities $? $3,500 Cost of capital 15% 15% Economic value added $? $?
Coordination of Goals SE 10. One of your college’s goals is customer satisfaction. In view of that goal, iden- tify each of the following as a linked objective, a measure, or a performance target: 1. To have successful fund-raising campaigns 2. Number of publications per year per tenure-track faculty 3. To increase the average donation by 10 percent 4. Average number of dollars raised per donor 5. To have faculty engage in cutting-edge research 6. To increase the number of publications per faculty member by at least one
per year
Exercises Balanced Scorecard E 1. Biggs Industries is considering adopting the balanced scorecard and has compiled the following list of possible performance measures. Select the bal- anced scorecard perspective that best matches each performance measure.
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Performance Measure Balanced Scorecard Perspective
1. Residual income a. Financial (investors) 2. Customer satisfaction rating b. Learning and growth (employees) 3. Employee absentee rate c. Internal business processes 4. Growth in profits d. Customers 5. On-time deliveries 6. Manufacturing processing time
Balanced Scorecard E 2. Valient Online Products is considering adopting the balanced scorecard and has compiled the following list of possible performance measures. Select the bal- anced scorecard perspective that best matches each performance measure.
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Performance Measure Balanced Scorecard Perspective
1. Economic value added a. Financial (investors) 2. Employee turnover b. Learning and growth (employees) 3. Average daily sales c. Internal business processes 4. Defect-free units d. Customers 5. Number of repeat customer visits 6. Employee training hours
Performance Measures E 3. Beva Washington wants to measure her division’s product quality. Link an appropriate performance measure with each balanced scorecard perspective.
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Product Quality Possible Performance Measures
1. Financial (investors) a. Number of defective products 2. Learning and growth returned (employees) b. Number of products failing 3. Internal business processes inspection 4. Customers c. Increased market share d. Savings from employee suggestions
Performance Measures E 4. Sam Yu wants to measure customer satisfaction within his region. Link an appropriate performance measure with each balanced scorecard perspective.
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Customer Satisfaction Possible Performance Measures
1. Financial (investors) a. Number of staff promotions 2. Learning and growth b. Number of repeat customers (employees) c. Number of process improvements 3. Internal business processes d. Percentage sales increase over last 4. Customers period
Responsibility Centers E 5. Identify the most appropriate type of responsibility center for each of the fol- lowing organizational units: 1. A manufacturing department of a large corporation 2. An eye clinic in a community hospital 3. The South American division of a multinational company 4. The food preparation plant of a large restaurant chain 5. The catalog order department of a retailer
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Controllable Costs E 6. Angel Sweets produces pies. The company has the following three-tiered manufacturing structure:
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Identify the manager responsible for each of the following costs:
1. Repair and maintenance costs 7. Plant manager’s salary 2. Materials handling costs 8. Cost of materials used 3. Direct labor 9. Storage of finished goods 4. Supervisors’ salaries 10. Property taxes–plant 5. Maintenance of plant grounds 11. Depreciation–plant 6. Depreciation–equipment
Organization Chart E 7. Happy Industries wants to formalize its management structure by designing an organization chart. The company has a president, a board of directors, and two vice presidents. Four discretionary cost centers—Financial Resources, Human Resources, Information Resources, and Physical Resources—report to one of the vice presidents. The other vice president has one manufacturing plant with three subassembly areas reporting to her. Draw the company’s organization chart.
Performance Reports E 8. Jackie Jefferson, a new employee at Handown, Inc., is learning about the various types of performance reports. Describe the typical contents of a perfor- mance report for each type of responsibility center.
Variable Costing Income Statement E 9. Vegan, LLC, owns a chain of gourmet vegetarian take-out markets. Last month, Store Q generated the following information: sales, $890,000; direct materials, $220,000; direct labor, $97,000; variable overhead, $150,000; fixed overhead, $130,000; variable selling and administrative expenses, $44,500; and fixed selling expenses, $82,300. There were no beginning or ending inventories. Average daily sales (25 business days) were $35,600. Customer orders processed totaled 15,000.
Vegan had budgeted monthly sales of $900,000; direct materials, $210,000; direct labor, $100,000; variable overhead, $140,000; fixed overhead, $140,000; variable selling and administrative expenses, $45,000; and fixed selling expenses, $60,000. Store Q had been projected to do $36,000 in daily sales and process 16,000 customer orders. Using this information, prepare a performance report for Store Q.
Variable Costing Income Statement E 10. The income statement in the traditional reporting format for Green Prod- ucts, Inc., for the year ended December 31, is as follows:
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Vice President-Production
Plant Manager
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332 CHAPTER 8 Performance Management and Evaluation
Total fixed manufacturing costs for the year were $16,750. All administrative expenses are considered to be fixed.
Using this information, prepare an income statement for Green Products, Inc., for the year ended December 31, using the variable costing format.
Performance Report for a Cost Center E 11. Archer, LLC, owns a blueberry processing plant. Last month, the plant generated the following information: blueberries processed, 50,000 pounds; direct materials, $50,000; direct labor, $10,000; variable overhead, $12,000; and fixed overhead, $13,000. There were no beginning or ending inventories. Aver- age daily pounds processed (25 business days) were 2,000. Average rate of pro- cessing was 250 pounds per hour.
At the beginning of the month, Archer had budgeted costs of blueberries, $45,000; direct labor, $10,000; variable overhead, $14,000; and fixed overhead, $14,000. The monthly master budget was based on producing 50,000 pounds of blueberries each month. This means that the plant had been projected to process 2,000 pounds daily at the rate of 240 pounds per hour.
Using this information, prepare a performance report for the month for the blueberry processing plant. Include a flexible budget and a computation of vari- ances in your report. Indicate whether the variances are favorable (F) or unfavor- able (U) to the performance of the plant.
Investment Center Performance E 12. Momence Associates is evaluating the performance of three divisions: Maple, Oaks, and Juniper. Using the following data, compute the return on investment and residual income for each division, compare the divisions’ performance, and comment on the factors that influenced performance:
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Green Products, Inc. Income Statement
For the Year Ended December 31
Sales $296,400 Cost of goods sold 112,750 Gross margin $183,650
Selling expenses Variable 69,820 Fixed 36,980 Administrative expenses 27,410 Operating income $ 49,440
Maple Oaks Juniper
Sales $100,000 $100,000 $100,000 Operating income $10,000 $10,000 $20,000 Assets invested $25,000 $12,500 $25,000 Desired ROI 40% 40% 40%
Economic Value Added E 13. Leesburg, LLP, is evaluating the performance of three divisions: Lake, Sumter, and Poe. Using the data that appear on the next page, compute the economic value added by each division, and comment on each division’s performance.
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Master East West Budget Coast Coast
Center costs Rolled aluminum ($0.01) $4,000,000 $3,492,000 $5,040,000 Lids ($0.005) 2,000,000 1,980,000 2,016,000 Direct labor ($0.0025) 1,000,000 864,000 1,260,000 Small tools and supplies ($0.0013) 520,000 432,000 588,000 Depreciation and rent 480,000 480,000 480,000 Total cost $8,000,000 $7,248,000 $9,384,000
Performance Incentives E 14. Dynamic Consulting is advising Solid Industries on the short-term and long-term effectiveness of cash bonuses, awards, profit sharing, and stock as per- formance incentives. Prepare a chart identifying the effectiveness of each incentive as either long-term or short-term or both.
Goal Congruence E 15. Serious Toys, Inc., has adopted the balanced scorecard to motivate its man- agers to work toward the companywide goal of leading its industry in innovation. Identify the four stakeholder perspectives that would link to the following objec- tives, measures, and targets:
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Lake Sumter Poe
Sales $100,000 $100,000 $100,000 After-tax operating income $10,000 $10,000 $20,000 Total assets $25,000 $12,500 $25,000 Current liabilities $5,000 $5,000 $5,000 Cost of capital 15% 15% 15%
Perspective Objective Measure Target
Profitable New product RI New-product RI of new products at least $100,000 Work force with Percentage of 90 percent of work- cutting-edge employees cross- group cross-trained skills trained on work- on new tasks group tasks within 10 days Agile production Time to market Time to market less processes (the time between than 6 months for a product idea 80% of product and its first sales) introductions Successful product New-product Capture 75% of new introductions market share product market within 6 months
Problems Evaluating Cost Center Performance P 1. Beverage Products, LLC, manufactures metal beverage containers. The divi- sion that manufactures soft-drink beverage cans for the North American market has two plants that operate 24 hours a day, 365 days a year. The plants are evalu- ated as cost centers. Small tools and supplies are considered variable overhead. Depreciation and rent are considered fixed overhead. The master budget for a plant and the operating results of the two North American plants, East Coast and West Coast, are as follows:
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334 CHAPTER 8 Performance Management and Evaluation
Required 1. Prepare a performance report for the East Coast plant. Include a flexible bud-
get and variance analysis. 2. Prepare a performance report for the West Coast plant. Include a flexible
budget and variance analysis. 3. Compare the two plants, and comment on their performance. 4. Explain why a flexible budget should be prepared.
Traditional and Variable Costing Income Statements P 2. Roofing tile is the major product of the Tops Corporation. The company had a particularly good year, as shown by its operating data. It sold 88,400 cases of tile. Variable cost of goods sold was $848,640; variable selling expenses were $132,600; fixed overhead was $166,680; fixed selling expenses were $152,048; and fixed administrative expenses were $96,450. Selling price was $18 per case. There were no partially completed jobs in process at the beginning or the end of the year. Fin- ished goods inventory had been used up at the end of the previous year.
Required 1. Prepare the calendar year-end income statement for the Tops Corporation
using the traditional reporting format. 2. Prepare the calendar year-end income statement for the Tops Corporation
using the variable costing format.
Evaluating Profit Center and Investment Center Performance P 3. Bobbie Howell, the managing partner of the law firm Howell, Bagan, and Clark, LLP, makes asset acquisition and disposal decisions for the firm. As man- aging partner, she supervises the partners in charge of the firm’s three branch offices. Those partners have the authority to make employee compensation deci- sions. The partners’ compensation depends on the profitability of their branch office. Victoria Smith manages the City Branch, which has the following master budget and actual results for the year:
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Performance measures Cans processed per hour 45,662 41,096 47,945 Average daily pounds of scrap metal 5 6 7 Cans processed (in millions) 400 360 420
Master Budget Actual Results
Billed hours 5,000 4,900 Revenue $250,000 $254,800 Controllable variable costs Direct labor 120,000 137,200 Variable overhead 40,000 34,300 Contribution margin $ 90,000 $ 83,300 Controllable fixed costs Rent 30,000 30,000 Other administrative expenses 45,000 42,000 Branch operating income $ 15,000 $ 11,300
Required 1. Assume that the City Branch is a profit center. Prepare a performance report
that includes a flexible budget. Determine the variances between actual results, the flexible budget, and the master budget.
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2. Evaluate Victoria Smith’s performance as manager of the City Branch. 3. Assume that the branch managers are assigned responsibility for capital expen-
ditures and that the branches are thus investment centers. City Branch is expected to generate a desired ROI of at least 30 percent on average invested assets of $40,000. a. Compute the branch’s return on investment and residual income.
b. Using the ROI and residual income, evaluate Victoria Smith’s perfor- mance as branch manager.
Return on Investment and Residual Income P 4. Ornamental Iron is a division of Iron Foundry Company. Its balance sheets and income statements for the past two years appear below.
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Iron Foundry Company Ornamental Iron Division
Balance Sheet December 31
This Last Year Year
Assets
Cash $ 5,000 $ 3,000 Accounts receivable 10,000 8,000 Inventory 30,000 32,000 Other current assets 600 600 Plant assets 128,300 120,300 Total assets $173,900 $163,900
Liabilities and Stockholders’ Equity
Current liabilities $ 13,900 $ 10,000 Long-term liabilities 90,000 93,900 Stockholders’ equity 70,000 60,000 Total liabilities and stockholders’ equity $173,900 $163,900
Iron Foundry Company Ornamental Iron Division
Income Statement For the Years Ended December 31
This Last Year Year Sales $180,000 $160,000 Cost of goods sold 100,000 90,000 Selling and administrative expenses 27,500 26,500 Operating income $ 52,500 $ 43,500 Income taxes expense 17,850 14,790 Net income $ 34,650 $ 28,710
336 CHAPTER 8 Performance Management and Evaluation
Required 1. Compute the division’s profit margin, asset turnover, and return on invest-
ment for this year and last year. Beginning total assets for last year were $157,900. Round to two decimal places.
2. The desired return on investment for the division has been set at 12 percent. Compute Ornamental Iron’s residual income for this year and last year.
3. The cost of capital for the division is 8 percent. Compute the division’s eco- nomic value added for this year and last year.
4. Before drawing conclusions about this division’s performance, what addi- tional information would you want?
Return on Investment and Economic Value Added P 5. The balance sheet for the New Products Division of NuBone Corporation showed invested assets of $200,000 at the beginning of the year and $300,000 at the end of the year. During the year, the division’s operating income was $12,500 on sales of $500,000.
Required 1. Compute the division’s residual income if the desired ROI is 6 percent. 2. Compute the following performance measures for the division: (a) profit
margin, (b) asset turnover, and (c) return on investment 3. Recompute the division’s ROI under each of the following independent
assumptions: a. Sales increase from $500,000 to $600,000, causing operating income to
rise from $12,500 to $30,000. b. Invested assets at the beginning of the year are reduced from $200,000
to $100,000. c. Operating expenses are reduced, causing operating income to rise from
$12,500 to $20,000. 4. Compute NuBone’s EVA if total corporate assets are $500,000, current lia-
bilities are $80,000, after-tax operating income is $50,000, and the cost of capital is 8 percent.
Alternate Problems Evaluating Cost Center Performance P 6. Plastic Products, LLC, manufactures plastic beverage bottles. The division that manufactures water bottles for the North American market has two plants that operate 24 hours a day, 365 days a year. The plants are evaluated as cost centers. Small tools and supplies are considered variable overhead. Depreciation and rent are considered fixed overhead. The master budget for a plant and the operating results of the two North American plants, North and South, are as follows:
Master North South Budget Actual Actual
Center costs Plastic pellets ($0.009) $4,500,000 $3,880,000 $5,500,000 Caps ($0.004) 2,000,000 1,990,000 2,000,000 Direct labor ($0.002) 1,000,000 865,000 1,240,000 Small tools and supplies ($0.0005) 250,000 198,000 280,000 Depreciation and rent 450,000 440,000 480,000 Total cost $8,200,000 $7,373,000 $9,500,000
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Performance measures Bottles processed per hour 69,450 62,000 70,250 Average daily pounds of scrap 5 6 7 Bottles processed (in millions) 500 450 520
Required 1. Prepare a performance report for the North plant. Include a flexible budget
and variance analysis. 2. Prepare a performance report for the South plant. Include a flexible budget
and variance analysis. 3. Compare the two plants, and comment on their performance. 4. Explain why a flexible budget should be prepared.
Traditional and Variable Costing Income Statements P 7. Interior designers often use the deluxe carpet products of Lux Mills, Inc. The Maricopa blend is the company’s top product line. In March, Lux produced and sold 174,900 square yards of Maricopa blend. Factory operating data for the month included variable cost of goods sold of $2,623,500 and fixed overhead of $346,875. Other expenses were variable selling expenses, $166,155; fixed selling expenses, $148,665; and fixed general and administrative expenses, $231,500. Total sales revenue equaled $3,935,250. All production took place in March, and there was no work in process at month end. Goods are usually shipped when completed.
Required 1. Prepare the March income statement for Lux Mills, Inc., using the traditional
reporting format. 2. Prepare the March income statement for Lux Mills, Inc., using the variable
costing format.
Return on Investment and Residual Income P 8. Portia Carter is the president of a company that owns six multiplex movie theaters. Carter has delegated decision-making authority to the theater managers for all decisions except those relating to capital expenditures and film selection. The theater managers’ compensation depends on the profitability of their the- aters. Max Burgman, the manager of the Park Theater, had the following master budget and actual results for the month:
Master Budget Actual Results
Tickets sold 120,000 110,000 Revenue–tickets $ 840,000 $ 880,000 Revenue–concessions 480,000 330,000 Total revenue $1,320,000 $1,210,000 Controllable variable costs Concessions 120,000 99,000 Direct labor 420,000 330,000 Variable overhead 540,000 550,000 Contribution margin $ 240,000 $ 231,000 Controllable fixed costs Rent 55,000 55,000 Other administrative expenses 45,000 50,000 Theater operating income $ 140,000 $ 126,000
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338 CHAPTER 8 Performance Management and Evaluation
Required 1. Assuming that the theaters are profit centers, prepare a performance report
for the Park Theater. Include a flexible budget. Determine the variances between actual results, the flexible budget, and the master budget.
2. Evaluate Burgman’s performance as manager of the Park Theater. 3. Assume that the managers are assigned responsibility for capital expenditures
and that the theaters are thus investment centers. Park Theater is expected to generate a desired ROI of at least 6 percent on average invested assets of $2,000,000.
a. Compute the theater’s return on investment and residual income. b. Using the ROI and residual income, evaluate Burgman’s performance as
manager.
Return on Investment and Residual Income P 9. The financial results for the past two years for ABB Company, follow.
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Required 1. Compute the company’s profit margin, asset turnover, and return on invest-
ment for this year and last year. Beginning total assets for last year were $160,000. Round to two decimal places.
ABB Company Balance Sheet December 31
This Year Last Year Assets
Cash $ 9,000 $ 4,000 Accounts receivable 40,000 50,000 Inventory 30,000 25,000 Other current assets 1,000 1,000 Plant assets 120,000 100,000 Total assets $200,000 $180,000
Liabilities and Stockholders’ Equity Current liabilities $ 10,000 $ 10,000 Long-term Liabilities 20,000 10,000 Stockholders’ equity 170,000 160,000 Total liabilities and stockholders’ equity $200,000 $180,000
ABB Company Income Statement
For the Years Ended December 31
This Year Last Year Sales $250,000 $200,000 Cost of goods sold 150,000 115,000 Selling and administrative expenses 30,000 25,000 Operating income $ 70,000 $ 60,000 Income taxes expense 21,000 18,000 Net income $ 49,000 $ 42,000
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2. The desired return on investment for the company has been set at 10 percent. Compute ABB’s residual income for this year and last year.
3. The cost of capital for the company is 5 percent. Compute the company’s economic value added for this year and last year.
4. Before drawing conclusions about this company’s performance, what addi- tional information would you want?
Return on Investment and Economic Value Added P 10. Micanopy Company makes replicas of Indian artifacts. The balance sheet for the Arrowhead Division showed that the company had invested assets of $300,000 at the beginning of the year and $500,000 at the end of the year. Dur- ing the year, Arrowhead Division’s operating income was $80,000 on sales of $1,200,000.
Required 1. Compute Arrowhead Division’s residual income if the desired ROI is
20 percent. 2. Compute the following performance measures for the division: (a) profit
margin, (b) asset turnover, and (c) return on investment. 3. Compute Micanopy Company’s economic value added if total corporate
assets are $6,000,000, current liabilities are $800,000, after-tax operating income is $750,000, and the cost of capital is 12 percent.
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Balanced Scorecard Results C 1. IT, Inc., has adopted the balanced scorecard approach to motivate the man- agers of its product divisions to work toward the companywide goal of leading its industry in innovation. The corporation’s selected performance measures and scorecard results are as follows:
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Division Performance Measure A B C Target
New product ROI 80% 75% 70% 75% Employees cross-trained in new tasks within 30 days 95 96 94 100 New product’s time to market less than one year 85 90 86 80 New product’s market share one year after introduction 50 100 80 80
Can you effectively compare the performance of the three divisions against the targets? What other measures mentioned in this chapter are needed to evaluate performance effectively?
Responsibility Centers C 2. Wood4Fun makes wooden playground equipment for the institutional and consumer markets. The company strives for low-cost, high-quality production because it operates in a highly competitive market in which product price is set by the marketplace and is not based on production costs. The company is organized into responsibility centers. The vice president of manufacturing is responsible for three manufacturing plants. The vice president of sales is responsible for four sales
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regions. Recently, these two vice presidents began to disagree about whether the manufacturing plants are cost centers or profit centers. The vice president of manufacturing views the plants as cost centers because the managers of the plants control only product-related costs. The vice president of sales believes the plants are profit centers because product quality and product cost strongly affect company profits.
1. Identify the controllable performance that Wood4Fun values and wants to measure. Give at least three examples of performance measures that Wood4- Fun could use to monitor such performance.
2. For the manufacturing plants, what type of responsibility center is most con- sistent with the controllable performance Wood4Fun wants to measure?
3. For the sales regions, what type of responsibility center is most appropriate?
Types of Responsibility Centers C 3. Yuma Foods acquired Aldo’s Tortillas several years ago. Aldo’s has contin- ued to operate as an independent company, except that Yuma Foods has exclu- sive authority over capital investments, production quantity, and pricing decisions because Yuma has been Aldo’s only customer since the acquisition. Yuma uses return on investment to evaluate the performance of Aldo’s manager. The most recent performance report is as follows:
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Yuma Foods Performance Report for Aldo’s Tortillas
For the Year Ended June 30
Sales $6,000 Variable cost of goods sold 3,000 Variable administrative expenses 1,000 Variable corporate expenses (% of sales) 600 Contribution margin $1,400 Fixed overhead (includes depreciation of $100) 400 Fixed administrative expenses 500 Operating income $ 500 Average assets invested $5,500 Return on investment 9.09% *
*Rounded.
1. Analyze the items listed in the performance report, and identify the items that Aldo controls and those that Yuma controls. In your opinion, what type of responsibility center is Aldo’s Tortillas? Explain your response.
2. Prepare a revised performance report for Aldo’s Tortillas and an accompany- ing memo to the president of Yuma Foods that explains why it is important to change the content of the report. Cite some basic principles of responsibil- ity accounting to support your recommendation.
Economic Value Added and Performance C 4. Sevilla Consulting offers environmental consulting services worldwide. The managers of branch offices are rewarded for superior performance with bonuses based on the economic value that the office adds to the company. Last year’s operating results for the entire company and for its three offices, expressed in mil- lions of U.S. dollars, are as follows:
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Worldwide Europe Americas Asia
Cost of capital 9% 10% 8% 12% Total assets $210 $70 $70 $70 Current liabilities $80 $10 $40 $30 After-tax operating income $15 $5 $5 $5
1. Compute the economic value added for each office worldwide. What factors affect each office’s economic value added? How can an office improve its eco- nomic value added?
2. If managers’ bonuses are based on economic value added to office perfor- mance, what specific actions will managers be motivated to take?
3. Is economic value added the only performance measure needed to evaluate investment centers adequately? Explain your response.
Return on Investment and Residual Income C 5. Suppose Alexandra Patel, the manager of the Food and Lodging Division at Winter Wonderland Resort, has hired you as a consultant to help her examine her division’s performance under several different circumstances.
1. Type the data that follow into an Excel spreadsheet to compute the division’s actual return on investment and residual income. (Data are from parts 3 and 4 of this chapter’s Review Problem.) Match your data entries to the rows and columns shown below. (Hint: Remember to format each cell for the type of numbers it holds, such as percentage, currency, or general.)
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2. Patel would like to know how the figures would change if Food and Lodging had a desired ROI of 40 percent and average assets invested of $10,000,000. Revise your spreadsheet from 1 to compute the division’s return on invest- ment and residual income under those conditions.
3. Patel also wants to know how the figures would change if Food and Lodging had a desired ROI of 30 percent and average assets invested of $12,000,000. Revise your spreadsheet from 1 to compute the division’s return on invest- ment and residual income under those conditions.
4. Does the use of formatted spreadsheets simplify the computation of ROI and residual income? Do such spreadsheets make it easier to perform “what-if” analyses?
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Cookie Company (Continuing Case) C 6. As we continue with this case, assume that your cookie store is now part of a national chain. The store has been consistently profitable, and sales remain satis- factory despite a temporary economic downturn in your area.
At the first of the year, corporate headquarters set a targeted return on invest- ment of 20 percent for your store. The store currently averages $140,000 in invested assets (beginning invested assets, $130,000; ending invested assets, $150,000) and is projected to have an operating income of $30,800. You are considering whether to take one or both of the following actions before the end of the year:
�� Hold off recording and paying $5,000 in bills owed until the start of the next fiscal year.
�� Write down to zero value $3,000 in store inventory (nonperishable con- tainers) that you have been unable to sell.
Currently, your bonus is based on store profits. Next year, corporate head- quarters is changing its performance incentive program so that bonuses will be based on a store’s actual return on investment.
1.
2. Independent of question 1, how would the inventory write-down affect next year’s income and return on investment if the inventory is sold for $4,000 next year, when corporate headquarters changes its performance incentive plan for store managers? In your opinion, do you have an ethical dilemma?
LO4
Chapter Assignments 343
What effect would each of the actions that you are considering have on the store’s operating income this year? (Hint: Use Figure 8-3 to trace the effects.) In your opinion, is either action unethical?
The Management Process
Standard Costing and Variance Analysis
S tandard costs are useful tools for management because they are based on realistic estimates of operating costs. Manag- ers use them to develop budgets, to control costs, and to prepare
reports. Because of their usefulness in comparing planned and
actual costs, standard costs have usually been most closely asso-
ciated with the performance evaluation of cost centers. In this
chapter, we describe how standard costs are computed and how
managers use the variances between standard and actual costs to
evaluate performance and control costs.
L E A R N I N G O B J E C T I V E S
LO1 Define standard costs, explain how standard costs are developed, and compute a standard unit cost.
LO2 Prepare a flexible budget, and describe how managers use variance analysis to control costs.
LO3 Compute and analyze direct materials variances.
LO4 Compute and analyze direct labor variances.
LO5 Compute and analyze overhead variances.
LO6 Explain how variances are used to evaluate managers’ performance.
PLAN
Prepare the operating budgets, and determine standard costs.
∇
Establish cost-based goals for products and services.
∇
PERFORM
Apply cost standards as work is performed in cost centers.
∇
Collect actual cost data.∇
EVALUATE
Use flexible budgets to evaluate manager’s performance.
∇
Calculate variances between standard and actual costs for direct materials, direct labor, variable overhead, and fixed overhead.
∇
Determine their causes and take corrective action.
∇
COMMUNICATE
Prepare cost center performance reports using standard costing.
∇
Prepare comparative analyses of flexible budgets to actual results for materials, labor, and overhead.
∇
C H A P T E R
Use standard costing and flexible budgets to evaluate the performance cost centers.
9
(pp. 346–350)
(pp. 350–354)
(pp. 355–357)
(pp. 358–361)
(pp. 361–368)
(pp. 369–370)
344
DECISION POINT � A MANAGER’S FOCUS iROBOT CORPORATION
Known for its floor-cleaning home robots, Roomba and Scooba, iRobot Corporation is a leader in the emerging robotics industry. Its PackBot, a combat-proven mobile robot, has saved many lives by performing hazardous reconnaissance, search, and bomb disposal duties in battle zones worldwide. As iRobot develops the next gen- eration of robots for military, industrial, and home use, its managers will continue to keep the business highly profitable by using design specifications to set standard costs for the company’s product lines. Managers in all types of companies use these figures as performance targets and as benchmarks against which to measure actual spend- ing trends and monitor changes in business conditions.
� How does setting performance standards help managers control costs?
� How do managers use standard costs to evaluate the performance of cost centers?
345
Standard Costing
LO1 Define standard costs, explain how standard costs are developed, and compute a standard unit cost.
Standard costs are realistic estimates of costs based on analyses of both past and projected operating costs and conditions. They are usually stated in terms of cost per unit. They provide a standard, or predetermined, performance level for use in standard costing, a method of cost control that also includes a measure of actual performance and a measure of the difference, or variance, between standard and actual performance. This method of measuring and controlling costs differs from the actual and normal costing methods in that it uses estimated costs exclusively to compute all three elements of product cost—direct materials, direct labor, and overhead.
Standard costing is especially effective for managing cost centers. You may recall that a cost center is a responsibility center in which there are well-defined links between the cost of the resources (direct materials, direct labor, and over- head) and the resulting products or services.
A disadvantage to using standard costing is that it can be expensive because the estimated costs are based not just on past costs, but also on engineering esti- mates, forecasted demand, worker input, time and motion studies, and type and quality of direct materials. However, this method can be used in any type of business. Both manufacturers and service businesses can use standard costing in conjunction with a job order costing, process costing, or activity-based costing system.
Standard Costs and Managers As we noted in the introduction to this chapter, standard costs are useful tools for management. Managers use them to develop budgets, to control costs, and to prepare reports. Because of their usefulness in comparing planned and actual costs, standard costs have usually been most closely associated with the perfor- mance evaluation of cost centers.
In recent years, the increasing automation of manufacturing processes has caused a significant decrease in direct labor costs and a corresponding decline in the importance of labor-related standard costs and variances. As a result, manag- ers at manufacturing companies, which once used standard costing for all three elements of product cost, may now apply this method only to direct materials and overhead.
Today, many service organizations’ managers also use standard costing. Although a service organization has no direct materials costs, labor and overhead costs are very much a part of providing services, and standard costing is an effec- tive way of planning and controlling them.
Study Note Standard costs are necessary for planning and control. Budgets are developed from standard costs, and performance is measured against them.
FOCUS ON BUSINESS PRACTICE
If you’ve had some manufacturing experience, you prob- ably understand the importance of standard costing and variance analysis. If you haven’t had any manufacturing experience, you can gain insight into the importance of cost planning and control by visiting a factory. Consult
your local chamber of commerce for factory tours near you. You can also tour factories online. Check out the virtual production tour of jelly beans at www .jellybelly.com or see how chocolate is made at www .hersheys.com.
Why Go on a Factory Tour?
346 CHAPTER 9 Standard Costing and Variance Analysis
Computing Standard Costs A fully integrated standard costing system uses standard costs for all the elements of product cost: direct materials, direct labor, and overhead. Inventory accounts for materials, work in process, and finished goods, as well as the Cost of Goods Sold account, are maintained and reported in terms of standard costs, and stan- dard unit costs are used to compute account balances. Actual costs are recorded separately so that managers can compare what should have been spent (the stan- dard costs) with the actual costs incurred in the cost center.
A standard unit cost for a manufactured product has the following six elements:
� Price standard for direct materials
� Quantity standard for direct materials
� Standard for direct labor rate
� Standard for direct labor time
� Standard for variable overhead rate
� Standard for fixed overhead rate
To compute a standard unit cost, it is necessary to identify and analyze each of these elements. (A standard unit cost for a service includes only the elements that relate to direct labor and overhead.)
Standard Direct Materials Cost The standard direct materials cost is found by multiplying the price standard for direct materials by the quantity standard for direct materials. For example, if the price standard for a certain item is $2.75 and a specific job calls for a quantity standard of 8 of the items, the standard direct materials cost for that job is com- puted as follows:
Standard Direct Direct Materials �
Direct Materials Materials Cost � Price Standard Quantity Standard $22.00 � $2.75 � 8
The direct materials price standard is a careful estimate of the cost of a spe- cific direct material in the next accounting period. An organization’s purchasing agent or its purchasing department is responsible for developing price standards for all direct materials and for making the actual purchases. When estimating a direct materials price standard, the purchasing agent or department must take into account all possible price increases, changes in available quantities, and new sources of supply.
The direct materials quantity standard is an estimate of the amount of direct materials, including scrap and waste, that will be used in an accounting period. It is influenced by product engineering specifications, the quality of direct materials, the age and productivity of machinery, and the quality and experience of the work force. Production managers or management accountants usually establish and monitor standards for direct materials quantity, but engineers, pur- chasing agents, and machine operators may also contribute to the development of these standards.
Standard Direct Labor Cost The standard direct labor cost for a product, task, or job order is calculated by multiplying the standard wage for direct labor by the standard hours of direct labor. For example, if the standard direct labor rate is $8.40 per hour and a
Standard Costing 347
product takes 1.5 standard direct labor hours to produce, the product’s standard direct labor cost is computed as follows:
Standard Direct �
Direct Labor �
Direct Labor Labor Cost Rate Standard Time Standard $12.60 � $8.40 � 1.5 hours
The direct labor rate standard is the hourly direct labor rate that is expected to prevail during the next accounting period for each function or job classifica- tion. Although rate ranges are established for each type of worker and rates vary within those ranges according to each worker’s experience and length of service, an average standard rate is developed for each task. Even if the person making the product is paid more or less than the standard rate, the standard rate is used to calculate the standard direct labor cost. Standard labor rates are fairly easy to develop because labor rates are either set by a labor union contract or defined by the company.
The direct labor time standard is the expected labor time required for each department, machine, or process to complete the production of one unit or one batch of output. In many cases, standard time per unit is a small fraction of an hour. Current time and motion studies of workers and machines, as well as records of their past performance, provide the data for developing this standard. The direct labor time standard should be revised whenever a machine is replaced or the quality of the labor force changes.
Standard Overhead Cost The standard overhead cost is the sum of the estimates of variable and fixed overhead costs in the next accounting period. It is based on standard overhead rates that are computed in much the same way as the predetermined overhead rate that we discussed in an earlier chapter. Unlike that rate, however, the stan- dard overhead rate has two parts, one for variable costs and one for fixed costs. The reason for computing the standard variable and fixed overhead rates sepa- rately is that their cost behavior differs.
The standard variable overhead rate is computed by dividing the total bud- geted variable overhead costs by an expression of capacity, such as the number of standard machine hours or standard direct labor hours. (Other bases may be used if machine hours or direct labor hours are not good predictors, or drivers, of variable overhead costs.) For example, using standard machine hours as the base, the formula is as follows:
Standard Variable � Total Budgeted Variable Overhead Costs
_________________________________________ Expected Number of Standard Machine Hours
Overhead Rate
The standard fixed overhead rate is computed by dividing the total bud- geted fixed overhead costs by an expression of capacity, usually normal capacity in terms of standard hours or units. The denominator is expressed in the same terms as the variable overhead rate. For example, using normal capacity in terms of standard machine hours as the denominator, the formula is as follows:
Standard Fixed � Total Budgeted Fixed Overhead Costs
________________________________________________ Normal Capacity in Terms of Standard Machine Hours
Overhead Rate
Recall that normal capacity is the level of operating capacity needed to meet expected sales demand. Using it as the application base ensures that all fixed overhead costs have been applied to units produced by the time normal capacity is reached.
t t w
t t
t
Study Note Both the direct labor rate standard and the direct labor time standard are based on an average of the different levels of skilled workers, and both are related to the production of one unit or batch.
348 CHAPTER 9 Standard Costing and Variance Analysis
Total Standard Unit Cost Using standard costs eliminates the need to calculate unit costs from actual cost data every week or month or for each batch of goods produced. Once standard costs for direct materials, direct labor, and variable and fixed overhead have been developed, a total standard unit cost can be computed at any time.
To illustrate how standard costs are used to compute total unit cost, let’s sup- pose that a company called ICU, Inc., has adapted iRobot Corporation’s tech- nology to create Watch Dog, a robot used for home surveillance. ICU, Inc., has recently updated the standards for this line of robots. Direct materials price stan- dards are now $9.20 per square foot for casing materials and $20.17 for each mechanism. Direct materials quantity standards are 0.025 square foot of casing materials per robot and one mechanism per robot. Direct labor time standards are 0.01 hour per robot for the Case Stamping Department and 0.05 hour per robot for the Assembly Department. Direct labor rate standards are $8.00 per hour for the Case Stamping Department and $10.20 per hour for the Assembly Depart- ment. Standard manufacturing overhead rates are $12.00 per direct labor hour for the standard variable overhead rate and $9.00 per direct labor hour for the standard fixed overhead rate. The standard cost of making one robot would be computed in the following manner:
Direct materials costs: Casing ($9.20 per sq. ft. � 0.025 sq. ft.) $ 0.23 One mechanism 20.17 Direct labor costs: Case Stamping Department ($8.00 per hour � 0.01 hour per robot) 0.08 Assembly Department ($10.20 per hour � 0.05 hour per robot) 0.51 Variable overhead ($12.00 per hour � 0.06 hour per robot) 0.72 Total standard variable cost of one robot $21.71 Fixed overhead ($9.00 per hour � 0.06 hour per robot) 0.54 Total standard cost of one robot $22.25
The total standard cost of producing a watch like this or a robot like the Watch Dog represents the desired production cost. It is based on the standards established for direct materials costs, direct labor costs, and variable and fixed overhead.
Courtesy of Timothy Goodwin/ istockphoto.com.
Study Note The total standard cost of $22.25 represents the desired cost of producing one robot.
Standard Costing 349
STOP & APPLY
Using the following information, compute the standard unit cost of a 5-pound bag of sugar:
Direct materials quantity standard 5 pounds per unit Direct materials price standard $0.05 per pound Direct labor time standard 0.01 hour per unit Direct labor rate standard $10.00 per hour Variable overhead rate standard $0.15 per machine hour Fixed overhead rate standard $0.10 per machine hour Machine hour standard 0.5 hour per unit
SOLUTION Direct materials cost ($0.05 � 5 pounds) $0.25 Direct labor cost ($10.00 � 0.01 hour) 0.10 Variable overhead ($0.15 � 0.5 machine hour) 0.08 Fixed overhead ($0.10 � 0.5 machine hour) 0.05 Total standard unit cost $0.48
Variance Analysis
LO2 Prepare a flexible budget, and describe how managers use variance analysis to control costs.
Managers in all types of organizations constantly compare the costs of what was expected to happen with the costs of what actually did happen. By examining the differences, or variances, between standard and actual costs, they can gather much valuable information. Variance analysis is the process of computing the differences between standard costs and actual costs and identifying the causes of those differ- ences. In this section, we look at how managers use flexible budgets to improve the accuracy of variance analysis and how they use variance analysis to control costs.
The Role of Flexible Budgets in Variance Analysis The accuracy of variance analysis depends to a large extent on the type of budget that managers use when comparing variances. Static, or fixed, budgets forecast revenues and expenses for just one level of sales and just one level of output. The budgets that make up a master budget are usually based on a single level of output, but many things can happen over an accounting period that will cause actual output to differ from the estimated output. If a company produces more products than predicted, total production costs will almost always be greater than predicted. When that is the case, a comparison of actual production costs with fixed budgeted costs will inevitably show variances.
To judge the division’s performance accurately, the company’s managers must change the budgeted data to reflect an output of 19,100 units. They can do this by using a flexible budget. A flexible budget (also called a variable budget) is a summary of expected costs for a range of activity levels. Unlike a static bud- get, a flexible budget provides forecasted data that can be adjusted for changes in
350 CHAPTER 9 Standard Costing and Variance Analysis
The performance report in Exhibit 9-1 compares data from the static master budget of ICU, Inc., with the actual costs of the company’s Watch Division, the division responsible for manufacturing the surveillance robots, for the year ended December 31. As you can see, actual costs exceeded budgeted costs by $5,539. On the face of it, most managers would consider such a cost overrun significant. But was there really a cost overrun? The budgeted amounts are based on an out- put of 17,500 units; however, the actual output was 19,100 units.
the level of output. The flexible budget is used primarily as a cost control tool in evaluating performance at the end of a period.
ICU, Inc. Performance Report—Watch Division
For the Year Ended December 31
Difference Budgeted Actual Under (Over) Cost Category Costs* Costs† Budget
Direct materials $357,000 $361,000 ($4,000) Direct labor 10,325 11,779 (1,454) Variable overhead Indirect materials 3,500 3,600 (100) Indirect labor 5,250 5,375 (125) Utilities 1,750 1,810 (60) Other 2,100 2,200 (100) Fixed overhead Supervisory salaries 4,000 3,500 500 Depreciation 2,000 2,000 — Utilities 450 450 — Other 3,000 3,200 (200) Totals $389,375 $394,914 ($5,539)
*Budgeted costs are based on an output of 17,500 units. †Actual output was 19,100 units.
EXHIBIT Performance Report Using Data from a Static Budget
FOCUS ON BUSINESS PRACTICE
Because of the database capabilities of enterprise resource management (ERM) systems and the principles of resource consumption accounting (RCA), the flexible budget has become more complicated. This new and more complex version of a flexible budget is called authorized report- ing. Authorized reporting is like a flexible budget in that it
restates an accounting period’s costs in terms of different levels of output, but it enhances cost restatement by tak- ing into account all the factors that can influence a cost’s behavior. With its sophisticated cost analyses, authorized reporting is a more relevant yardstick for cost comparison and control than the traditional flexible budget.1
Why Complicate the Flexible Budget?
Variance Analysis 351
9-1
A flexible budget for ICU’s Watch Division appears in Exhibit 9-2. It shows the estimated costs for 15,000, 17,500, and 20,000 units of output. The total cost of a variable cost item is found by multiplying the number of units produced by the item’s per unit cost. For example, if the Watch Division produces 15,000 units, direct materials will cost $306,000 (15,000 units � $20.40).
An important element in this exhibit is the flexible budget formula, an equation that determines the expected, or budgeted, cost for any level of output. Its components include a per unit amount for variable costs and a total amount for fixed costs. (In Exhibit 9-2, the $21.71 variable cost per unit is computed in the far right column, and the $9,450 is found in the section on fixed overhead costs.) Using the flexible budget formula, you can create a budget for the Watch Division for any level of output in the range of levels given.
Using Variance Analysis to Control Costs
ICU, Inc. Flexible Budget—Watch Division For the Year Ended December 31
Variable Units Produced* Cost per
Cost Category 15,000 17,500 20,000 Unit†
Direct materials $306,000 $357,000 $408,000 $20.40 Direct labor 8,850 10,325 11,800 0.59 Variable overhead Indirect materials 3,000 3,500 4,000 0.20 Indirect labor 4,500 5,250 6,000 0.30 Utilities 1,500 1,750 2,000 0.10 Other 1,800 2,100 2,400 0.12 Total variable costs $325,650 $379,925 $434,200 $21.71 Fixed overhead Supervisory salaries $ 4,000 $ 4,000 $ 4,000 Depreciation 2,000 2,000 2,000 Utilities 450 450 450 Other 3,000 3,000 3,000 Total fixed overhead costs $ 9,450 $ 9,450 $ 9,450 Total costs $335,100 $389,375 $443,650
Flexible budget formula: Total Budgeted Costs � (Variable Cost per Unit � Number of Units Produced) � Budgeted Fixed Costs � ($21.71 � Units Produced) � $9,450
*Flexible budgets are commonly used only for overhead costs; when they are, machine hours or direct labor hours are used in place of units produced. †Computed by dividing the dollar amount in any column by the respective level of output.
EXHIBIT Flexible Budget for Evaluation of Overall Performance
Study Note Flexible budgets allow managers to compare budgeted and actual costs at the same level of output.
352 CHAPTER 9 Standard Costing and Variance Analysis
9-2
The performance report in Exhibit 9-3 is based on data from the flexible budget shown in Exhibit 9-2. Variable unit costs have been multiplied by the 19,100 units actually produced to arrive at the total flexible budgeted costs, and fixed overhead information has been carried over from Exhibit 9-2. In this report, actual costs are $29,197 less than the amount budgeted. In other words, when we use a flexible budget at the end of the period, we find that the performance of the Watch Division in this period actually exceeded budget targets by $29,197.
As Figure 9-1 shows, using variance analysis to control costs is a four-step pro- cess. First, managers compute the amount of the variance. If the amount is insignificant—meaning that actual operating results are close to those anticipated— no corrective action is needed. If the amount is significant, then managers analyze the variance to identify its cause. In identifying the cause, they are usually able to pinpoint the activities that need to be monitored. They then select performance measures that will enable them to track those activities, analyze the results, and determine the action needed to correct the problem. Their final step is to take the appropriate corrective action.
ICU, Inc. Performance Report—Watch Division
For the Year Ended December 31
Difference Cost Category Budgeted Actual Under (Over)
(Variable Unit Cost) Costs* Costs Budget
Direct materials ($20.40) $389,640 $361,000 $28,640 Direct labor ($0.59) 11,269 11,779 (510) Variable overhead Indirect materials ($0.20) 3,820 3,600 220 Indirect labor ($0.30) 5,730 5,375 355 Utilities ($0.10) 1,910 1,810 100 Other ($0.12) 2,292 2,200 92 Fixed overhead Supervisory salaries 4,000 3,500 500 Depreciation 2,000 2,000 — Utilities 450 450 — Other 3,000 3,200 (200) Totals $424,111 $394,914 $29,197
*Budgeted costs are based on an output of 19,100 units.
EXHIBIT Performance Report Using Data from a Flexible Budget
Although computing the amount of a variance is important, it is also impor- tant to remember that this computation does nothing to prevent the variance from recurring. To control costs, managers must determine the cause of the vari- ance and select performance measures that will help them track the problem and find the best solution for it.
No
Yes
2. ANALYZE VARIANCE TO DETERMINE ITS CAUSE(S)
3. SELECT PERFORMANCE MEASURES TO CORRECT
THE PROBLEM
4. TAKE CORRECTIVE ACTION
Is the Variance Significant?
NO CORRECTIVE ACTION NEEDED
1. COMPUTE VARIANCE
FIGURE Variance Analysis: A Four-Step Approach to Controlling Costs
Variance Analysis 353
9-3
9-1
STOP & APPLY
Keel Company’s fixed overhead costs for the year are expected to be as follows: depreciation, $72,000; supervisory salaries, $92,000; property taxes and insurance, $26,000; and other fixed overhead, $14,500. Total fixed overhead is thus expected to be $204,500. Variable costs per unit are expected to be as follows: direct materials, $16.50; direct labor, $8.50; operating supplies, $2.60; indirect labor, $4.10; and other variable overhead costs, $3.20.
Prepare a flexible budget for the following levels of production: 18,000 units, 20,000 units, and 22,000 units. What is the flexible budget formula for the year ended December 31?
SOLUTION Keel Company
Flexible Budget For the Year Ended December 31
Units Produced Variable Cost Category 18,000 20,000 22,000 Cost per Unit
Direct materials $297,000 $330,000 $363,000 $16.50 Direct labor 153,000 170,000 187,000 8.50 Variable overhead Operating supplies 46,800 52,000 57,200 2.60 Indirect labor 73,800 82,000 90,200 4.10 Other 57,600 64,000 70,400 3.20 Total variable costs $628,200 $698,000 $767,800 $34.90
Fixed overhead Depreciation $ 72,000 $ 72,000 $ 72,000 Supervisory salaries 92,000 92,000 92,000 Property taxes and insurance 26,000 26,000 26,000 Other 14,500 14,500 14,500 Total fixed overhead $ 204,500 $204,500 $204,500 Total costs $832,700 $902,500 $972,300
Flexible budget formula for the year ended December 31: Total Budgeted Costs � ($34.90 � Units Produced) � $204,500
354 CHAPTER 9 Standard Costing and Variance Analysis
As we focus on the computation and analysis of cost center variances in the next sections, we follow the steps outlined in Figure 9-1. We limit our analy- sis to eight variances, two for each of the cost categories of direct materials, direct labor, variable overhead, and fixed overhead. We give examples of operat- ing problems that might cause each of these variances to occur. We also identify some financial and nonfinancial performance measures that can be used to track the cause of a variance and that can be helpful in correcting it.
To control cost center operations, managers compute and analyze variances for whole cost categories, such as total direct materials costs, as well as variances for elements of those categories, such as the price and quantity of each direct mate- rial. The more detailed their analysis of direct materials variances is, the more effective they will be in controlling costs.
Computing Direct Materials Variances The total direct materials cost variance is the difference between the standard cost and actual cost of direct materials used to produce the salable units; it is also referred to as the good units produced. To illustrate how this variance is computed, let us assume that a manufacturer called Cambria Company makes leather bags to carry the Watch Dog robots. Each bag should use 4 feet of leather (standard quantity), and the standard price of leather is $6.00 per foot. During August, Cambria Company purchased 760 feet of leather costing $5.90 per foot and used the leather to produce 180 bags.
Given these facts, the total direct materials cost variance for Cambria is calcu- lated as follows:
Standard cost
Standard Price � Standard Quantity � $6.00 per foot � (180 bags � 4 feet per bag) � $6.00 per foot � 720 feet � $4,320
Less actual cost
Actual Price � Actual Quantity � $5.90 per foot � 760 feet � 4,484 Total direct materials cost variance � $ 164 (U)
Here, actual cost exceeds standard cost. The situation is unfavorable, as indi- cated by the U in parentheses after the dollar amount. An F means a favorable situation.
To find the area or people responsible for the variance, the total direct mate- rials cost variance must be broken down into two parts: the direct materials price variance and the direct materials quantity variance. The direct materials price variance (also called the direct material spending or rate variance) is the differ- ence between the standard price and the actual price per unit multiplied by the actual quantity purchased.
For Cambria Company, the direct materials price variance is computed as follows:
Standard price $6.00 Less actual price 5.90 Difference per foot $0.10 (F)
Direct Materials Price Variance � (Standard Price � Actual Price) � Actual Quantity
� $0.10 � 760 feet � $76 (F)
Because the price that the company paid for the direct materials was less than the standard price it expected to pay, the variance is favorable.
The direct materials quantity variance (also called the direct material efficiency or usage variance) is the difference between the standard quantity
Computing and Analyzing Direct Materials Variances
LO3 Compute and analyze direct materials variances.
Study Note It is just as important to identify whether a variance is favorable or unfavorable as it is to compute the variance. This information is necessary for analyzing the variance and taking corrective action.
Study Note The direct materials price variance measures the difference between the standard cost and the actual cost of purchased materials. It is not concerned with the quantity of materials used in the production process.
Computing and Analyzing Direct Materials Variances 355
allowed and the actual quantity used multiplied by the standard price. For Cam- bria, it is computed as follows:
Standard quantity allowed (180 bags � 4 feet per bag) 720 feet Less actual quantity 760 feet Difference 40 feet (U)
Direct Materials Quantity Variance � Standard Price � (Standard Quantity Allowed � Actual Quantity)
� $6 � 40 feet � $240 (U)
Because more leather than the standard quantity was used in the production process, the direct materials quantity variance is unfavorable.
Summary of Direct Material Variances If the calculations are correct, the net of the direct materials price variance and the direct materials quantity variance should equal the total direct materials cost variance. The following check shows that the variances were computed correctly:
Direct materials price variance $ 76 (F) Direct materials quantity variance 240 (U) Total direct materials cost variance $164 (U)
Difference equals
Difference equals
Difference equals
ACTUAL DIRECT MATERIALS PURCHASED
(Actual price ×
actual quantity)
$5.90 per ft. × 760 ft. = $4,484
$6.00 per ft. × 760 ft. = $4,560
WORK IN PROCESS INVENTORY
(Standard price ×
standard quantity)
MATERIALS INVENTORY
(Standard price ×
actual quantity)
$6.00 per ft. × 720 ft. = $4,320
(Net of direct materials price variance and direct materials quantity variance)
$76 (F) – $240 (U) = $164 (U)
TOTAL DIRECT MATERIALS COST VARIANCE
[Standard price × (standard quantity – actual quantity)]
$6.00 per ft. × 40 ft. = $240 (U)
DIRECT MATERIALS QUANTITY VARIANCE
[(Standard price – actual price)
× actual quantity]
$0.10 × 760 ft. = $76 (F)
DIRECT MATERIALS PRICE VARIANCE
FIGURE Diagram of Direct Materials Variance Analysis
356 CHAPTER 9 Standard Costing and Variance Analysis
Variance analyses are sometimes easier to interpret in diagram form. Figure 9-2 illustrates our analysis of Cambria Company’s direct materials variances. Notice that although direct materials are purchased at actual cost, they are entered in the Mate- rials Inventory account at standard price; thus, the direct materials price variance of
9-2
Analyzing and Correcting Direct Materials Variances Cambria Company’s managers were concerned because the company had been expe- riencing direct materials price variances and quantity variances for some time; more- over, as our analysis shows, the price variances were always favorable and the quantity variances were always unfavorable. By tracking the purchasing activity for three months, the managers discovered that the company’s purchasing agent, without any authorization, had been purchasing a lower grade of leather at a reduced price. After careful analysis, the engineering manager determined that the substitute leather was not appropriate and that the company should resume purchasing the grade of leather originally specified. In addition, an analysis of scrap and rework revealed that the infe- rior quality of the substitute leather was causing the unfavorable quantity variance. By tracking the purchasing activity, Cambria’s managers were able to solve the problems the company had been having with direct materials variances.
STOP & APPLY
Using the following information, compare the actual and standard cost and usage data for the production of 5-pound bags of sugar, and compute the direct materials price and direct materials quantity variances using formulas or diagram form:
Direct materials quantity standard 5 pounds per unit Direct materials price standard $0.05 per pound Direct materials purchased and used 55,100 pounds Price paid for direct materials $0.04 per pound Number of good units produced 11,000 units
SOLUTION
Direct Materials Price Variance � (Standard Price � Actual Price) � Actual Quantity
� ($0.05 � $0.04) � 55,100 pounds � $0.01 � 55,100 pounds � $551 (F)
Direct Materials Quantity Variance � Standard Price � (Standard Quantity � Actual Quantity)
� $0.05 � [(11,000 � 5 pounds) � 55,100 pounds] � $0.05 � (55,000 pounds � 55,100 pounds) � $5 (U)
Diagram Form:
Actual Price � Actual Quantity
Standard Price � Actual Quantity
Standard Price � Standard Quantity
Direct Materials $2,204a
Price Variance $2,755b
Quantity Variance $2.750c
$551 (F) $5 (U)
a $0.04 � 55,100 � $2,204 b $0.05 � 55,100 � $2,755 c $0.05 � (11,000 � 5) � $2,750
Computing and Analyzing Direct Materials Variances 357
$76 (F) is obvious when the costs are recorded. As Figure 9-2 shows, the standard price multiplied by the standard quantity is the amount entered in the Work in Pro- cess Inventory account.
Computing and Analyzing Direct Labor Variances
LO4 Compute and analyze direct labor variances.
The procedure for computing and analyzing direct labor cost variances parallels the procedure for finding direct materials variances. Again, the more detailed the analysis is, the more effective managers will be in controlling costs.
Computing Direct Labor Variances The total direct labor cost variance is the difference between the standard direct labor cost for good units produced and actual direct labor costs. (Good units are the total units produced less units that are scrapped or need to be reworked—in other words, the salable units.) At Cambria Company, each leather bag requires 2.4 standard direct labor hours, and the standard direct labor rate is $8.50 per hour. During August, 450 direct labor hours were used to make 180 bags at an average pay rate of $9.20 per hour.
Based on these facts, the total direct labor cost variance is computed as follows:
Standard cost Standard Rate � Standard Hours Allowed � $8.50 � (180 bags � 2.4 hours per bag) � $8.50 � 432 hours � $3,672
Less actual cost Actual Rate � Actual Hours � $9.20 � 450 hours � 4,140 Total direct labor cost variance � $ 468 (U)
Both the actual direct labor hours per bag and the actual direct labor rate var- ied from the standard. For effective performance evaluation, management must know how much of the total cost arose from different direct labor rates and how much from different numbers of direct labor hours. This information is found by computing the direct labor rate variance and the direct labor efficiency variance.
The direct labor rate variance (also called the direct labor spending vari- ance) is the difference between the standard direct labor rate and the actual direct labor rate multiplied by the actual direct labor hours worked. For Cambria, it is computed as follows:
Standard rate $8.50 Less actual rate 9.20 Difference per hour $0.70 (U)
Direct Labor Rate Variance � (Standard Rate � Actual Rate) � Actual Hours � $0.70 � 450 hours � $315 (U)
The direct labor efficiency variance (also called the direct labor quantity or usage variance) is the difference between the standard direct labor hours allowed for good units produced and the actual direct labor hours worked multiplied by the standard direct labor rate. For Cambria, it is computed this way:
a l c
D
Study Note The computation of the direct labor rate variance is very similar to the computation of the direct materials price variance. Computations of the direct labor efficiency variance and the direct materials quantity variance are also similar.
358 CHAPTER 9 Standard Costing and Variance Analysis
Standard hours allowed (180 bags 432 hours � 2.4 hours per bag) Less actual hours 450 hours Difference 18 hours (U)
Direct Labor Efficiency Variance � Standard Rate � (Standard Hours Allowed � Actual Hours)
� $8.50 � 18 hours � $153 (U)
Summary of Direct Labor Variances If the calculations are correct, the net of the direct labor rate variance and the direct labor efficiency variance should equal the total direct labor cost variance. The following check shows that the vari- ances were computed correctly:
Direct labor rate variance $315 (U) Direct labor efficiency variance 153 (U) Total direct labor cost variance $468 (U)
Difference equals
Difference equals
Difference equals
ACTUAL WAGES PAID TO
EMPLOYEES
(Actual rate ×
actual hours)
$9.20 per hr. × 450 hrs. = $4,140
$8.50 per hr. × 450 hrs. = $3,825
WORK IN PROCESS INVENTORY
(Standard rate ×
standard hours allowed)
LABOR BUDGET BASED ON ACTUAL DIRECT
LABOR HOURS
(Standard rate ×
actual hours)
$8.50 per hr. × 432 hrs. = $3,672
(Net of direct labor rate variance and direct labor efficiency variance)
$315 (U) + $153 (U) = $468 (U)
TOTAL DIRECT LABOR COST VARIANCE
[Standard rate × (standard hours allowed
– actual hours)]
$8.50 per hr. × 18 hrs. = $153 (U)
DIRECT LABOR EFFICIENCY VARIANCE
[(Standard rate – actual rate)
× actual hours]
$0.70 × 450 hrs. = $315 (U)
DIRECT LABOR RATE VARIANCE
FIGURE Diagram of Direct Labor Variance Analysis
Computing and Analyzing Direct Labor Variances 359
Figure 9-3 summarizes our analysis of Cambria Company’s direct labor vari- ances. Unlike direct materials variances, the direct labor rate and efficiency vari- ances are usually computed and recorded at the same time.
9-3
Analyzing and Correcting Direct Labor Variances Because Cambria Company’s direct labor rate variance and direct labor efficiency variance were unfavorable, its managers investigated the causes of these vari- ances. An analysis of employee time cards revealed that the Bag Assembly Depart- ment had replaced an assembly worker who was ill with a machine operator from another department. The machine operator made $9.20 per hour, whereas the assembly worker earned the standard $8.50 per hour rate. When questioned about the unfavorable efficiency variance, the assembly supervisor identified two causes. First, the machine operator had to learn assembly skills on the job, so his assembly time was longer than the standard time per bag. Second, the materials handling people were partially responsible because they delivered parts late on five different occasions. Because the machine operator was a temporary replace- ment, Cambria’s managers took no corrective action, but they decided to keep a close eye on the materials handling function by tracking delivery times and num- ber of delays for the next three months. Once they have collected and analyzed the new data, they will take whatever action is needed to correct the scheduling problem.
FOCUS ON BUSINESS PRACTICE
The transfer of technology ideas used for government purposes to home use is common—for example, the Internet and computers. But, what about transferring technology from home use to the battlefield? iRobot Corporation applied the technology it uses in its Roomba vacuum cleaner
to create small unmanned ground vehicles. These robots, such as the PackBot, have cameras that see both during the day and at night, flexible treads that allow them to climb stairs, and radio links that connect them to an operator at a gaming-like console and to the military command center.2
What Do You Get When You Cross a Vacuum Cleaner with a Gaming Console?
STOP & APPLY
Using the following information, compare the standard cost and usage data for the production of 5-pound bags of sugar, and compute the direct labor rate and direct labor efficiency variances using formulas or diagram form:
Direct labor time standard 0.01 hour per unit Direct labor rate standard $10.00 per hour Direct labor hours used 100 hours Total cost of direct labor $1,010 Number of good units produced 11,000 units
(continued)
360 CHAPTER 9 Standard Costing and Variance Analysis
SOLUTION
Direct Labor Rate Variance � (Standard Rate � Actual Rate) � Actual Hours
� [$10.00 � ($1,010 � 100 hours)] � 100 hours � ($10.00 � $10.10) � 100 hours � $0.10 � 100 hours � $10.00 (U)
Direct Labor Efficiency Variance
� Standard Rate � (Standard Hours Allowed � Actual Hours)
� $10.00 � [(11,000 � 0.01 hour) � 100 hours] � $10.00 � (110 hours � 100 hours) � $10.00 � 10 hours � $100.00 (F)
Diagram Form:
Actual Rate � Actual Hours
Standard Rate � Actual Hours
Standard Rate � Standard Hours
Direct Labor
$1,010a Rate Variance
$1,000b Efficiency Variance
$1,100c
$10.00 (U) $100.00 (F)
a $10.10 � 100 � $1,010 b $10.00 � 100 � $1,000 c $10.00 � (11,000 � 0.01 hour) � $1,100
Many types of variable and fixed overhead costs may contribute to variances from standard costs. Controlling these costs is more difficult than controlling direct materials and direct labor costs because the responsibility for overhead costs is hard to assign. Fixed overhead costs may be unavoidable past costs, such as depreciation and lease expenses; they are therefore not under the control of any department manager. If variable overhead costs can be related to departments or activities, however, some control is possible.
Using a Flexible Budget to Analyze Overhead Variances
Total Budgeted Overhead Costs � (Variable Costs per Direct Labor Hour � Number of Direct Labor Hours) � Budgeted Fixed Overhead Costs
Computing and Analyzing Overhead Variances
LO5 Compute and analyze overhead variances.
Computing and Analyzing Overhead Variances 361
Earlier in the chapter, we described the flexible budget that the managers of ICU, Inc., use to evaluate overall performance. That budget, shown in Exhibit 9-2, is based on units of output. Cambria Company’s managers also use a flexible bud- get, but to analyze overhead costs only. As you can see in Exhibit 9-4, Cambria’s flexible budget uses direct labor hours as the expression of activity. Thus, variable costs vary with the number of direct labor hours worked. Total fixed overhead costs remain constant. The flexible budget formula in such cases is as follows:
Cambria Company Flexible Budget—Overhead Bag Assembly Department
For an Average One-Month Period
Direct Labor Hours (DLH) Variable Cost
Cost Category 400 432 500 per DLH
Budgeted variable overhead Indirect materials $ 600 $ 648 $ 750 $1.50 Indirect Labor 800 864 1,000 2.00 Supplies 300 324 375 0.75 Utilities 400 432 500 1.00 Other 200 216 250 0.50 Total budgeted variable overhead costs $2,300 $2,484 $2,875 $5.75 Budgeted fixed overhead Supervisory salaries $ 600 $ 600 $ 600 Depreciation 400 400 400 Other 300 300 300 Total budgeted fixed overhead costs $1,300 $1,300 $1,300 Total budgeted overhead costs $3,600 $3,784 $4,175
Flexible budget formula (based on a normal capacity of 400 direct labor hours): Total Budgeted Overhead Costs � (Variable Costs per Direct Labor Hour
� Number of DLH) � Budgeted Fixed Overhead Costs
� ($5.75 � Number of DLH) � $1,300
When applied to Cambria Company’s data, the flexible budget formula is as follows:
Total Budgeted Overhead Costs � ($5.75 � Number of Direct Labor Hours) � $1,300
Cambria’s flexible budget shows monthly overhead costs for 400, 432, and 500 direct labor hours.
To find the total monthly flexible budgeted overhead costs for the 180 bags produced, you simply insert the direct labor hours allowed in the flexible budget formula—for example ($5.75 � 432 direct labor hours) � $1,300 � $3,784.
Computing Overhead Variances Analyses of overhead variances differ in degree of detail. The basic approach is to compute the total overhead cost variance, which is the difference between actual overhead costs and standard overhead costs applied. You may recall from a previous chapter how overhead was applied to production by using a standard overhead rate.
EXHIBIT Flexible Budget for Evaluation of Overhead Costs
362 CHAPTER 9 Standard Costing and Variance Analysis
9-4
A standard overhead rate has two parts: a variable rate and a fixed rate. For Cambria Company, the standard variable rate is $5.75 per direct labor hour (from the flexible budget). The standard fixed overhead rate is found by dividing total budgeted fixed overhead ($1,300) by normal capacity set by the master budget at the beginning of the period. (Cambria’s normal capacity is 400 direct labor hours.) The result is a fixed overhead rate of $3.25 per direct labor hour ($1,300 � 400 hours). So, Cambria’s total standard overhead rate is $9.00 per direct labor hour ($5.75 � $3.25).
Cambria Company’s total overhead cost variance would be computed as follows:
Standard overhead costs applied to good units produced $9.00 per direct labor hour � (180 bags � 2.4 hr. per bag) $3,888 Less actual overhead costs 4,100 Total overhead cost variance $ 212 (U)
This amount can be divided into variable overhead variances and fixed over- head variances.
Variable Overhead Variances The total variable overhead cost variance is the difference between actual variable overhead costs and the standard variable overhead costs that are applied to good units produced using the standard vari- able rate. The procedure for finding this variance is similar to the procedure for finding direct materials and labor variances.
Overhead applied to good units produced Standard Variable Rate � Standard Labor Hours Allowed � $5.75 per hour � (180 bags � 2.4 hours per bag) � $5.75 � 432 hours � $2,484 Less actual cost 2,500 Total variable overhead cost variance � $ 16 (U)
Both the actual variable overhead and the direct labor hours per bag may vary from the standard. For effective performance evaluation, managers must know how much of the total cost arose from variable overhead spending deviations and how much from variable overhead application deviations (i.e., applied and actual direct labor hours). This information is found by computing the variable over- head spending variance and the variable overhead efficiency variance.
The variable overhead spending variance (also called the variable over- head rate variance) is computed by multiplying the actual hours worked by the difference between actual variable overhead costs and the standard variable overhead rate. For Cambria, it is computed as follows:
Variable Overhead Spending Variance � (Standard Variable Rate � Actual Hours Worked) � Actual Variable Overhead Cost
� ($5.75 � 450 hours) � $2,500.00 � $2,587.50 � $2,500.00 � $87.50 (F)
Computing and Analyzing Overhead Variances 363
Figure 9-4 shows an analysis of Cambria Company’s variable overhead vari- ances. At Cambria, each leather bag requires 2.4 standard direct labor hours, and the standard variable overhead rate is $5.75 per direct labor hour. For example, during August, the company incurred $2,500 of variable overhead costs. The total variable overhead cost variance is computed as follows:
The variable overhead efficiency variance is the difference between the standard direct labor hours allowed for good units produced and the actual hours worked multiplied by the standard variable overhead rate per hour. For Cambria, it is computed as follows:
Standard direct labor hours allowed (180 bags � 2.4 hours per bag) 432 hours Less actual hours 450 hours Difference 18 hours (U)
Variable Overhead Efficiency Variance � Standard Variable Rate � (Standard Hours Allowed � Actual Hours)
� $5.75 � 18 hours � $103.50 (U)
Summary of Variable Overhead Variances If the calculations are correct, the net of the variable overhead spending variance and the variable overhead effi- ciency variance should equal the total variable overhead variance. The following check shows that these variances have been computed correctly:
Variable overhead spending variance $ 87.50 (F) Variable overhead efficiency variance 103.50 (U) Total variable overhead cost variance $ 16.00 (U)
FIGURE Diagram of Variable Overhead Variance Analysis
Difference equals
Difference equals
Difference equals
ACTUAL VARIABLE OVERHEAD COSTS
INCURRED
Given in example
= $2,500.00 $5.75 × 450 hrs.
= $2,587.50
VARIABLE OVERHEAD COSTS APPLIED TO
PRODUCTS
(Standard rate ×
standard hours allowed)
BUDGETED VARIABLE OVERHEAD COSTS AT ACTUAL HOURS
(Standard rate ×
actual hours)
$5.75 × 432 hrs. = $2,484.00
(Net of variable overhead spending variance and variable overhead efficiency variance)
$87.50 (F) – $103.50 (U) = $16 (U)
TOTAL VARIABLE OVERHEAD VARIANCE
[Standard rate × (standard hours allowed
– actual hours)]
$5.75 × 18 hrs. = $103.50 (U)
VARIABLE OVERHEAD EFFICIENCY VARIANCE
[(Standard rate × actual hours) – actual
variable overhead]
$2,587.50 – $2,500.00 = $87.50 (F)
VARIABLE OVERHEAD SPENDING VARIANCE
364 CHAPTER 9 Standard Costing and Variance Analysis
9-4
Fixed Overhead Variances The total fixed overhead cost variance is the difference between actual fixed overhead costs and the standard fixed overhead costs that are applied to good units produced using the standard fixed overhead rate. The procedure for finding this variance differs from the procedure used for finding direct materials, direct labor, and variable overhead variances.
Overhead applied to the good units produced Standard fixed rate � Standard direct labor hours allowed � $3.25 � (180 bags � 2.4 hours per bag) � $3.25 � 432 hours � $1,404
Less actual cost 1,600 Total fixed overhead cost variance � $ 196 (U)
FIGURE Diagram of Fixed Overhead Variance Analysis
Difference equals
Difference equals
Difference equals
ACTUAL FIXED OVERHEAD COSTS
INCURRED
Given in example
$1,600
FIXED OVERHEAD COSTS APPLIED TO
PRODUCTS
(Standard fixed rate ×
standard hours allowed)
BUDGETED FIXED OVERHEAD COSTS
Given in example
$3.25 × 432 hrs. = $1,404
(Net of fixed overhead budget variance and fixed overhead volume variance)
$300 (U) – $104 (F) = $196 (U)
TOTAL FIXED OVERHEAD VARIANCE
(Fixed overhead costs applied to products –
budgeted fixed overhead)
$1,404 – $1,300 = $104 (F)
FIXED OVERHEAD VOLUME VARIANCE
(Budgeted fixed overhead – actual
fixed overhead)
$1,300 – $1,600 = $300 (U)
FIXED OVERHEAD BUDGET VARIANCE
$1,300
Computing and Analyzing Overhead Variances 365
Figure 9-5 shows an analysis of fixed overhead variances for Cambria Com- pany. At Cambria, each bag requires 2.4 standard direct labor hours, and the standard fixed overhead rate is $3.25 per direct labor hour. As we noted earlier, the standard fixed overhead rate is found by dividing budgeted fixed overhead ($1,300) by normal capacity, which was set by the master budget at the begin- ning of the period. In this case, because normal capacity is 400 direct labor hours, the fixed overhead rate is $3.25 per direct labor hour ($1,300 ÷ 400 hours). For example, during August, Cambria incurred $1,600 of actual fixed overhead costs. The total fixed overhead variance is computed as follows:
9-5
For effective performance evaluation, managers break down the total fixed overhead cost variance into two additional variances: the fixed overhead budget variance and the fixed overhead volume variance.
The fixed overhead budget variance (also called the budgeted fixed overhead variance) is the difference between budgeted and actual fixed overhead costs. For Cambria, it is computed as follows:
Fixed Overhead Budget Variance � Budgeted Fixed Overhead � Actual Fixed Overhead
� $1,300 � $1,600 � $300 (U)
The fixed overhead volume variance is the difference between budgeted fixed overhead costs and the overhead costs that are applied to production using the standard fixed overhead rate. For Cambria, the fixed overhead volume vari- ance is computed as follows:
Standard fixed overhead applied to good units produced $3.25 per direct labor hour � (180 bags � 2.4 hours per bag) $1,404 Less total budgeted fixed overhead 1,300 Fixed overhead volume variance $ 104 (F)
Because the fixed overhead volume variance measures the use of existing facili- ties and capacity, a volume variance will occur if more or less than normal capacity is used. At Cambria Company, 400 direct labor hours are considered normal use of facilities. Because fixed overhead costs are applied on the basis of standard hours allowed, Cambria Company’s overhead was applied on the basis of 432 hours, even though the fixed overhead rate was computed using 400 hours. Thus, more fixed costs would be applied to products than were budgeted.
� When capacity exceeds the expected amount, the result is a favorable over- head volume variance because fixed overhead was overapplied.
� When a company operates at a level below the normal capacity in units, the result is an unfavorable volume variance. Not all of the fixed overhead costs will be applied to units produced. In other words, fixed overhead is under- applied, and the cost of goods produced does not include the full budgeted cost of fixed overhead.
Summary of Variable and Fixed Overhead Variances If our calcula- tions of variable and fixed overhead variances are correct, the net of these variances should equal the total overhead cost variance. Checking the computations, we find that the variable and fixed overhead variances do equal the total overhead cost variance:
Variable overhead spending variance $ 87.50 (F) Variable overhead efficiency variance 103.50 (U) Fixed overhead budget variance 300.00 (U) Fixed overhead volume variance 104.00 (F) Total overhead cost variance $212.00 (U)
366 CHAPTER 9 Standard Costing and Variance Analysis
Figures 9-4 and 9-5 summarize our analysis of overhead variances. The total overhead cost variance is also the amount of overapplied or underap- plied overhead. You may recall from an earlier chapter that actual variable and fixed overhead costs are recorded as they occur, that variable and fixed over- head are applied to products as they are produced, and that the overapplied or
underapplied overhead is computed and reconciled at the end of each account- ing period. By breaking down the total overhead cost variance into variable and fixed variances, managers can more accurately control costs and reconcile their causes. An analysis of these two overhead variances will help explain why the amount of overhead applied to units produced is different from the actual over- head costs incurred.
Analyzing and Correcting Overhead Variances In analyzing the unfavorable total overhead cost variance of $212, the manager of Cambria Company’s Bag Assembly Department found causes for the variances that contributed to it:
� Although the variable overhead spending variance was favorable ($87.50 less than expected because of savings on purchases), the inefficiency of the machine operator who substituted for an assembly worker created unfavor- able variances for both direct labor efficiency and variable overhead efficiency. As a result, the manager is going to consider the feasibility of implementing a program for cross-training employees.
� After reviewing the fixed overhead costs, the manager of the Bag Assembly Department concluded that higher-than-anticipated factory insurance pre- miums were the reason for the unfavorable fixed overhead budget variance and were the result of an increase in the number of insurance claims filed by employees. To obtain more specific information, the manager will study the insurance claims filed over a three-month period.
� Finally, since the 432 standard hours were well above the normal capacity of 400 direct labor hours, fixed overhead was overapplied, and it resulted in a $104(F) volume variance. The overutilization of capacity was traced to high demand that pressed the company to use almost all its capacity. Manage- ment decided not to do anything about the fixed overhead volume variance because it fell within an anticipated seasonal range.
STOP & APPLY
Sutherland Products uses standard costing. The following information about overhead was gener- ated during August:
Compute the variable overhead spending and efficiency variances and the fixed overhead budget and volume variances using formulas or diagram form.
Standard variable overhead rate $2 per machine hour Standard fixed overhead rate $3 per machine hour Actual variable overhead costs $443,200 Actual fixed overhead costs $698,800 Budgeted fixed overhead costs $700,000 Standard machine hours per unit produced 12 Good units produced 18,940 Actual machine hours 228,400
(continued)
Computing and Analyzing Overhead Variances 367
SOLUTION
Variable overhead spending variance: Budgeted variable overhead for actual hours Standard rate � actual hours worked ($2 � 228,400) $456,800 Less actual variable overhead costs incurred 443,200 Variable overhead spending variance $ 13,600 (F)
Variable overhead efficiency variance: Variable overhead applied to good units produced Standard rate � standard hours allowed [$2 � (18,940 � 12)] $454,560 Less budgeted variable overhead costs for actual hours Standard rate � actual hours worked ($2 � 228,400) 456,800 Variable overhead efficiency variance $ 2,240 (U)
Diagram Form:
Actual Variable Overhead Costs
Standard Rate � Actual Hours
Standard Rate � Standard Hours
Variable Overhead
$443,200 Spending Variance
$456,800a Efficiency Variance
$454,560b
$13,600 (F) $2,240 (U)
a $2 � 228,400 � $456,800 b $2 � (18,940 � 12) � $454,560
Fixed overhead budget variance: Budgeted fixed overhead $700,000 Less actual fixed overhead costs incurred 698,800 Fixed overhead budget variance $ 1,200 (F)
Fixed overhead volume variance: Fixed overhead applied to good units produced Standard rate � standard hours allowed [$3 � (18,940 � 12)] $681,840 Less budgeted fixed overhead 700,000 Fixed overhead volume variance $ 18,160 (U)
Diagram Form:
Actual Fixed Overhead Costs
Budgeted Fixed Overhead Costs
Standard Rate � Standard Hours
Fixed Overhead
$698,800 Budget Variance
$700,000 Volume Variance
$681,840a
$1,200 (F) $18,160 (U)
a $3 � (18,940 � 12) � $681,840
368 CHAPTER 9 Standard Costing and Variance Analysis
How effectively and fairly a manager’s performance is evaluated depends on human factors—the people doing the evaluating—as well as on company policies. The evaluation process becomes more accurate when managerial performance reports include variances from standard costs.
To ensure that the evaluation of a manager’s performance is effective and fair, a company’s policies should be based on input from managers and employees and should specify the procedures that managers are to use when doing the following:
� Preparing operational plans
� Assigning responsibility for carrying out the operational plans
� Communicating the operational plans to key personnel
� Evaluating performance in each area of responsibility
� Identifying the causes of significant variances from the operational plan
� Taking corrective action to eliminate problems
Because variance analysis provides detailed data about differences between standard and actual costs and thus helps identify the causes of those differences, it is usually more effective at pinpointing efficient and inefficient operating areas than are basic comparisons of budgeted and actual data. A managerial perfor- mance report based on standard costs and related variances should identify the causes of each significant variance, the personnel involved, and the corrective actions taken. It should be tailored to the cost center manager’s specific areas of responsibility and explain clearly how the manager’s department met or did not meet operating expectations. Managers should be held accountable only for the cost areas under their control.
Using Cost Variances to Evaluate Managers’ Performance
LO6 Explain how variances are used to evaluate managers’ performance.
Using Cost Variances to Evaluate Managers’ Performance 369
Exhibit 9-5 shows a performance report for the manager of Cambria Com- pany’s Bag Assembly Department. The report summarizes all cost data and vari- ances for direct materials, direct labor, and overhead. In addition, it identifies the causes of the variances and the corrective actions taken. Such a report would enable a supervisor to review a cost center manager’s actions and evaluate his or her performance.
A point to remember is that the mere occurrence of a variance does not indi- cate that a manager of a cost center has performed poorly. However, if a variance occurs consistently, and no cause is identified and no corrective action is taken, it may well indicate poor managerial performance.
Exhibit 9-5 shows that the causes of the variances have been identified and corrective actions have been taken, indicating that the manager of the Cambria Company’s Bag Assembly Department has the operation under control.
EXHIBIT
Cambria Company Managerial Performance Report
Bag Assembly Department For the Month Ended August 31
Productivity Summary: Normal capacity in units 167 bags Normal capacity in direct labor hours (DLH) 400 DLH* Good units produced 180 bags Performance level (standard hours allowed for good units produced) 432 DLH
*Rounded.
Cost and Variance Analysis:
Standard Actual Total Variance Breakdown
Costs Costs Variance Amount Type
Direct materials $ 4,320 $ 4,484 $164 (U) $ 76.00 (F) Direct materials price variance 240.00 (U) Direct materials quantity variance Direct labor 3,672 4,140 468 (U) 315.00 (U) Direct labor rate variance 153.00 (U) Direct labor efficiency variance Variable overhead 2,484 2,500 16 (U) 87.50 (F) Variable overhead spending variance 103.50 (U) Variable overhead efficiency variance Fixed overhead 1,404 1,600 196 (U) 300.00 (U) Fixed overhead budget variance 104.00 (F) Fixed overhead volume variance Totals $11,880 $12,724 $844 (U) $844.00 (U)
Causes of Variances Actions Taken
Direct materials price variance: New direct materials purchased at reduced price New direct materials deemed inappropriate; resumed
purchasing materials originally specified Direct materials quantity variance: Poor quality of new direct materials New direct materials deemed inappropriate; resumed
using direct materials originally specified Direct labor rate variance: Machine operator who had to learn assembly Temporary replacement; no action taken on the job skills Direct labor efficiency variance: Machine operator who had to learn assembly Temporary replacement; no action taken on the job skills Late delivery of parts to assembly floor Material delivery times and number of delays being tracked Variable overhead spending variance: Cost savings on purchases No action necessary Variable overhead efficiency variance: Machine operator who had to learn assembly A cross-training program for employees now under skills on the job consideration Fixed overhead budget variance: Large number of factory insurance claims Study of insurance claims being conducted Fixed overhead volume variance: High number of orders caused by demand No action necessary
370 CHAPTER 9 Standard Costing and Variance Analysis
9-5 Managerial Performance Report Using Variance Analysis
Rolando asked Ponds to respond to his performance report. If you were Ponds, how would you respond? What additional information might you need to prepare your response?
SOLUTION Ponds is responsible only for the direct materials quantity variance, the direct labor efficiency variance, and the variable overhead efficiency variance. Before he answers the controller’s query, he needs to break down the total variances given to him into their individual variance amounts. Then, and only then, will he know how well or poorly he performed.
A LOOK BACK AT � iROBOT CORPORATION The Decision Point at the beginning of this chapter focused on iRobot Corporation, a manufacturer of robots for military, industrial, and home use. It asked these questions:
• How does setting performance standards help managers control costs? • How do managers use standard costs to evaluate the performance of cost centers?
Managers base standard costs on realistic estimates of operating costs. They use these figures as performance targets and as benchmarks against which they measure actual spending trends. By analyzing variances between standard and actual costs, they gain insight into the causes of those differences. Once they have identified an operating problem that is causing a cost variance, they can devise a solution that results in better control of costs.
When evaluating the performance of cost centers, managers use standard costs to prepare a flexible budget, which will improve the accuracy of their variance analysis. This comparison of actual costs and a budget based on the same amount of output can provide managers with objective data that they can use to assess the center’s perfor- mance in terms of its key success factor—cost.
Suppose a company makes a heavy-duty plastic bag for a 30-pound aerial robot. The bag is made in a single cost center using a standard costing system. The standard vari- able costs for one bag (a unit) are as follows:
Direct materials (3 sq. meters @ $12.50 per sq. meter) $37.50 Direct labor (1.2 hours @ $9.00 per hour) 10.80 Variable overhead (1.2 hours @ $5.00 per direct labor hour) 6.00 Standard variable cost per unit $54.30
The company’s master budget was based on its normal capacity of 15,000 direct labor hours. Its budgeted fixed overhead costs for the year were $54,000. During the year, the company produced and sold 12,200 bags, and it purchased and used 37,500
STOP & APPLY
Jason Ponds, the production manager at WAWA Industries, recently received his performance report from Gina Rolando, the company’s controller. The report contained the following information:
Actual Cost Standard Cost Variance Direct materials $38,200 $36,600 $1,600 (U) Direct labor 19,450 19,000 450 (U) Variable overhead 62,890 60,000 2,890 (U)
Review Problem
Variance Analysis LO1 LO3 LO4 LO5
A Look Back at iRobot Corporation 371
square meters of direct materials; the purchase cost was $12.40 per square meter. The average labor rate was $9.20 per hour, and 15,250 direct labor hours were worked. The company actual variable overhead costs for the year were $73,200, and its fixed over- head costs were $55,000.
Required Using the data given, compute the following using formulas or diagram form:
1. Standard hours allowed for good output
2. Standard fixed overhead rate
3. Direct materials cost variances:
a. Direct materials price variance
b. Direct materials quantity variance
c. Total direct materials cost variance
4. Direct labor cost variances:
a. Direct labor rate variance
b. Direct labor efficiency variance
c. Total direct labor cost variance
5. Variable overhead cost variances:
a. Variable overhead spending variance
b. Variable overhead efficiency variance
c. Total variable overhead cost variance
6. Fixed overhead cost variances:
a. Fixed overhead budget variance
b. Fixed overhead volume variance
c. Total fixed overhead cost variance
1. Standard Hours Allowed � Good Units Produced � Standard Direct Labor Hours per Unit
� 12,200 Units � 1.2 Direct Labor Hours per Unit � 14,640 Hours
2. Standard Fixed Overhead Rate � Budgeted Fixed Overhead Cost
Normal Capacity
� $54,000
15,000 Direct Labor Hours � $3.60 per Direct Labor Hour
3. Direct Materials Cost Variances: a. Direct Materials Price Variance: Price diff erence: Standard price $12.50 Less actual price 12.40 Diff erence $ 0.10 (F)
Direct Materials Price Variance � (Standard Price � Actual Price) � Actual Quantity
� $0.10 � 37,500 Sq. Meters � $3,750 (F)
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372 CHAPTER 9 Standard Costing and Variance Analysis
b. Direct Materials Quantity Variance: Quantity diff erence: Standard quantity (12,200 units � 3 sq. meters) 36,600 Sq. Meters Less actual quantity 37,500 Sq. Meters Diff erence 900 Sq. Meters (U)
Direct Materials Quantity Variance � Standard Price � (Standard Quantity � Actual Quantity)
� $12.50 per Sq. Meter � 900 Sq. Meters
� $11,250 (U)
c. Total Direct Materials Cost Variance: Total Direct Materials Cost Variance � Net of Direct Materials Price
Variance and Direct Materials Quantity Variance
� $3,750 (F) � $11,250 (U) � $7,500 (U)
Diagram Form:
Actual Price � Actual Quantity
Standard Price � Actual Quantity
Standard Price � Standard Quantity
Direct Materials
$12.40 � 37,500 � $465,000
Price Variance
$12.50 � 37,500 � $468,750
Quantity Variance
$12.50 � (12,200 � 3) � $457,500
$3,750 (F) Total Direct Materials Cost Variance
$11,250 (U)
$7,500 (U)
4. Direct Labor Cost Variances: a. Direct Labor Rate Variance: Rate diff erence: Standard labor rate $9.00 Less actual labor rate 9.20 Diff erence $0.20 (U)
Direct Labor Rate Variance � (Standard Rate � Actual Rate) � Actual Hours
� $0.20 � 15,250 hours � $3,050 (U)
b. Direct Labor Efficiency Variance: Diff erence in hours: Standard hours allowed 14,640 hours* Less actual hours 15,250 hours Diff erence 610 hours (U)
Direct Labor Efficiency Variance � Standard Rate � (Standard Hours Allowed � Actual Hours)
� $9.00 per hour � 610 hours (U) � $5,490 (U)
*12,200 units produced � 1.2 hours per unit � 14,640 hours.
A Look Back at iRobot Corporation 373
5. Variable Overhead Cost Variances: a. Variable Overhead Spending Variance: Standard variable rate � actual hours worked ($5.00 per hour � 15,250 labor hours) $76,250 Less actual variable overhead costs incurred 73,200 Variable Overhead Spending Variance $ 3,050 (F)
b. Variable Overhead Efficiency Variance: Variable overhead applied to good units produced (14,640 hours* � $5.00 per hour) $73,200 Less budgeted variable overhead for actual hours (15,250 hours � $5.00 per hour) 76,250 Variable Overhead Effi ciency Variance $ 3,050 (U)
*12,200 units produced � 1.2 hours per unit � 14,640 hours.
c. Total Variable Overhead Cost Variance: Total Variable Overhead Cost Variance � Net of Variable Overhead
Spending Variance and Variable Overhead Efficiency Variance
� $3,050 (F) � $3,050 (U) � $0
Diagram Form:
Actual Variable Overhead Costs
Standard Rate � Actual Hours
Standard Rate � Standard Hours
Variable Overhead $73,200 Spending Variance
$5.00 � 15,250 � $76,250
Effi ciency Variance
$5.00 � (12,200 � 1.2) � $73,200
$3,050 (F) Total Variable Overhead Cost
Variance
$3,050 (U)
$0
Diagram Form:
Actual Rate � Actual Hours
Standard Rate � Actual Hours
Standard Rate � Standard Hours
Direct Labor
$9.20 � 15,250 � $140,300
Rate Variance
$9.00 � 15,250 � $137,250
Effi ciency Variance
$9.00 � (12,200 � 1.2) � $131,760
$3,050 (U) Total Direct Labor Cost Variance
$5,490 (U)
$8,540 (U)
c. Total Direct Labor Cost Variance: Total Direct Labor Cost Variance � Net of Direct Labor Rate
Variance and Direct Labor Efficiency Variance
� $3,050 (U) � $5,490 (U) � $8,540 (U)
374 CHAPTER 9 Standard Costing and Variance Analysis
6. Fixed Overhead Cost Variances: a. Fixed Overhead Budget Variance: Budgeted fi xed overhead $54,000 Less actual fi xed overhead 55,000 Fixed Overhead Budget Variance $ 1,000 (U)
b. Fixed Overhead Volume Variance: Standard fi xed overhead applied
(14,640 labor hours � $3.60* per hour) $52,704 Less total budgeted fi xed overhead 54,000 Fixed Overhead Volume Variance $ 1,296 (U)
c. Total Fixed Overhead Cost Variance: Total Fixed Overhead Cost Variance � Net of Fixed Overhead Budget
Variance and Fixed Overhead Volume Variance
� $1,000 (U) � $1,296 (U) � $2,296 (U)
Diagram Form:
Actual Fixed Overhead Costs
Budgeted Fixed Overhead Costs
Standard Rate � Standard Hours
Fixed Overhead
$55,000 Budget Variance
$54,000 Volume Variance
$3.60 � (12,200 � 1.2) � $52,704
$1,000 (U) Total Fixed Overhead Cost
Variance
$1,296 (U)
$2,296 (U)
*From answer to requirement 2.
A Look Back at iRobot Corporation 375
Standard costs are realistic estimates of costs based on analyses of both past and projected operating costs and conditions. They provide a standard, or predeter- mined, performance level for use in standard costing, a method of cost control that also includes a measure of actual performance and a measure of the variance between standard and actual performance.
A standard unit cost has six elements. A total standard unit cost is computed by adding the following costs: direct materials costs (direct materials price standard times direct materials quantity standard), direct labor costs (direct labor rate stan- dard times direct labor time standard), and overhead costs (standard variable and standard fixed overhead rate times standard direct labor hours allowed per unit).
A flexible budget is a summary of anticipated costs for a range of activity levels. It provides forecasted cost data that can be adjusted for changes in level of output. The variable cost per unit and total fixed costs presented in a flexible budget are components of the flexible budget formula, an equation that determines the bud- geted cost for any level of output. A flexible budget improves the accuracy of vari- ance analysis, which is a four-step approach to controlling costs. First, managers compute the amount of the variance. If the amount is significant, managers then analyze the variance to identify its cause. They then select performance measures that will enable them to track those activities, analyze the results, and determine the action needed to correct the problem. Their final step is to take the appropri- ate corrective action.
The direct materials price variance is computed by finding the difference between the standard price and the actual price per unit and multiplying it by the actual quantity purchased. The direct materials quantity variance is the difference between the standard quantity that should have been used and the actual quan- tity used, multiplied by the standard price. An analysis of these variances enables managers to identify what is causing them and to formulate plans for correcting related operating problems.
The direct labor rate variance is computed by determining the difference between the standard direct labor rate and the actual rate and multiplying it by the actual direct labor hours worked. The direct labor efficiency variance is the difference between the standard hours allowed for the number of good units produced and the actual hours worked multiplied by the standard direct labor rate. Managers analyze these variances to find the causes of differences between standard direct labor costs and actual direct labor costs.
The total overhead variance is equal to the amount of under- or overapplied overhead costs for an accounting period. An analysis of the variable and fixed overhead variances will help explain why the amount of overhead applied to units produced differs from the actual overhead costs incurred. The total overhead cost variance can be broken down into a variable overhead spending variance, a vari- able overhead efficiency variance, a fixed overhead budget variance, and a fixed overhead volume variance.
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costs are developed, and compute a standard
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managers use variance analysis to control costs.
LO3 Compute and analyze direct materials
variances.
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376 CHAPTER 9 Standard Costing and Variance Analysis
How effectively and fairly a manager’s performance is evaluated depends on human factors—the people doing the evaluating—as well as on company policies. To ensure that performance evaluation is effective and fair, a company’s evalua- tion policies should be based on input from managers and employees and should be specific about the procedures that managers are to follow. The evaluation pro- cess becomes more accurate when managerial performance reports for cost centers include variances from standard costs. A managerial performance report based on standard costs and related variances should identify the causes of each significant variance, along with the personnel involved and the corrective actions taken. It should be tailored to the cost center manager’s specific areas of responsibility.
LO6 Explain how variances are used to evaluate
managers’ performance.
REVIEW of Concepts and Terminology
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Stop & Review 377
The following concepts and terms were introduced in this chapter:
Direct labor efficiency variance 358
Direct labor rate standard 348
Direct labor rate variance 358
Direct labor time standard 348
Direct materials price standard 347
Direct materials price variance 355
Direct materials quantity standard 347
Direct materials quantity variance 355
Fixed overhead budget variance 366
Fixed overhead volume variance 366
Flexible budget 350
Flexible budget formula 351
Standard costing 346
Standard costs 346
Standard direct labor cost 347
Standard direct materials cost 347
Standard fixed overhead rate 348
Standard overhead cost 348
Standard variable overhead rate 348
Total direct labor cost variance 358
Total direct materials cost variance 355
Total fixed overhead cost variance 365
Total overhead cost variance 362
Total variable overhead cost variance 363
Variable overhead efficiency variance 364
Variable overhead spending variance 363
Variance 346
Variance analysis 350
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Uses of Standard Costs SE 1. Lago Corporation is considering adopting the standard costing method. Dan Sarkis, the manager of the Ohio Division, attended a corporate meeting at which Leah Rohr, the controller, discussed the proposal. Sarkis asked, “Leah, how will this new method benefit me? How will I use it?” Prepare Rohr’s response to Sarkis.
Purposes of Standard Costs SE 2. Suppose you are a management consultant and a client asks you why com- panies include standard costs in their cost accounting systems. Prepare your response, listing several purposes for using standard costs.
Computing a Standard Unit Cost SE 3. Using the information that follows, compute the standard unit cost of Product MZW:
Direct materials quantity standard 5 pounds per unit Direct materials price standard $10.20 per pound Direct labor time standard 0.2 hour per unit Direct labor rate standard $10.75 per hour Variable overhead rate standard $7.00 per machine hour Fixed overhead rate standard $11.00 per machine hour Machine hour standard 3 hours per unit
Analyzing Cost Variances SE 4. Garden Metal Works produces lawn sculptures. The company analyzes only variances that differ by more than 5 percent from the standard cost. The control- ler computed the following direct labor efficiency variances for March:
Direct Labor Standard Direct Efficiency Variance Labor Cost
Product 4 $1,240 (U) $26,200 Product 6 3,290 (F) 41,700 Product 7 2,030 (U) 34,300 Product 9 1,620 (F) 32,560 Product 12 2,810 (U) 59,740
For each product, determine the variance as a percentage of the standard cost (round to one decimal place). Then identify the products whose variances should be analyzed and suggest possible causes for the variances.
Preparing a Flexible Budget SE 5. Prepare a flexible budget for 10,000, 12,000, and 14,000 units of output, using the following information:
Variable costs Direct materials $10.00 per unit Direct labor $3.00 per unit Variable overhead $5.00 per unit Total budgeted fixed overhead $80,800
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Direct Materials Variances SE 6. Using the standard unit costs that you computed in SE 3 and the following actual cost and usage data, compute the direct materials price and direct materials quantity variances:
Direct materials purchased and used (pounds) 55,000 Price paid for direct materials $10.00 per pound Number of good units produced 11,000 units
Direct Labor Variances SE 7. Using the standard unit costs that you computed in SE 3 and the follow- ing actual cost and usage data, compute the direct labor rate and direct labor efficiency variances:
Direct labor hours used 2,250 hours Total cost of direct labor $24,750 Number of good units produced 11,000 units
Overhead Variances SE 8. Weatherall Products uses standard costing. The following information about overhead was generated during August:
Standard variable overhead rate $3.00 per machine hour Standard fixed overhead rate $3.10 per machine hour Actual variable overhead costs $680,100 Actual fixed overhead costs $698,800 Budgeted fixed overhead costs $700,000 Standard machine hours per unit produced 12 Good units produced 18,940 Actual machine hours 228,400
Compute the variable overhead spending and efficiency variances and the fixed overhead budget and volume variances.
Fixed Overhead Rate and Variances SE 9. To the Point Manufacturing Company uses the standard costing method. The company’s main product is a fine-quality fountain pen that normally takes 2.5 hours to produce. Normal annual capacity is 30,000 direct labor hours, and budgeted fixed overhead costs for the year were $15,000. During the year, the company produced and sold 14,000 units. Actual fixed overhead costs were $19,000. Compute the fixed overhead rate per direct labor hour, and determine the fixed overhead budget and volume variances.
Evaluating Managerial Performance SE 10. Raul Tempest, the controller at GoTo Products, gave Jim Dodds, the pro- duction manager, a report containing the following information:
Actual Cost Standard Cost Variance
Direct materials $40,200 $38,200 $2,000 (U) Direct labor 17,550 17,000 550 (U) Variable overhead 52,860 50,000 2,860 (U)
Tempest asked for a response. If you were Dodds, how would you respond? What additional information might you need to prepare your response?
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Exercises Uses of Standard Costs E 1. Summer Diaz has just assumed the duties of controller for Market Research Company. She is concerned that the company’s methods of cost planning and control do not accurately track the operations of the business. She plans to suggest to the company’s president, Sydney Tyson, that the company start using standard costing for budgeting and cost control. The new method could be incorporated into the existing accounting system. The anticipated cost of adopting it and train- ing managers is around $7,500. Prepare a memo from Summer Diaz to Sydney Tyson that defines standard costing and outlines its uses and benefits.
Computing Standard Costs E 2. Normal Corporation uses standard costing and is in the process of updating its direct materials and direct labor standards for Product 20B. The following data have been accumulated:
Direct materials In the previous period, 20,500 units were produced, and 32,800 square yards of direct materials at a cost of $122,344 were used to produce them.
Direct labor During the previous period, 57,400 direct labor hours were worked—34,850 hours on machine H and 22,550 hours on machine K. Machine H operators earned $9.40 per hour, and machine K operators earned $9.20 per hour last period. A new labor union contract calls for a 10 percent increase in labor rates for the coming period.
Using this information as the basis for the new standards, compute the direct materials quantity and price standards and the direct labor time and rate standards for each machine for the coming accounting period.
Computing a Standard Unit Cost E 3. Weather Aerodynamics, Inc., makes electronically equipped weather-detecting balloons for university meteorology departments. Because of recent nationwide infla- tion, the company’s management has ordered that standard costs be recomputed. New direct materials price standards are $700 per set for electronic components and $14.00 per square meter for heavy-duty canvas. Direct materials quantity standards include one set of electronic components and 100 square meters of heavy-duty can- vas per balloon. Direct labor time standards are 26 hours per balloon for the Elec- tronics Department and 21 hours per balloon for the Assembly Department. Direct labor rate standards are $21 per hour for the Electronics Department and $18 per hour for the Assembly Department. Standard overhead rates are $16 per direct labor hour for the standard variable overhead rate and $12 per direct labor hour for the standard fixed overhead rate. Using these production standards, compute the stan- dard unit cost of one weather balloon.
Preparing a Flexible Budget E 4. Keel Company’s fixed overhead costs for the year are expected to be as follows: depreciation, $80,000; supervisory salaries, $92,000; property taxes and insurance, $26,000; and other fixed overhead, $14,500. Total fixed over- head is thus expected to be $212,500. Variable costs per unit are expected to be as follows: direct materials, $17.00; direct labor, $9.00; operating sup- plies, $3.00; indirect labor, $4.00; and other variable overhead costs, $2.50. Prepare a flexible budget for the following levels of production: 15,000 units, 20,000 units, and 25,000 units. What is the flexible budget formula for the year ended December 31?
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380 CHAPTER 9 Standard Costing and Variance Analysis
Direct Materials Price and Quantity Variances E 5. SITO Elevator Company manufactures small hydroelectric elevators with a maximum capacity of ten passengers. One of the direct materials used is heavy- duty carpeting for the floor of the elevator. The direct materials quantity stan- dard for April was 8 square yards per elevator. During April, the purchasing agent purchased this carpeting at $11 per square yard; the standard price for the period was $12. Ninety elevators were completed and sold during the month; the Production Department used an average of 8.5 square yards of carpet per elevator. Calculate the company’s direct materials price and quantity variances for carpeting for April.
Direct Materials Variances E 6. Diekow Productions manufactured and sold 1,000 products at $11,000 each during the past year. At the beginning of the year, production had been set at 1,200 products; direct materials standards had been set at 100 pounds of direct materials at $2 per pound for each product produced. During the year, the com- pany purchased and used 98,000 pounds of direct materials; the cost was $2.04 per pound. Calculate Diekow Production’s direct materials price and quantity variances for the year.
Direct Labor Variances E 7. At the beginning of last year, Diekow Productions set direct labor stan- dards of 20 hours at $15 per hour for each product produced. During the year, 20,500 direct labor hours were actually worked at an average cost of $16 per hour. Using this information and the applicable information in E 6, calculate Diekow Production’s direct labor rate and efficiency variances for the year.
Direct Labor Rate and Efficiency Variances E 8. NEO Foundry, Inc., manufactures castings that other companies use in the production of machinery. For the past two years, NEO’s best-selling product has been a casting for an eight-cylinder engine block. Standard direct labor hours per engine block are 1.8 hours. A labor union contract requires that the com- pany pay all direct labor employees $14 per hour. During June, NEO produced 16,500 engine blocks. Actual direct labor hours and costs for the month were 29,900 hours and $433,550, respectively. 1. Compute the direct labor rate variance for eight-cylinder engine blocks dur-
ing June. 2. Using the same data, compute the direct labor efficiency variance for eight-
cylinder engine blocks during June. Check your answer, assuming that the total direct labor cost variance is $17,750 (U).
Variable Overhead Variances E 9. At the beginning of last year, Diekow Productions set variable overhead stan- dards of 10 machine hours at a rate of $10 per hour for each product produced. During the year, 10,800 machine hours were used at a cost of $10.20 per hour. Using this information and the applicable information in E 6, calculate Diekow Production’s variable overhead spending and efficiency variances for the year.
Fixed Overhead Variances E 10. At the beginning of last year, Diekow Productions set budgeted fixed overhead costs at $456,000. During the year, actual fixed overhead costs were $500,000. Using this information and the applicable information in E 6, calcu- late Diekow Production’s fixed overhead budget and volume variances for the year. Assume that fixed overhead is applied based on units of product.
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Chapter Assignments 381
Variable Overhead Variances for a Service Business E 11. Design Architects, LLP, billed clients for 6,000 hours of design work for the month. Actual variable overhead costs for the month were $315,000, and 6,250 hours were worked. At the beginning of the year, a variable overhead standard of $50 per design hour had been developed based on a budget of 5,000 design hours each month. Calculate Design Architects’ variable overhead spending and efficiency variances for the month.
Fixed Overhead Variances for a Service Business E 12. Engineering Associates billed clients for 11,000 hours of engineering work for the month. Actual fixed overhead costs for the month were $435,000, and 11,850 hours were worked. At the beginning of the year, a fixed overhead stan- dard of $40 per engineering hour had been developed based on a budget of 10,000 engineering hours each month. Calculate Engineering Associates’ fixed overhead budget and volume variances for the month.
Overhead Variances E 13. Cedar Key Company produces handmade clamming buckets and sells them to distributors along the Gulf Coast of Florida. The company incurred $9,400 of actual overhead costs ($8,000 variable; $1,400 fixed) in May. Budgeted standard overhead costs for May were $4 of variable overhead costs per direct labor hour and $1,500 of fixed overhead costs. Normal capacity was set at 2,000 direct labor hours per month. In May, the company produced 10,100 clamming buckets by working 1,900 direct labor hours. The time standard is 0.2 direct labor hour per clamming bucket. Compute (1) the variable overhead spending and efficiency variances and (2) the fixed overhead budget and volume variances for May.
Overhead Variances E 14. Suncoast Industries uses standard costing and a flexible budget for cost planning and control. Its monthly budget for overhead costs is $200,000 of fixed costs plus $5.20 per machine hour. Monthly normal capacity of 100,000 machine hours is used to compute the standard fixed overhead rate. During December, employees worked 105,000 machine hours. Only 98,500 standard machine hours were allowed for good units produced during the month. Actual overhead costs incurred during December totaled $441,000 of variable costs and $204,500 of fixed costs. Compute (1) the under- or overapplied overhead during December and (2) the variable overhead spending and efficiency variances and the fixed overhead budget and volume variances.
Evaluating Managerial Performance E 15. Ron LaTulip oversees projects for ACE Construction Company. Recently, the company’s controller sent him a performance report regarding the construc- tion of the Campus Highlands Apartment Complex, a project that LaTulip super- vised. Included in the report was an unfavorable direct labor efficiency variance of $1,900 for roof structures. What types of information does LaTulip need to analyze before he can respond to this report?
Problems Computing and Using Standard Costs P 1. Prefabricated houses are the specialty of Affordable Homes, Inc., of Corsi- cana, Texas. Although Affordable Homes produces many models, the company’s
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382 CHAPTER 9 Standard Costing and Variance Analysis
best-selling model is the Welcome Home, a three-bedroom, 1,400-square-foot house with an impressive front entrance. Last year, the standard costs for the six basic direct materials used in manufacturing the entrance were as follows: wood framing materials, $2,140; deluxe front door, $480; door hardware, $260; exterior siding, $710; electrical materials, $580; and interior finishing materials, $1,520. Three types of direct labor are used to build the entrance: carpenter, 30 hours at $12 per hour; door specialist, 4 hours at $14 per hour; and electri- cian, 8 hours at $16 per hour. Last year, the company used an overhead rate of 40 percent of total direct materials cost.
This year, the cost of wood framing materials is expected to increase by 20 percent, and a deluxe front door will cost $496. The cost of the door hard- ware will increase by 10 percent, and the cost of electrical materials will increase by 20 percent. Exterior siding cost should decrease by $16 per unit. The cost of interior finishing materials is expected to remain the same. The carpenter’s wages will increase by $1 per hour, and the door specialist’s wages should remain the same. The electrician’s wages will increase by $0.50 per hour. Finally, the over- head rate will decrease to 25 percent of total direct materials cost.
Required 1. Compute the total standard cost of direct materials per entrance for last year. 2. Using your answer to requirement 1, compute the total standard unit cost
per entrance for last year. 3. Compute the total standard unit cost per entrance for this year.
Preparing a Flexible Budget and Evaluating Performance P 2. Home Products Company manufactures a complete line of kitchen glass- ware. The Beverage Division specializes in 12-ounce drinking glasses. Erin Fisher, the superintendent of the Beverage Division, asked the controller to prepare a report of her division’s performance in April. The following report was handed to her a few days later:
Cost Category Budgeted Actual Difference Under (Variable Unit Cost) Costs* Costs (Over) Budget
Direct materials ($0.10) $ 5,000 $ 4,975 $ 25 Direct labor ($0.12) 6,000 5,850 150 Variable overhead Indirect labor ($0.03) 1,500 1,290 210 Supplies ($0.02) 1,000 960 40 Heat and power ($0.03) 1,500 1,325 175 Other ($0.05) 2,500 2,340 160 Fixed overhead Heat and power 3,500 3,500 — Depreciation 4,200 4,200 — Insurance and taxes 1,200 1,200 — Other 1,600 1,600 — Totals $28,000 $27,240 $760
*Based on normal capacity of 50,000 units.
In discussing the report with the controller, Fisher stated, “Profits have been decreasing in recent months, but this report indicates that our production process is operating efficiently.”
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Required 1. Prepare a flexible budget for the Beverage Division using production levels of
45,000 units, 50,000 units, and 55,000 units. 2. What is the flexible budget formula? 3. Assume that the Beverage Division produced 46,560 units in April and that
all fixed costs remained constant. Prepare a revised performance report simi- lar to the one above, using actual production in units as a basis for the budget column.
4. Which report is more meaningful for performance evaluation, the original one above or the revised one? Why?
Direct Materials and Direct Labor Variances P 3. Winners Trophy Company produces a variety of athletic awards, most of them in the form of trophies. Its deluxe trophy stands 3 feet tall above the base. The company’s direct materials standards for the deluxe trophy include 1 pound of metal and 8 ounces of wood for the base. Standard prices for the year were $3.30 per pound of metal and $0.45 per ounce of wood. Direct labor standards for the deluxe trophy specify 0.2 hour of direct labor in the Molding Department and 0.4 hour in the Trimming/Finishing Department. Standard direct labor rates are $10.75 per hour in the Molding Department and $12.00 per hour in the Trimming/Finishing Department.
During January, the company made 16,400 deluxe trophies. Actual produc- tion data are as follows:
Direct materials Metal 16,640 pounds @ $3.25 per pound Wood 131,400 ounces @ $0.48 per ounce Direct labor Molding 3,400 hours @ $10.60 per hour Trimming Finishing 6,540 hours @ $12.10 per hour
Required 1. Compute the direct materials price and quantity variances for metal and wood. 2. Compute the direct labor rate and efficiency variances for the Molding and
the Trimming/Finishing Departments.
Direct Materials, Direct Labor, and Overhead Variances P 4. The Doormat Division of Clean Sweep Company produces all-vinyl mats. Each doormat calls for 0.4 meter of vinyl material; the material should cost $3.10 per meter. Standard direct labor hours and labor cost per doormat are 0.2 hour and $1.84 (0.2 hour � $9.20 per hour), respectively. Currently, the division’s standard variable overhead rate is $1.50 per direct labor hour, and its standard fixed overhead rate is $0.80 per direct labor hour.
In August, the division manufactured and sold 60,000 doormats. During the month, it used 25,200 meters of vinyl material; the total cost of the mate- rial was $73,080. The total actual overhead costs for August were $28,200, of which $18,200 was variable. The total number of direct labor hours worked was 10,800, and the factory payroll for direct labor for the month was $95,040. Bud- geted fixed overhead for August was $9,280. Normal monthly capacity for the year was set at 58,000 doormats.
Required 1. Compute for August the (a) direct materials price variance, (b) direct materi-
als quantity variance, (c) direct labor rate variance, (d) direct labor efficiency
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384 CHAPTER 9 Standard Costing and Variance Analysis
variance, (e) variable overhead spending variance, (f) variable overhead effi- ciency variance, (g) fixed overhead budget variance, and (h) fixed overhead volume variance.
2. Prepare a performance report based on your variance analysis, and suggest possible causes for each variance.
Overhead Variances P 5. Celine Corporation’s accountant left for vacation before completing the monthly cost variance report. George Celine, the corporation’s president, has asked you to complete the report. The following data are available to you (capaci- ties are expressed in machine hours):
Actual machine hours 17,100 Standard machine hours allowed 17,500 Actual variable overhead a Standard variable overhead rate $2.50 Variable overhead spending variance $250 (F) Variable overhead efficiency variance b Actual fixed overhead c Budgeted fixed overhead $153,000 Fixed overhead budget variance $1,300 (U) Fixed overhead volume variance $4,500 (F) Normal capacity in machine hours d Standard fixed overhead rate e Fixed overhead applied f
Required Analyze the data and fill in the missing amounts. (Hint: Use the structure of Figures 23-4 and 23-5 to guide your analysis.)
Alternate Problems Computing Standard Costs for Direct Materials P 6. TickTock, Ltd., assembles clock movements for grandfather clocks. Each movement has four components: the clock facing, the clock hands, the time movement, and the spring assembly. For the current year, the company used the following standard costs: clock facing, $15.90; clock hands, $12.70; time move- ment, $66.10; and spring assembly, $52.50.
Prices of materials are expected to change next year. TickTock will pur- chase 60 percent of the facings from Company A at $18.50 each and the other 40 percent from Company B at $18.80 each. The clock hands, which are produced for TickTock by Hardware, Inc., will cost $15.50 per set next year. TickTock will purchase 30 percent of the time movements from Company Q at $68.50 each, 20 percent from Company R at $69.50 each, and 50 percent from Company S at $71.90 each. The manufacturer that supplies TickTock with spring assemblies has announced that it will increase its prices by 20 percent.
Required 1. Determine the total standard direct materials cost per unit for next year. 2. Suppose that because TickTock has guaranteed Hardware, Inc., that it will
purchase 2,500 sets of clock hands next year, the cost of a set of clock hands has been reduced by 20 percent. Find the standard direct materials cost per clock.
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Chapter Assignments 385
3. Suppose that to avoid the increase in the cost of spring assemblies, TickTock purchased substandard ones from a different manufacturer at $50 each; 20 percent of them turned out to be unusable and could not be returned. Assuming that all other data remain the same, compute the standard direct materials unit cost. Spread the cost of the defective materials over the good units produced.
Flexible Budgets and Performance Evaluation P 7. Cassen Realtors, Inc., specializes in the sale of residential properties. It earns its revenue by charging a percentage of the sales price. Commissions for sales persons, listing agents, and listing companies are its main costs. Business has improved steadily over the last 10 years. Bonnie Cassen, the managing partner of Cassen Realtors, receives a report summarizing the company’s performance each year. The report for the most recent year appears below.
Cassen Realtors, Inc. Performance Report
For the Year Ended December 31 Difference Under (Over) Budgeted* Actual† Budget
Total selling fees $2,052,000 $2,242,200 ($190,200) Variable costs Sales commissions $1,102,950 $1,205,183 ($102,233) Automobile 36,000 39,560 (3,560) Advertising 93,600 103,450 (9,850) Home repairs 77,400 89,240 (11,840) General overhead 656,100 716,970 (60,870) $1,966,050 $2,154,403 ($188,353) Fixed costs General overhead 60,000 62,300 (2,300) Total costs $2,026,050 $2,216,703 ($190,653) Operating income $ 25,950 $ 25,497 $ 453
*Budgeted data are based on 180 units sold. †Actual data for 200 units sold.
Required 1. Analyze the performance report. What does it say about the company’s per-
formance? Is the performance report reliable? Explain your answer. 2. Calculate the budgeted selling fee and budgeted variable costs per home sale. 3. Prepare a performance report using a flexible budget based on the actual
number of home sales. 4. Analyze the report you prepared in requirement 3. What does it say about the
company’s performance? Is the report reliable? Explain your answer. 5. What recommendations would you make to improve the company’s
performance next year?
Direct Materials and Direct Labor Variances P 8. Fruit Packaging Company makes plastic baskets for food wholesalers. Each basket requires 0.8 gram of liquid plastic and 0.6 gram of an additive that includes color and hardening agents. The standard prices are $0.15 per gram of liquid plastic and $0.09 per gram of additive. Two kinds of direct labor—molding and
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386 CHAPTER 9 Standard Costing and Variance Analysis
trimming/packing—are required to make the baskets. The direct labor time and rate standards for a batch of 100 baskets are as follows: molding, 1.0 hour per batch at an hourly rate of $12; and trimming/packing, 1.2 hours per batch at $10 per hour.
During the year, the company produced 48,000 baskets. It used 38,600 grams of liquid plastic at a total cost of $5,404 and 28,950 grams of additive at $2,895. Actual direct labor included 480 hours for molding at a total cost of $5,664 and 560 hours for trimming/packing at $5,656.
Required 1. Compute the direct materials price and quantity variances for both the liquid
plastic and the additive. 2. Compute the direct labor rate and efficiency variances for the molding and
trimming/packing processes.
Computing Variances and Evaluating Performance P 9. Last year, Biomed Laboratories, Inc., researched and perfected a cure for the common cold. Called Cold-Gone, the product sells for $28.00 per package, each of which contains five tablets. Standard unit costs for this product were developed late last year for use this year. Per package, the standard unit costs were as fol- lows: chemical ingredients, 6 ounces at $1.00 per ounce; packaging, $1.20; direct labor, 0.8 hour at $14.00 per hour; standard variable overhead, $4.00 per direct labor hour; and standard fixed overhead, $6.40 per direct labor hour. Normal capacity is 46,875 units per week.
In the first quarter of this year, demand for the new product rose well beyond the expectations of management. During those three months, the peak season for colds, the company produced and sold over 500,000 packages of Cold-Gone. During the first week in April, it produced 50,000 packages but used materials for 50,200 packages costing $60,240. It also used 305,000 ounces of chemi- cal ingredients costing $292,800. The total cost of direct labor for the week was $579,600; direct labor hours totaled 40,250. Total variable overhead was $161,100, and total fixed overhead was $242,000. Budgeted fixed overhead for the week was $240,000.
Required 1. Compute for the first week of April (a) all direct materials price variances,
(b) all direct materials quantity variances, (c) the direct labor rate variance, (d) the direct labor efficiency variance, (e) the variable overhead spending variance, (f) the variable overhead efficiency variance, (g) the fixed overhead budget variance, and (h) the fixed overhead volume variance.
2. Prepare a performance report based on your variance analysis, and suggest possible causes for each significant variance.
Overhead Variances P 10. Meantime Corporation’s accountant left for vacation before completing the monthly cost variance report. Gillian Thornton, the corporation’s president, has asked you to complete the report. The following data are available to you:
Actual machine hours 20,100 Standard machine hours allowed 20,500 Actual variable overhead a Standard variable overhead rate $2.00 Variable overhead spending variance $200 (F) Variable overhead efficiency variance b Actual fixed overhead c
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Chapter Assignments 387
Budgeted fixed overhead $153,000 Fixed overhead budget variance $500 (U) Fixed overhead volume variance $750 (F) Normal capacity in machine hours d Standard fixed overhead rate e Fixed overhead applied f
Required Analyze the data and fill in the missing amounts. (Hint: Use the structure of Fig- ures 23-4 and 23-5 to guide your analysis.)
ENHANCING Your Knowledge, Skills, and Critical Thinking
An Ethical Question Involving Standard Costs C 1. Taylor Industries, Inc., develops standard costs for all its direct materials, direct labor, and overhead costs. It uses these costs to price products, cost inven- tories, and evaluate the performance of purchasing and production managers. It updates the standard costs whenever costs, prices, or rates change by 3 percent or more. It also reviews and updates all standard costs each December; this practice provides current standards that are appropriate for use in valuing year-end inven- tories on the company’s financial statements.
Jody Elgar is in charge of standard costing at Taylor Industries. On Novem- ber 30, she received a memo from the chief financial officer informing her that Taylor Industries was considering purchasing another company and that she and her staff were to postpone adjusting standard costs until late February; they were instead to concentrate on analyzing the proposed purchase.
In the third week of November, prices on more than 20 of Taylor Industries’ direct materials had been reduced by 10 percent or more, and a new labor union contract had reduced several categories of labor rates. A revision of standard costs in December would have resulted in lower valuations of inventories, higher cost of goods sold because of inventory write-downs, and lower net income for the year. Elgar believed that the company was facing an operating loss and that the assignment to evaluate the proposed purchase was designed primarily to keep her staff from revising and lowering standard costs. She questioned the chief financial officer about the assignment and reiterated the need for updating the standard costs, but she was again told to ignore the update and concentrate on the pro- posed purchase. Elgar and her staff were relieved of the evaluation assignment in early February. The purchase never materialized.
Assess Jody Elgar’s actions in this situation. Did she follow all ethical paths to solving the problem? What are the consequences of failing to adjust the standard costs?
Standard Costs and Variance Analysis C 2. Domino’s Pizza is a major purveyor of home-delivered pizzas. Although cus- tomers can pick up their orders at the shops where Domino’s makes its pizzas, employees deliver most orders to customers’ homes, and they use their own cars to do it.
Specify what standard costing for a Domino’s pizza shop would entail. Where would you obtain the information for determining the cost standards? In what ways would the standards help in managing a pizza shop? If necessary to gain a better understanding of the operation, visit a pizzeria. (It does not have to be a Domino’s.)
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388 CHAPTER 9 Standard Costing and Variance Analysis
Your instructor will divide the class into groups to discuss the case. Summa- rize your group’s discussion, and select one person from your group to report the group’s findings to the class.
Preparing Performance Reports C 3. Troy Corrente, the president of Forest Valley Spa, is concerned about the spa’s operating performance during March. He budgeted his costs carefully so that he could reduce the annual membership fees. He now needs to evaluate those costs to make sure that the spa’s profits are at the level he expected.
He has asked you, the spa’s controller, to prepare a performance report on labor and overhead costs for March. He also wants you to analyze the report and suggest possible causes for any problems that you find. He wants to attend to any problems quickly, so he has asked you to submit your report as soon as possible. The following information for the month is available to you:
Budgeted Costs Actual Costs
Variable costs Operating labor $10,880 $12,150 Utilities 2,880 3,360 Repairs and maintenance 5,760 7,140 Fixed overhead costs Depreciation, equipment 2,600 2,680 Rent 3,280 3,280 Other 1,704 1,860 Totals $27,104 $30,470
Corrente’s budget allows for eight employees to work 160 hours each per month. During March, nine employees worked an average of 150 hours each.
1. Answer the following questions: a. Why are you preparing this performance report? b. Who will use the report? c. What information do you need to develop the report? How will you
obtain that information? d. When are the performance report and the analysis needed?
2. With the limited information available to you, compute the labor rate variance, the labor efficiency variance, and the variable and fixed overhead variances.
3. Prepare a performance report for the spa for March. Analyze the report, and suggest causes for any problems that you find.
Developing a Flexible Budget and Analyzing Overhead Variances C 4. Ezelda Marva is the controller at FH Industries. She has asked you, her new assistant, to analyze the following data related to projected and actual overhead costs for October:
Standard Actual Variable Costs per Variable Costs Machine Hour (MH) in October
Indirect materials and supplies $1.10 $ 2,380 Indirect machine setup labor 2.50 5,090 Materials handling 1.40 3,950 Maintenance and repairs 1.50 2,980 Utilities 0.80 1,490 Miscellaneous 0.10 200 Totals $7.40 $16,090
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Chapter Assignments 389
Budgeted Fixed Actual Fixed Overhead Overhead in October
Supervisory salaries $ 3,630 $ 3,630 Machine depreciation 8,360 8,580 Other 1,210 1,220 Totals $13,200 $13,430
For October, the number of good units produced was used to compute the 2,100 standard machine hours allowed.
1. Prepare a monthly flexible budget for operating activity at 2,000 machine hours, 2,200 machine hours, and 2,500 machine hours.
2. Develop a flexible budget formula. 3. The company’s normal operating capacity is 2,200 machine hours per month.
Compute the fixed overhead rate at this level of activity. Then break the rate down into rates for each element of fixed overhead.
4. Prepare a detailed comparative cost analysis for October. Include all variable and fixed overhead costs. Format your analysis by using columns for the fol- lowing five elements: cost category, cost per machine hour, costs applied, actual costs incurred, and variance.
5. Develop an overhead variance analysis for October that identifies the variable overhead spending and efficiency variances and the fixed overhead budget and volume variances.
6. Prepare an analysis of the variances. Could a manager control some of the fixed costs? Defend your answer.
Standard Costing in a Service Company C 5. Annuity Life Insurance Company (ALIC) markets several types of life insur- ance policies, but P20A—a permanent, 20-year life annuity policy—is its most popular. This policy sells in $10,000 increments and features variable percentages of whole life insurance and single-payment annuities, depending on the policy- holder’s needs and age. ALIC devotes an entire department to supporting and marketing the P20A policy. Because both the support staff and the sales per- sons contribute to each P20A policy, ALIC categorizes them as direct labor for purposes of variance analysis, cost control, and performance evaluation. For unit costing, each $10,000 increment is considered one unit; thus, a $90,000 policy is counted as nine units. Standard unit cost information for January is as follows:
Direct labor Policy support staff 3 hours at $12.00 per hour $ 36.00 Policy sales person 8.5 hours at $14.20 per hour 120.70 Operating overhead Variable operating overhead 11.5 hours at $26.00 per hour 299.00 Fixed operating overhead 11.5 hours at $18.00 per hour 207.00 Standard unit cost $662.70
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Actual costs incurred for the 265 units sold during January were as follows:
Direct labor Policy support staff 848 hours at $12.50 per hour $10,600 Policy sales persons 2,252.5 hours at $14.00 per hour 31,535 Operating overhead Variable operating overhead 78,440 Fixed operating overhead 53,400
Normal monthly capacity is 260 units, and the budgeted fixed operating over- head for January was $53,820.
1. Compute the standard hours allowed in January for policy support staff and policy sales persons.
2. What should the total standard costs for January have been? What were the total actual costs that the company incurred in January? Compute the total cost variance for the month.
3. Compute the direct labor rate and efficiency variances for policy support staff and policy sales persons.
4. Compute the variable and fixed operating overhead variances for January. 5. Identify possible causes for each variance and suggest possible solutions.
Cookie Company (Continuing Case) C 6. In this segment of our continuing case, assume that you have been using standard costing to plan and control costs at your cookie store. In a meeting with your budget team, which includes managers and employees from the Purchas- ing, Product Design, and Production departments, you ask all team members to describe any operating problems they encountered in the last quarter. You explain that you will use this information to analyze the causes of significant cost variances that occurred during the quarter.
For each of the following situations, identify the direct materials and/or direct labor variance(s) that could be affected, and indicate whether the variances are favorable or unfavorable:
1. The production department uses highly skilled, highly paid workers. 2. Machines were improperly adjusted. 3. Direct labor personnel worked more carefully than they had in the past to
manufacture the product. 4. The Product Design Department replaced a direct material with one that was
less expensive and of lower quality. 5. The Purchasing Department bought higher-quality materials at a higher price. 6. A major supplier used a less-expensive mode of transportation to deliver the
raw materials. 7. Work was halted for 2 hours because of a power failure.
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Chapter Assignments 391
The Management Process
C H A P T E R
Short-Run Decision Analysis
M anagers use both financial and nonfinancial quantita-tive information to analyze the effects of past and poten- tial business actions on their organization’s resources and profits.
Although many short-term business problems are unique and
cannot be solved by following strict rules, managers often take
predictable actions when making decisions that will affect their
organizations in the short run. In this chapter, we describe those
actions. We also explain how managers use incremental analysis in
making various types of short-term decisions.
L E A R N I N G O B J E C T I V E S
LO1 Describe how managers make short-run decisions using incremental analysis.
LO2 Perform incremental analysis for outsourcing decisions.
LO3 Perform incremental analysis for special order decisions.
LO4 Perform incremental analysis for segment profitability decisions.
LO5 Perform incremental analysis for sales mix decisions involving constrained resources.
LO6 Perform incremental analysis for sell or process-further decisions.
PLAN
Discover a problem or a need.∇
Identify all reasonable courses of action that can solve the problem or meet the need.
∇
Prepare a thorough analysis of each possible solution, identifying its total costs, savings, and other financial effects, as well as any qualitative effects.
∇
Select the best course of action.∇
PERFORM
Make decisions that affect operations in the current period, including outsourcing, special order, segment profitability, sales mix, and sell or process-further decisions.
∇
COMMUNICATE
Prepare reports related to short-run decisions throughout the year.
∇
EVALUATE
Examine each short-run decision and how it affected the organization.
Identify and prescribe corrective action.
∇ ∇
Managers use incremental analysis to make a variety of operating decisions throughout the year.
10
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DECISION POINT � A MANAGER’S FOCUS BANK OF AMERICA
Bank of America is one of the world’s largest financial institutions. It serves large corporations, small and mid-sized businesses, gov- ernments, institutions, and individuals in over 150 countries. In the United States alone, it serves approximately 53 million individu- als and small businesses. The bank has received numerous awards for online customer satisfaction and for its initiatives in preventing online fraud and identity theft. In 2009, more than 29 million of its customers did their banking online.
Managers at Bank of America believe the trend to online com- merce is good for business. As customers gain confidence in deal- ing with their finances over the Internet, the bank’s managers plan to offer more online products and services. In their quest to find safe and innovative ways to meet the needs of customers, managers at Bank of America make short-run decisions that affect the bank’s prof- its, resources, and opportunities to increase online banking.
� How do managers at Bank of America decide on new ways to increase business and protect customers’ interests?
� How can incremental analysis help managers at Bank of America take advantage of the business opportunities that online banking offers?
393
Short-Run Decision Analysis and the Management Process
LO1 Describe how managers make short-run decisions using incremental analysis.
Many of the decisions that managers make affect their organization’s activities in the short run. Those decisions are the focus of this chapter. In making short-run decisions, managers need historical and estimated quantitative information that is both financial and nonfinancial in nature. Such information should be relevant, timely, and presented in a format that is easy to use in decision making.
Short-run decision analysis is the systematic examination of any decision whose effects will be felt over the course of the next year. The decision analysis must take into account the organization’s strategic plan and tactical objectives, the related costs and revenues, as well as any relevant qualitative factors.
Although many business problems are unique and cannot be solved by fol- lowing strict rules, managers frequently take four predictable actions when mak- ing short-run decisions:
1. Discover a problem or need.
2. Identify all reasonable courses of action that can solve the problem or meet the need.
3. Prepare a thorough analysis of each possible solution, identifying its total costs, savings, and other financial effects, as well as any qualitative factors.
4. Select the best course of action.
Later, managers review each decision to determine whether it produced the forecasted results by examining how it was carried out and how it affected the organization. If results fell short, they identify and prescribe corrective action. This postdecision audit supplies feedback about the results of the short-run deci- sion. If the solution is not completely satisfactory or if the problem remains, the management process begins again.
In the course of a year, managers may make many short-run decisions, such as whether to make a product or service or buy it from an outside supplier, whether to accept a special order, whether to keep or drop an unprofitable segment, and whether to sell a product as is or process it further. If resources are limited, they may also have to decide on the most appropriate product mix. In making such decisions, managers analyze not only quantitative factors relating to profitability and liquidity; they also analyze qualitative factors. For example, the qualitative fac- tors a bank might consider when deciding whether to keep or eliminate a branch location include the following:
� Competition (Do our competitors have a branch office located here?)
� Economic conditions (Is the community growing?)
� Social issues (Will keeping this branch benefit the community we serve?)
� Product or service quality (Can we attract more business because of the quality of service at this branch?)
� Timeliness (Does the branch promote customer service?)
Managers must identify and assess the importance of all such qualitative factors, as well as quantitative factors, when they make short-run decisions.
Incremental Analysis for Short-Run Decisions Once managers have determined that a problem or need is worthy of consid- eration and have identified alternative courses of action, they must evaluate the effect that each alternative will have on their organization. The method of
394 CHAPTER 10 Short-Run Decision Analysis
comparing alternatives by focusing on the differences in their projected revenues and costs is called incremental analysis. If incremental analysis excludes rev- enues or costs that stay the same or that do not change between the alternatives, it is called differential analysis.
Irrelevant Costs and Revenues A cost that changes between alternatives is known as a differential cost (also called an incremental cost). For example, suppose that managers at Home State Bank, a local institution, are deciding which of two ATM machines—C or W—to buy. The ATMs have the same purchase price but different revenue and cost characteristics. The company cur- rently owns ATM B, which it bought three years ago for $15,000 and which has accumulated depreciation of $9,000 and a book value of $6,000. ATM B is now obsolete as a result of advances in technology and cannot be sold or traded in.
A manager has prepared the following comparison of the annual revenue and operating cost estimates for the two new machines:
ATM C ATM W
Increase in revenue $16,200 $19,800
Increase in annual operating costs
Direct materials 4,800 4,800
Direct labor 2,200 4,100
Variable overhead 2,100 3,050
Fixed overhead (depreciation included) 5,000 5,000
The first step in the incremental analysis is to eliminate any irrelevant rev- enues and costs. Irrelevant revenues are those that will not differ between the alternatives. Irrelevant costs include sunk costs and costs that will not differ between the alternatives. A sunk cost is a cost that was incurred because of a previous decision and cannot be recovered through the current decision. An example of a sunk cost is the book value of ATM B. A manager might be tempted to say that the ATM should not be junked because the company still has $6,000 invested in it. However, the manager would be incorrect because the book value of the old ATM represents money that was spent in the past and so does not affect the decision about whether to replace the old ATM with a new one.
The old ATM would be of interest only if it could be sold or traded in, and if the amount received for it would be different, depending on which new ATM
FOCUS ON BUSINESS PRACTICE
Banks today have several options for processing checks. They can outsource the processing of paper checks, use the quasi-paperless system of ATMs, or process transactions over the Internet. Bank managers have found that online banking substantially reduces transaction processing costs.
According to a study by an international consulting firm, the cost of processing a transaction is 1 cent if the transac- tion is completed over the Internet, 27 cents if an ATM is used, and $1.07 if processed by a teller.1
How Much Does It Cost to Process a Check?
Study Note Sunk costs cannot be recovered and are irrelevant in short-run decision making.
c a e i
I i s w
Study Note Incremental analysis is a technique used not only by businesses but also by individuals to solve daily problems.
Short-Run Decision Analysis and the Management Process 395
was chosen. In that case, the amount of the sale or trade-in value would be rel- evant to the decision because it would affect the future cash flows of the alter- natives. Two examples of an irrelevant cost in the financial data for ATMs C and W are the costs of direct materials and fixed overhead (depreciation included). These costs can also be eliminated from the analysis because they are the same under both alternatives.
Opportunity Costs Because incremental analysis focuses on only the quanti- tative differences among the alternatives, it simplifies management’s evaluation of a decision and reduces the time needed to choose the best course of action. However, incremental analysis is only one input to the final decision. Manage- ment needs to consider other issues. For instance, the manufacturer of ATM C might have a reputation for better quality or service than the manufacturer of ATM W. Opportunity costs are the benefits that are forfeited or lost when one alternative is chosen over another. For example, suppose Home State Bank offers a local plant nursery a high price for the land on which the nursery is located. The interest that could be earned from investing the cash proceeds of the land sale is an opportunity cost for the nursery owner. It is revenue that the nursery owner has chosen to forgo to continue operating the nursery in that location.
Opportunity costs often come into play when a company is operating at or near capacity and must choose which products or services to offer. For example, suppose that Home State Bank, which currently services 20,000 debit cards, has the option of offering 15,000 premium debit cards, which is a higher-priced prod- uct, but it cannot do both. The amount of income from the 20,000 debit cards is an opportunity cost of the premium debit cards.
Study Note Opportunity costs arise when the choice of one course of action eliminates the possibility of another course of action.
Home State Bank Incremental Analysis
Difference in Favor of ATM C ATM W ATM W
Increase in revenue $16,200 $19,800 $3,600 Increase in annual operating costs that differ between alternatives Direct labor $ 2,200 $ 4,100 ($1,900) Variable overhead 2,100 3,050 (950) Total increase in operating costs $ 4,300 $ 7,150 ($2,850) Resulting change in operating income $11,900 $12,650 $ 750
EXHIBIT Incremental Analysis
396 CHAPTER 10 Short-Run Decision Analysis
10-1
Once the irrelevant revenues and costs have been identified, the incremental analysis can be prepared using only the differential revenues and costs that will change between the alternative ATMs, as shown in Exhibit 10-1. The analysis shows that ATM W would produce $750 more in operating income than ATM C. Because the costs of buying the two ATMs are the same, this report would favor the purchase of ATM W.
SOLUTION Credit Banc
Incremental Analysis Diff erence in Favor of Machine A Machine B Machine B
Increase in revenue $4,200 $5,100 $ 900 Increase in operating costs that differ between alternatives Direct labor $1,200 $1,600 ($ 400) Variable overhead 2,500 2,900 (400) Total increase in operating costs $3,700 $4,500 ($ 800) Resulting change in operating income $ 500 $ 600 $ 100
STOP & APPLY
Credit Banc has assembled the following monthly information related to the purchase of a new automated teller machine:
Machine A Machine B Increase in revenue $4,200 $5,100 Increase in annual operating costs Direct materials 1,200 1,200 Direct labor 1,200 1,600 Variable overhead 2,500 2,900 Fixed overhead (including depreciation) 1,400 1,400
Incremental Analysis for Outsourcing Decisions
LO2 Perform incremental analysis for outsourcing decisions.
Outsourcing is the use of suppliers outside the organization to perform services or produce goods that could be performed or produced internally. Make-or-buy decisions, which are decisions about whether to make a part internally or buy it from an external supplier, may lead to outsourcing. However, a company may decide to outsource entire operating activities, such as warehousing or human resources, that have traditionally been performed in-house.
To improve operating income and compete effectively in global markets, many companies are focusing their resources on their core competencies—that is, the activities that they perform best. One way to obtain the financial, physical, human, and technological resources needed to emphasize those competencies is to outsource expensive nonvalue-adding activities. Strong candidates for out- sourcing include payroll processing, training, managing fleets of vehicles, sales and marketing, custodial services, and information management. Many such areas involve either relatively low skill levels (such as payroll processing or custodial services) or highly specialized knowledge (such as information management) that could be better acquired from experts outside the company.
Outsourcing production or operating activities can reduce a company’s invest- ment in physical assets and human resources, which can improve cash flow. It can also help a company reduce its operating costs and improve operating income. For example, because Amazon.com outsources the distribution of most of its
Using incremental analysis and only relevant information, compute the difference in favor of the Machine B.
Incremental Analysis for Outsourcing Decisions 397
products, it has been able to reduce its storage and distribution costs enough to offer product discounts of up to 40 percent off the list price. It is also able to pro- vide additional value-adding services, such as online reviews by customers, per- sonalized recommendations, and discussions and interviews on current products.
Outsourcing Analysis In manufacturing companies, a common decision fac- ing managers is whether to make or to buy some or all of the parts used in prod- uct assembly. The goal is to select the more profitable choice by identifying the costs of each alternative and their effects on revenues and existing costs. Manag- ers need the following information for this analysis:
Information About Making Information About Buying
Variable costs of making the item Purchase price of item
Need for additional machinery Rent or net cash flow to be generated from vacated space in the factory
Incremental fixed costs Salvage value of unused machinery
To illustrate a manufacturer’s outsourcing decision, let’s suppose that for the past five years, Box Company has purchased packing cartons from an outside sup- plier at a cost of $1.25 per carton.
� The supplier has just informed Box Company that it is raising the price 20 percent, to $1.50 per carton, effective immediately.
� Box Company has idle machinery that could be adjusted to produce the car- tons. Annual production and usage would be 20,000 cartons. The company estimates the cost of direct materials at $0.84 per carton. Workers, who will be paid $8.00 per hour, can process 20 cartons per hour ($0.40 per carton). The cost of variable overhead will be $4 per direct labor hour, and 1,000 direct labor hours will be required.
� Fixed overhead includes $4,000 of depreciation per year and $6,000 of other fixed costs.
� The company has space and machinery to produce the cartons; the machines are currently idle and will continue to be idle if the cartons are purchased.
Should Box Company continue to outsource the cartons?
Study Note When performing an incremental analysis for an outsourcing decision, do not incorporate irrelevant information, such as depreciation and other fixed costs. Include only costs that change between the alternatives.
Box Company Outsourcing Decision Incremental Analysis
Difference in Favor of Make Outsource Make Direct materials (20,000 � $0.84) $16,800 — ($16,800) Direct labor (20,000 � $0.40) 8,000 — (8,000) Variable overhead (l,000 hours � $4) 4,000 — (4,000) Purchase price (20,000 � $1.50) — $30,000 30,000 Totals $28,800 $30,000 $ 1,200
EXHIBIT Incremental Analysis: Outsourcing Decision
398 CHAPTER 10 Short-Run Decision Analysis
10-2
Exhibit 10-2 presents an incremental analysis of the two alternatives. All rel- evant costs are listed. Because the machinery has already been purchased and
neither the machinery nor the required factory space has any other use, the depre- ciation costs and other fixed overhead costs are the same for both alternatives; therefore, they are not relevant to the decision. The cost of making the needed cartons is $28,800. The cost of buying 20,000 cartons at the increased purchase price will be $30,000. Since the company would save $1,200 by making the cartons, management will decide to make the cartons.
Incremental Analysis for Special Order Decisions
LO3 Perform incremental analy- sis for special order decisions.
STOP & APPLY
Office Associates, Inc., is currently operating at less than capacity. The company thinks it could cut costs by outsourcing office cleaning to an independent cleaning service for $75 a week. Currently, a general office worker is employed for $10 an hour to do light cleaning and other general office duties. Cleaning the office usually takes one hour a day to perform and consumes $10 of supplies, $2 of variable overhead, and $18 of fixed overhead each week. Should Office Associates, Inc., con- tinue to perform office cleanings, or should it begin to outsource them?
SOLUTION Difference in Favor of
Continue to Perform Outsource Continuing to Perform Costs per Cleaning Cleanings Cleanings Cleanings
Employee labor $50 — ($50) Supplies 10 — (10) Variable overhead 2 — (2) Outside cleaning service — $75 75 Totals
Office Associates should continue to perform office cleanings itself.
Managers are often faced with special order decisions, which are decisions about whether to accept or reject special orders at prices below the normal market prices. Special orders usually involve large numbers of similar products that are sold in bulk. Before a firm accepts a special product order, it must be sure that excess capacity exists to complete the order and that the order will not reduce unit sales from its full-priced regular product line.
The objective of a special order decision is to determine whether a spe- cial order should be accepted. A special order should be accepted only if it maximizes operating income. In many situations, sales commission expenses are excluded from a special order decision analysis because the customer approached the company directly. In addition, the fixed costs of existing facili- ties usually do not change if a company accepts a special order, and therefore these costs are usually irrelevant to the decision. If additional fixed costs must be incurred to fill the special order, they would be relevant to the decision. Examples of relevant fixed costs are the purchase of additional machinery, an increase in supervisory help, and an increase in insurance premiums required by a specific order.
Special Order Analyses One approach to a special order decision is to com- pare the price of the special order with the relevant costs of producing, packag- ing, and shipping the order. The relevant costs include the variable costs, variable
Study Note A decision to accept a special order assumes that excess capacity exists to fulfill the order and that the order will not have an impact on regular sales orders.
$62 $75 $13
Incremental Analysis for Special Order Decisions 399
selling costs (if any), and other costs directly associated with the special order (e.g., freight, insurance, and packaging and labeling the product). Another approach to this kind of decision is to prepare a special order bid price by calculat- ing a minimum selling price for the special order. The bid price must cover the relevant costs and an estimated profit.
For example, suppose Home State Bank has been approved to provide and service four ATMs at a special event. The event sponsors want the fee reduced to $0.50 per ATM transaction. At past special events, ATM use has averaged 2,000 transactions per machine. Home State Bank has located four idle ATMs and determined the following additional information:
ATM Cost Data for Annual Use of One Machine (400,000 Transactions)
Direct materials $0.10
Direct labor 0.05
Variable overhead 0.20
Fixed overhead ($100,000 � 400,000) 0.25
Advertising ($60,000 � 400,000) 0.15
Other fixed selling and administrative expenses ($120,000 � 400,000) 0.30
Cost per transaction $1.05
Regular fee per transaction $1.50
Should Home State Bank accept the special event offer?
� Price and relevant cost comparison: The net result of accepting the special order is a $1,200 increase in contribution margin (and, correspondingly, in
Home State Bank Special Order Decision Incremental Analysis
Difference in Favor of Without With Accepting Order Order Order
Sales $2,400,000 $2,404,000 $ 4,000 Less variable costs Direct materials $ 160,000 $ 160,800 ($ 800) Direct labor 80,000 80,400 (400) Variable overhead 320,000 321,600 (1,600) Total variable costs $ 560,000 $ 562,800 ($ 2,800) Contribution margin $1,840,000 $1,841,200 $ 1,200
EXHIBIT Incremental Analysis: Special Order Decision
400 CHAPTER 10 Short-Run Decision Analysis
An incremental analysis of the decision in the contribution margin reporting format appears in Exhibit 10-3. The report shows the contribution margin for Home State Bank’s operations both with and without the special order. Fixed costs are not included because the only costs affected by the order are direct materials, direct labor, and variable overhead.
10-3
operating income). The analysis reveals that Home State Bank should accept the special order. The $1,200 increase is verified by the following incremental analysis:
Special order sales [(2,000 transactions � 4) � $0.50] $4,000
Less variable costs
Direct materials (8,000 transactions � $0.10) $ 800
Direct labor (8,000 transactions � $0.05) 400
Variable overhead (8,000 transactions � $0.20) 1,600
Total variable costs 2,800
Special order contribution margin $1,200
� Minimum bid price for special order: Now let us assume that the event sponsor asks Home State Bank what its minimum special order price is. If the incremental costs for the special order are $2,800, the relevant cost per transaction is $0.35 ($2,800 � 8,000). The special order price should cover this cost and generate a profit. If Home State Bank would like to earn $800 from the special order, the special order price should be $0.45 [$0.35 cost per transaction plus $0.10 profit per transaction ($800 � 8,000 transactions)].
Of course, the Home State Bank management’s decisions must be consistent with the bank’s strategic plan and tactical objectives, and it must take into account not only costs and revenues but also relevant qualitative factors. Qualitative fac- tors that might influence the decision are (1) the impact of the special order on regular customers, (2) the potential of the special order to lead into new sales areas, and (3) the customer’s ability to maintain an ongoing relationship that includes good ordering and paying practices.
STOP & APPLY
Sample Company has received an order for Product EZ at a special selling price of $26 per unit (suggested retail price is $30). This order is over and above normal production, and budgeted pro- duction and sales targets for the year have already been exceeded. Capacity exists to satisfy the spe- cial order. No selling costs will be incurred in connection with this order. Unit costs to manufacture and sell Product EZ are as follows: direct materials, $7.00; direct labor, $10.00; variable overhead, $8.00; fixed manufacturing costs, $5.00; variable selling costs, $3.00; and fixed general and admin- istrative costs, $9.00. Should Sample Company accept the order?
SOLUTION Variable Costs to Produce Product EZ
Direct materials $ 7.00 Direct labor 10.00 Variable overhead 8.00 Total variable costs to produce $25.00
Sample Company should accept the special order because the offered price exceeds the variable manufacturing costs.
Incremental Analysis for Special Order Decisions 401
Incremental Analysis for Segment Profitability Decisions
LO4 Perform incremental analysis for segment profitability decisions.
Another type of operating decision that management must make is whether to keep or drop unprofitable segments, such as product lines, services, sales territo- ries, divisions, departments, stores, or outlets. Management must select the alter- native that maximizes operating income. The objective of the decision analysis is to identify the segments that have a negative segment margin so that managers can drop them or take corrective action.
A segment margin is a segment’s sales revenue minus its direct costs (direct variable costs and direct fixed costs traceable to the segment). Such costs are assumed to be avoidable costs. An avoidable cost could be eliminated if manage- ment were to drop the segment.
� If a segment has a positive segment margin—that is, the segment’s revenue is greater than its direct costs—it is able to cover its own direct costs and con- tribute a portion of its revenue to cover common costs and add to operating income. In that case, management should keep the segment.
� If a segment has a negative segment margin—that is, the segment’s revenue is less than its direct costs—management should eliminate the segment.
However, certain common costs will be incurred regardless of the decision. Those are unavoidable costs, and the remaining segments must have sufficient contribution margin to cover their own direct costs and the common costs.
Segment Profitability Analysis An analysis of segment profitability includes the preparation of a segmented income statement using variable costing to iden- tify variable and fixed costs. The fixed costs that are traceable to the segments are called direct fixed costs. The remaining fixed costs are common costs and are not assigned to segments.
Suppose Home State Bank wants to determine if it should eliminate its Safe Deposit Division. Managers prepare a segmented income statement, separating variable and fixed costs to calculate the contribution margin. They separate the total fixed costs of $84,000 further by directly tracing $55,500 to Bank Opera- tions and $16,500 to the Safe Deposit Division; the remaining $12,000 are com- mon fixed costs. The following segmented income statement shows the segment margins for Bank Operations and the Safe Deposit Division and the operating income for the total company:
Home State Bank Segmented Income Statement
For the Year Ended December 31, 2011
Bank Safe Deposit Total Operations Division Company
Sales $135,000 $15,000 $150,000 Less variable costs 52,500 7,500 60,000 Contribution margin $ 82,500 $ 7,500 $ 90,000 Less direct fixed costs 55,500 16,500 72,000 Segment margin $ 27,000 ($ 9,000) $ 18,000 Less common fixed costs 12,000 Operating income $ 6,000
402 CHAPTER 10 Short-Run Decision Analysis
Home State Bank Segment Profitability Decision
Incremental Analysis—Situation 1
Difference in Keep Drop Favor of Dropping Safe Deposit Safe Deposit Safe Deposit Division Division Division Sales $150,000 $135,000 ($15,000) Less variable costs 60,000 52,500 7,500 Contribution margin $ 90,000 $ 82,500 ($ 7,500) Less direct fixed costs 72,000 55,500 16,500
Segment margin $ 18,000 $ 27,000 $ 9,000 Less common fixed costs 12,000 12,000 0 Operating income $ 6,000 $ 15,000 $ 9,000
Home State Bank Segment Profitability Decision
Incremental Analysis—Situation 2
Difference in Opposition Keep Drop to Dropping Safe Deposit Safe Deposit Safe Deposit Division Division Division Sales $150,000 $108,000 ($42,000) Less variable costs 60,000 42,000 18,000 Contribution margin $ 90,000 $ 66,000 ($24,000) Less direct fixed costs 72,000 55,500 16,500 Segment margin $ 18,000 $ 10,500 ($ 7,500) Less common fixed costs 12,000 12,000 0 Operating income $ 6,000 ($ 1,500) ($ 7,500)
EXHIBIT Incremental Analysis: Segment Profitability Decision
Incremental Analysis for Segment Profitability Decisions 403
Exhibit 10-4 presents two situations. Situation 1 demonstrates that dropping the Safe Deposit Division will increase operating income by $9,000. Unless the bank can increase the division’s segment margin by increasing sales revenue or by reducing direct costs, management should drop the segment. The incremental approach to analyzing this decision isolates the segment and focuses on its seg- ment margin, as shown in the last column of the exhibit. The decision to drop a segment also requires a careful review of the other segments to see whether they will be affected.
Situation 2 in Exhibit 10-4 assumes that Bank Operation’s sales volume and variable costs will decrease by 20 percent if management eliminates the Safe Deposit Division. The reduction in sales volume stems from the loss of customers who purchase products from both divisions. The analysis shows that dropping the division would reduce both the segment margin and the bank’s operating income by $7,500. In this situation, Home State Bank would want to keep the Safe Deposit Division.
10-4
FOCUS ON BUSINESS PRACTICE
After performing segment analysis of online banking and face-to-face banking, bank managers worldwide are encouraging customers to do their banking over the Inter- net. Banks have found that linking global Internet access
with customer relationship management (CRM), customer- friendly financial software, and online bill payment in a secure banking environment can reduce costs, increase ser- vice and product availability, and boost earnings.2
Why Banks Prefer Ebanking
STOP & APPLY
Sample Company is evaluating its two divisions, East Division and West Division. Data for East Division include sales of $500,000, variable costs of $250,000, and fixed costs of $400,000, 50 percent of which are traceable to the division. West Division’s data for the same period include sales of $600,000, variable costs of $350,000, and fixed costs of $450,000, 60 percent of which are traceable to the division.
Should either division be considered for elimination?
SOLUTION East Division West Division Total Company
Sales $ 500,000 $ 600,000 $1,100,000 Less variable costs 250,000 350,000 600,000 Contribution margin $ 250,000 $ 250,000 $ 500,000 Less direct fixed costs 200,000 270,000 470,000 Divisional income $ 50,000 ($ 20,000) $ 30,000 Less common fixed costs 380,000 Operating income (loss) ($ 350,000)
The company should keep East Division because it is profitable. West Division does not seem to be profitable and should be considered for elimination. The home office and its very heavy overhead costs are causing the company’s loss.
Incremental Analysis for Sales Mix Decisions
LO5 Perform incremental analysis for sales mix decisions involving constrained resources.
A company may not be able to provide the full variety of products or services that customers demand within a given time. Limits on resources like machine time or available labor may restrict the types or quantities of products or services that are available. Resource constraints can also be associated with other activities, such as inspection and equipment setup. The question is, Which products or services contribute the most to profitability in relation to the amount of capital assets or other constrained resources needed to offer those items? To satisfy customers’ demands and maximize operating income, management will choose to offer the most profitable product or service first. To identify such products or services,
404 CHAPTER 10 Short-Run Decision Analysis
managers calculate the contribution margin per constrained resource (such as labor hours or machine hours) for each product or service.
Sales Mix Analysis The objective of a sales mix decision is to select the alternative that maximizes the contribution margin per constrained resource. The decision analysis, which uses incremental analysis to identify the relevant costs and revenues, consists of two steps:
Step 1. Calculate the contribution margin per unit for each product or service affected by the constrained resource. The contribution margin per unit equals the selling price per unit less the variable costs per unit.
Step 2. Calculate the contribution margin per unit of the constrained resource. The contribution margin per unit of the constrained resource equals the contribution margin per unit divided by the quantity of the constrained resource required per unit.
Suppose Home State Bank offers three types of loans: commercial loans, auto loans, and home loans. The product line data are as follows:
Commercial Loans Auto Loans Home Loans
Current loan application demand 20,000 30,000 18,000
Processing hours per loan application 2.0 1.0 2.5
Loan origination fee $24.00 $18.00 $32.00
Variable processing costs $12.50 $10.00 $18.75
Variable selling costs $6.50 $5.00 $6.25
The current loan application capacity is 100,000 processing hours.
Question 1. Which loan type should be advertised and promoted first because it is the most profitable for the bank? Which should be second? Which last?
Question 2. How many of each type of loan should the bank sell to maximize its contribution margin based on the current loan application capacity of 100,000 processing hours? What is the total contribu- tion margin for that combination?
To begin the analysis, compare the current loan application capacity with the total capacity required to meet the current loan demand. The company needs 115,000 processing hours to meet the current loan demand: 40,000 pro- cessing hours for commercial loans (20,000 loans � 2 processing hours per loan), 30,000 processing hours for auto loans (30,000 loans � 1 processing hour per loan), and 45,000 processing hours for home loans (18,000 loans � 2.5 processing hours per loan). Because that amount exceeds the current capac- ity of 100,000 processing hours, management must determine the sales mix that maximizes the company’s contribution margin, which will also maximize its operating income.
Study Note When resources like direct materials, direct labor, or machine time are scarce, the goal is to maximize the contribution margin per unit of scarce resource.
Incremental Analysis for Sales Mix Decisions 405
Exhibit 10-5 shows the sales mix analysis. It indicates that the auto loans should be promoted first because they provide the highest contribution margin per processing hour. Home loans should be second, and commercial loans should be last.
Home State Bank Sales Mix Decision: Ranking the Order of Loans
Incremental Analysis
Commercial Auto Home Loans Loans Loans
Loan origination fee per loan $24.00 $18.00 $32.00
Less variable costs Processing $12.50 $10.00 $18.75 Selling 6.50 5.00 6.25 Total variable costs $19.00 $15.00 $25.00
Contribution margin per loan (A) $ 5.00 $ 3.00 $ 7.00 Processing hours per loan (B) � 2.0 � 1.0 � 2.5 Contribution margin per processing hour (A � B) $ 2.50 $ 3.00 $ 2.80
Home State Bank Sales Mix Decision: Number of Units to Make
Incremental Analysis
Processing Hours
Total processing hours available 100,000 Less processing hours to produce auto loans (30,000 loans � 1 processing hour per loan) 30,000 Balance of processing hours available 70,000 Less processing hours to produce home loans (18,000 loans � 2.5 processing hours per loan) 45,000 Balance of processing hours available 25,000 Less processing hours to produce commercial loans (12,500 loans � 2 processing hours per loan) 25,000 Balance of processing hours available 0
Auto loans (30,000 loans � $3.00 per loan) $ 90,000
Home loans (18,000 loans � $7.00 per loan) 126,000
Commercial loans (12,500 loans � $5.00 per loan) 62,500
Total contribution margin $278,500
EXHIBIT Incremental Analysis: Sales Mix Decision Involving Constrained Resources
406 CHAPTER 10 Short-Run Decision Analysis
10-5
The calculations in the second part of Exhibit 10-5 show that Home State Bank should sell 30,000 auto loans, 18,000 home loans, and 12,500 commercial loans. The total contribution margin is as follows:
Some companies offer products or services that can either be sold in a basic form or be processed further and sold as a more refined product or service to a differ- ent market. For example, a meatpacking company processes cattle into meat and meat-related products, such as bones and hides. The company may choose to sell sides of beef and pounds of bones and hides to other companies for further pro- cessing. Alternatively, it could choose to cut and package the meat for immediate sale in grocery stores, process bone into fertilizer for gardeners, or tan hides into refined leather for purses.
A sell or process-further decision is a decision about whether to sell a joint product at the split-off point or sell it after further processing. Joint products are two or more products made from a common material or process that cannot be identified as separate products or services during some or all of the processing. Only at a specific point, called the split-off point, do joint products or services become separate and identifiable. At that point, a company may choose to sell the product or service as is or to process it into another form for sale to a different market.
Sell or Process-Further Analysis The objective of a sell or process-further decision is to select the alternative that maximizes operating income. The deci- sion analysis entails calculating the incremental revenue, which is the difference between the total revenue if the product or service is sold at the split-off point
Incremental Analysis for Sell or Process-Further Decisions
LO6 Perform incremental analysis for sell or process- further decisions.
STOP & APPLY
Surf, Inc., makes three kinds of surfboards, but it has a limited number of machine hours available to make them. Product line data are as follows:
Fiberglass Plastic Graphite Machine hours per unit 4 1 2 Selling price per unit $1,500 $800 $1,300 Variable manufacturing cost per unit 500 200 800 Variable selling costs per unit 200 350 200
In what order should the surfboard product lines be produced?
SOLUTION Fiberglass Plastic Graphite
Selling price per unit $1,500 $800 $1,300 Less variable costs Manufacturing $ 500 $200 $ 800 Selling 200 350 200 Total unit variable costs $ 700 $550 $1,000 Contribution margin per unit (A) $ 800 $250 $ 300 Machine hours per unit (B) � 4 � 1 � 2 Contribution margin per machine hour (A � B) $ 200 $250 $ 150
Surf, Inc., should produce plastic surfboards first, then fiberglass surfboards, and finally graphite surfboards.
tw id O b p m
S d
Study Note Products are made by combining materials or by dividing materials, as in oil refining or ore extraction.
Incremental Analysis for Sell or Process-Further Decisions 407
and the total revenue if the product or service is sold after further processing. You then compare the incremental revenue with the incremental costs of processing further.
� If the incremental revenue is greater than the incremental costs of processing further, a decision to process the product or service further would be justified.
� If the incremental costs are greater than the incremental revenue, you would probably choose to sell the product or service at the split-off point.
Be sure to ignore joint costs (or common costs) in your analysis, because they are incurred before the split-off point and do not change if further processing occurs. Although accountants assign joint costs to products or services when valuing inventories and calculating cost of goods sold, joint costs are not relevant to a sell or process-further decision and are omitted from the decision analysis.
For example, as part of the company’s strategic plan, Home State Bank’s management is looking for new markets for banking services, and management is considering whether it would be profitable to bundle banking services. Home State Bank is considering adding two levels of service, Premier Checking and Personal Banker, beyond its current Basic Checking account services. The three levels have the following bundled features:
� Basic Checking: Online checking account, debit card, and online bill pay- ment with a required minimum average balance of $500
� Premier Checking: Paper and online checking, a debit card, a credit card, and a small life insurance policy equal to the maximum credit limit on the credit card for customers who maintain a minimum average balance of $1,000
� Personal Banker: All of the features of Premier Checking plus a safe deposit box, a $5,000 personal line of credit at the prime interest rate, financial investment advice, and a toaster upon opening the account for customers who maintain a minimum average balance of $5,000
Assume that the bank can earn sales revenue of 5 percent on its checking account balances and that the total cost of offering basic checking services is currently $50,000. The bank’s accountant provided these data for each level of service:
Product Sales Revenue Additional Costs
Basic Checking $ 25 $ 0
Premier Checking 50 30
Personal Banker 250 200
As we noted earlier, the decision analysis must take into account the orga- nization’s strategic plan and tactical objectives. In this example, the decision to process services further supports the bank’s strategic plan to expand into new markets. In making the final decision, management must also consider other fac- tors, such as the bank’s ability to obtain favorable returns on its bank deposit investments.
Study Note The common costs shared by two or more products before they are split off are called joint costs. Joint costs are irrelevant in a sell or process-further decision.
408 CHAPTER 10 Short-Run Decision Analysis
The decision analysis in Exhibit 10-6 indicates that the bank should offer Personal Banking services in addition to Basic Checking accounts. Notice that the $50,000 joint costs of Basic Checking were ignored because they are sunk costs that will not influence the decision.
Home State Bank Sell or Process-Further Decision
Incremental Analysis
Premier Personal Checking Banker Incremental revenue per account if processed further: Process further $50 $250 Split-off—Basic Checking 25 25 Incremental revenue $25 $225 Less incremental costs 30 200 Operating income (loss) from processing further ($ 5) $ 25
STOP & APPLY
In an attempt to provide superb customer service, Home Movie Rentals is considering expanding its product offerings from single movie or game rentals to complete movie or game evenings. Each eve- ning would include a movie or game, candy, popcorn, and drinks. The accountant for Home Movie Rentals has compiled the following relevant information:
Sales Revenue if No Sales Revenue if Additional Product Additional Service Processed Further Processing Costs
Movie $2 $10 $5 Game 1 6 5
Determine which products Home Movie Rentals should offer.
SOLUTION Incremental Revenue if Processed Further Movie Evening Game Evening
Process further $10 $6 Split-off 2 1 Incremental revenue $ 8 $5 Less incremental costs 5 5 Operating income from further processing $ 3 $0
Home Movie Rentals should promote movie evenings first, then movies, and finally games or game evenings. There is no difference in profitability between the sale of games and the sale of game evenings.
EXHIBIT Incremental Analysis: Sell or Process-Further Decision
Incremental Analysis for Sell or Process-Further Decisions 409
10-6
A LOOK BACK AT � BANK OF AMERICA In this chapter’s Decision Point, we commented on Bank of America’s online banking strategies. We asked the following questions:
• How do managers at Bank of America decide on new ways to increase business and protect customers’ interests?
• How can incremental analysis help managers at Bank of America take advantage of the business opportunities that online banking offers?
As managers at Bank of America make short-term decisions about which alternatives to pursue that will increase business and give customers additional protection against fraud and identity theft, they will ask a number of questions—for example: When should bank products and services be outsourced? When should a special order for service be accepted? When is a bank segment profitable? When resource constraints exist, what is the best sales mix? When should bank products be sold as is or processed further into different products?
To answer such questions and determine what could happen under alternative courses of action, the bank’s managers need pertinent information that they can use in incremental analysis. On that basis, they can make sound, ethical decisions that will protect the bank’s customers and increase both its traditional and online business.
Suppose a loan officer at Bank of America has been analyzing Home Services, Inc., to determine whether the bank should grant it a loan. Home Services has been in business for ten years, and its services now include tree trimming and auto, boat, and tile floor repair. The following data pertaining to those services were available for analysis:
Review Problem
Segment Profi tability LO4
410 CHAPTER 10 Short-Run Decision Analysis
Home Services’ profitability has decreased over the past two years, and to increase the likelihood that the company will qualify for a loan, the loan officer has advised its owner, Dale Bandy, to determine which service lines are not meeting the company’s profit targets. Once Bandy has identified the unprofitable service lines, he can either eliminate them or set higher prices. If he sets higher prices, those prices will have to cover all variable and fixed operating, selling, and general administration costs.
Required
1. Analyze the performance of the four service lines. Should Dale Bandy eliminate any of them? Explain your answer.
2. Why might Bandy want to continue providing unprofitable service lines?
3. Identify possible causes of a service’s poor performance. What actions do you think Bandy should take to make his company a better loan candidate?
Answers to Review Problem 1. In deciding whether to eliminate any of the four service lines, Dale Bandy should
concentrate on those that have a negative segment margin. If the revenues from a service line are less than the sum of its variable and direct fixed costs, then other service lines must cover some of the losing line’s costs and carry the burden of the common fixed costs.
The segmented income statement on the opposite page indicates that Bandy will increase the company’s operating income by $18,737 ($6,013 � $12,724) if he eliminates the boat and tile floor repair services, both of which have a negative segment margin. A decision to eliminate these services can also be supported by the following analysis:
2. Bandy may want to continue offering the unprofitable service lines if their elimination would have a negative effect on the sale of the auto repair or tree trimming services.
A Look Back at Bank of America 411
3. The following are among the possible causes of a service’s poor performance:
a. Service fees set too low
b. Inadequate advertising
c. Excessively high direct labor costs
d. Other variable costs excessively high
e. Poor management of fixed costs
f. Excessive supervision costs
To improve profitability and make the company a better candidate for a bank loan, Bandy should eliminate nonvalue-adding costs, increase service fees, or increase the volume of services provided to customers.
412 CHAPTER 10 Short-Run Decision Analysis
Both quantitative information and qualitative information are important in short- run decision analysis. Such information should be relevant, timely, and presented in a format that is easy to use in decision making.
Incremental analysis helps managers compare alternative courses of action by focusing on the differences in projected revenues and costs. Any data that relate to future costs, revenues, or uses of resources and that will differ among alterna- tive courses of action are considered relevant decision information. Examples of relevant information are projected sales or estimated costs, such as the costs of direct materials or direct labor, that differ for each alternative. The manager ana- lyzes relevant information to determine which alternative contributes the most to profits or incurs the lowest costs. Only data that differ for each alternative are considered. Differential or incremental costs are costs that vary among alterna- tives and thus are relevant to the decision. Sunk costs are past costs that cannot be recovered; they are irrelevant to the decision process. Opportunity costs are revenue or income forgone as a result of choosing an alternative.
Outsourcing (including make-or-buy) decision analysis helps managers decide whether to use suppliers from outside the organization to perform services or provide goods that could be performed or produced internally. An incremental analysis of the expected costs and revenues for each alternative is used to identify the best alternative.
A special order decision is a decision about whether to accept or reject a special order at a price below the normal market price. One approach is to compare the special order price with the relevant costs to see if a profit can be generated. Another approach is to prepare a special order bid price by calculating a minimum selling price for the special order. Generally, fixed costs are irrelevant to a special order decision because such costs are covered by regular sales activity and do not differ among alternatives.
Segment profitability decisions involve the review of segments of an organization, such as product lines, services, sales territories, divisions, or departments. Manag- ers often must decide whether to add or drop a segment. A segment with a nega- tive segment margin may be dropped. A segment margin is a segment’s sales revenue minus its direct costs, which include variable costs and avoidable fixed costs. Avoidable costs are traceable to a specific segment. If the segment is elimi- nated, the avoidable costs will also be eliminated.
Sales mix decisions require the selection of the most profitable combination of sales items when a company makes more than one product or service using a common constrained resource. The product or service generating the highest contribution margin per constrained resource is offered and sold first.
Sell or process-further decisions require managers to choose between selling a joint product at its split-off point or processing it into a more refined product. Managers compare the incremental revenues and costs of the two alternatives. Joint processing costs are irrelevant to the decision because they are identical for both alternatives. A product should be processed further only if the incremental revenues generated exceed the incremental costs incurred.
LO1 Describe how managers make short-run decisions
using incremental analysis.
LO2 Perform incremental analysis for outsourcing
decisions.
LO3 Perform incremental analysis for special order
decisions.
LO4 Perform incremental analysis for segment
profi tability decisions.
LO5 Perform incremental analysis for sales mix
decisions involving con- strained resources.
LO6 Perform incremental analysis for sell or process-
further decisions.
STOP & REVIEW
Stop & Review 413
REVIEW of Concepts and Terminology
(LO4)
(LO1)
(LO1)
(LO6)
(LO2)
(LO1
(LO2)
(LO5)
(LO4)
(LO6)
(LO1)
(LO3
(LO6)
(LO1)
414 CHAPTER 10 Short-Run Decision Analysis
The following concepts and terms were introduced in this chapter:
Avoidable costs 402
Differential cost 395
Incremental analysis 395
Joint products 407
Make-or-buy decisions 397
Opportunity costs 396
Outsourcing 367
Sales mix decision 405
Segment margin 402
Sell or process-further decision 407
Short-run decision analysis 394
Special order decisions 399 Split-off point 407 Sunk cost 395
CHAPTER ASSIGNMENTS BUILDING Your Knowledge Foundation
Short Exercises Qualitative and Quantitative Information in Short-Run Decision Analysis SE 1. The owner of Milo’s, a Mexican restaurant, is deciding whether to take fish tacos off the menu. State whether each item of decision information that follows is qualitative or quantitative. If the information is quantitative, specify whether it is financial or nonfinancial. 1. The time needed to prepare the fish 2. The daily number of customers who order the tacos 3. Whether competing Mexican restaurants have this entrée on the menu 4. The labor cost of the chef who prepares the fish tacos 5. The fact that the president of a nearby company who brings ten guests with
him each week always orders fish tacos
Using Incremental Analysis SE 2. Pices Corporation has assembled the following information related to the purchase of a new automated postage machine:
Posen Value Machine Machine
Increase in revenue $44,200 $49,300 Increase in annual operating costs Direct materials 12,200 12,200 Direct labor 10,200 10,600 Variable overhead 24,500 26,900 Fixed overhead (including depreciation) 12,400 12,400
Using incremental analysis and only relevant information, compute the difference in favor of the Value machine.
Outsourcing Decision SE 3. Marc Company assembles products from a group of interconnecting parts. The company produces some of the parts and buys some from outside vendors. The ven- dor for Part X has just increased its price by 35 percent, to $10 per unit for the first 5,000 units and $9 per additional unit ordered each year. The company uses 7,500 units of Part X each year. Unit costs if the company makes the part are as follows:
Direct materials $3.50 Direct labor 2.00 Variable overhead 4.00 Variable selling costs for the assembled product 3.75
Should Marc continue to purchase Part X or begin making it?
Outsourcing Decision SE 4. Dental Associates, Inc., is currently operating at less than capacity. The company thinks it could cut costs by outsourcing dental cleaning to an inde- pendent dental hygienist for $50 per cleaning. Currently, a dental hygienist is employed for $30 an hour. A dental cleaning usually takes one hour to perform and consumes $10 of dental supplies, $8 of variable overhead, and $16 of fixed overhead. Should Dental Associates, Inc., continue to perform dental cleanings, or should it begin to outsource them?
LO1
LO1
LO2
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Chapter Assignments 415
Special Order Decision SE 5. Hadley Company has received a special order for Product R3P at a sell- ing price of $20 per unit. This order is over and above normal production, and budgeted production and sales targets for the year have already been exceeded. Capacity exists to satisfy the special order. No selling costs will be incurred in connection with this order. Unit costs to manufacture and sell Product R3P are as follows: direct materials, $7.60; direct labor, $3.75; variable overhead, $9.25; fixed overhead, $4.85; variable selling costs, $2.75; and fixed general and admin- istrative costs, $6.75. Should Hadley Company accept the order?
Special Order Decision SE 6. Smith Accounting Services is considering a special order that it received from one of its corporate clients. The special order calls for Smith to prepare the individual tax returns of the corporation’s four-largest shareholders. The company has idle capacity that could be used to complete the special order. The following data have been gathered about the preparation of individual tax returns:
Materials cost per page $1 Average hourly labor rate $60 Standard hours per return 4 Standard pages per return 10 Variable overhead cost per page $0.50 Fixed overhead cost per page $0.50
Smith Accounting Services would be satisfied with a $40 gross profit per return. Compute the minimum bid price for the entire order.
Segment Profitability Decision SE 7. Peruna Company is evaluating its two divisions, North Division and South Division. Data for North Division include sales of $530,000, variable costs of $290,000, and fixed costs of $260,000, 50 percent of which are traceable to the division. South Division’s efforts for the same period include sales of $610,000, variable costs of $340,000, and fixed costs of $290,000, 60 percent of which are traceable to the division. Should Peruna Company consider eliminating either division? Is there any other problem that needs attention?
Sales Mix Decision SE 8. Snow, Inc., makes three kinds of snowboards, but it has a limited number of machine hours available to make them. Product line data are as follows:
Wood Plastic Graphite
Machine hours per unit 1.25 1.0 1.5 Selling price per unit $100 $120 $200 Variable manufacturing cost per unit $45 $50 $100 Variable selling costs per unit $15 $26 $36
In what order should the snowboard product lines be produced?
Sell or Process-Further Decision SE 9. Gomez Industries produces three products from a single operation. Product A sells for $4 per unit, Product B for $6 per unit, and Product C for $10 per unit. When B is processed further, there are additional unit costs of $3, and its new selling price is $10 per unit. Each product is allocated $2 of joint costs from the initial production operation. Should Product B be processed further, or should it be sold at the end of the initial operation?
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Sell or Process-Further Decision SE 10. In an attempt to provide superb customer service, Richard V. Meats is considering the expansion of its product offerings from whole hams and turkeys to complete ham and turkey dinners. Each dinner would include a carved ham or turkey, two side dishes, and six rolls or cornbread. The accountant for Richard V. Meats has compiled the following relevant information:
Sales Revenue if Sales Revenue Additional No Additional if Processed Processing Product Service Further Costs
Ham $30 $50 $15 Turkey 20 35 15
A cooked, uncarved ham costs Richard V. Meats $20 to produce, and a cooked, uncarved turkey costs $15 to prepare. Use incremental analysis to deter- mine which products Richard V. Meats should offer.
Exercises Incremental Analysis E 1. Max Wayco, the business manager for Essey Industries, must select a new computer system for his assistant. Rental of Model A, which is similar to the model now being used, is $2,200 per year. Model B is a deluxe system that rents for $2,900 per year and will require a new desk for the assistant. The annual desk rental charge is $750. The assistant’s salary of $1,200 per month will not change. If Model B is rented, $280 in annual software training costs will be incurred. Model B has greater capacity and is expected to save $1,550 per year in part-time wages. Upkeep and operating costs will not differ between the two models. 1. Identify the relevant data in this problem. 2. Prepare an incremental analysis to aid the business manager in his decision.
Incremental Analysis E 2. The managers of Lennox Company must decide which of two mill blade grinders—Y or Z—to buy. The grinders have the same purchase price but dif- ferent revenue and cost characteristics. The company currently owns Grinder X, which it bought three years ago for $15,000 and which has accumulated depre- ciation of $9,000 and a book value of $6,000. Grinder X is now obsolete as a result of advances in technology and cannot be sold or traded in.
The accountant has collected the following annual revenue and operating cost estimates for the two new machines:
Grinder Y Grinder Z
Increase in revenue $16,000 $20,000 Increase in annual operating costs Direct materials 4,800 4,800 Direct labor 3,000 4,100 Variable overhead 2,100 3,000 Fixed overhead (depreciation included) 5,000 5,000
1. Identify the relevant data in this problem. 2. Prepare an incremental analysis to aid the managers in their decision. 3. Should the company purchase Grinder Y or Grinder Z?
Outsourcing Decision E 3. One component of a radio produced by Audio Systems, Inc., is currently being purchased for $225 per 100 parts. Management is studying the possibility
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of manufacturing that component. Annual production at Audio is 70,000 units; fixed costs (all of which remain unchanged whether the part is made or pur- chased) are $38,500; and variable costs are $0.95 per unit for direct materials, $0.55 per unit for direct labor, and $0.60 per unit for variable overhead.
Using incremental analysis, decide whether Audio Systems, Inc., should man- ufacture the part or continue to purchase it from an outside vendor.
Outsourcing Decision E 4. Sunny Hazel, the manager of Cyber Web Services, must decide whether to hire a new employee or to outsource some of the web design work to Ky To, a freelance graphic designer. If she hires a new employee, she will pay $32 per design hour for the employee to work 600 hours and incur service overhead costs of $2 per design hour. If she outsources the work to Ky To, she will pay $36 per design hour for 600 hours of work. She can also redirect the use of a computer and server to generate $4,000 in additional revenue from web page maintenance work.
Should Cyber Web Services hire a new designer or outsource the work to Ky To?
Special Order Decision E 5. Antiquities, Ltd., produces antique-looking books. Management has just received a request for a special order for 2,000 books and must decide whether to accept it. Venus Company, the purchaser, is offering to pay $25.00 per book, which includes $3.00 per book for shipping costs.
The variable production costs per book include $9.20 for direct materi- als, $4.00 for direct labor, and $3.80 for variable overhead. The current year’s production is 22,000 books, and maximum capacity is 25,000 books. Fixed costs, including overhead, advertising, and selling and administrative costs, total $80,000. The usual selling price is $25.00 per book. Shipping costs, which are additional, average $3.00 per book.
Determine whether Antiquities should accept the special order.
Special Order Decision E 6. Jens Sporting Goods, Inc., manufactures a complete line of sporting equip- ment. Leiden Enterprises operates a large chain of discount stores. Leiden has approached Jens with a special order for 30,000 deluxe baseballs. Instead of being packaged separately, the balls are to be packed in boxes containing 500 baseballs each. Leiden is willing to pay $2.45 per baseball. Jens knows that annual expected production is 400,000 baseballs. It also knows that the current year’s production is 410,000 baseballs and that the maximum production capacity is 450,000 base- balls. The following additional information is available:
Standard unit cost data for 400,000 baseballs Direct materials $ 0.90 Direct labor 0.60 Overhead: Variable 0.50 Fixed ($100,000 � 400,000) 0.25 Packaging per unit 0.30 Advertising ($60,000 � 400,000) 0.15 Other fixed selling and administrative expenses ($120,000 � 400,000) 0.30 Product unit cost $ 3.00 Unit selling price $ 4.00 Total estimated bulk packaging costs for special order (30,000 baseballs: 500 per box) $2,500
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1. How will Guld’s Glass be affected if the Nonprofit Division is dropped? 2. Assume the elimination of the Nonprofit Division causes the sales of the
Residential Division to decrease by 10 percent. How will Guld’s Glass be affected if the Nonprofit Division is dropped?
Elimination of Unprofitable Segment Decision E 9. URL Services has two divisions: Basic Web Pages and Custom Web Pages. Ricky Vega, manager of Custom Web Pages, wants to find out why Custom Web Pages is not profitable. He has prepared the reports that appear on the next page. 1. How will URL Services be affected if the Custom Web Pages Division is
eliminated? 2. How will URL Services be affected if the Design segment of Custom Web
Pages is eliminated? 3. What should Ricky Vega do? What additional information would be helpful
to him in making the decision?
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1. Should Jens Sporting Goods, Inc., accept Leiden’s offer? 2. What would be the minimum order price per baseball if Jens would like to
earn a profit of $3,000 from the special order?
Special Order Decision E 7. In September, a nonprofit organization, Toys for Homeless Children (THC), offers Virtually LLC $400 to prepare a custom web page to help the organization attract toy donations. The home page for the THC website will include special animated graphics of toys and stuffed animals. Virtually LLC estimates that it will take 12 design labor hours at $32 per design hour and 2 installation labor hours at $10 per installation hour to complete the job. Fixed costs are already covered by regular business. Should Virtually LLC accept THC’s offer?
Elimination of Unprofitable Segment Decision E 8. Guld’s Glass, Inc., has three divisions: Commercial, Nonprofit, and Residen- tial. The segmented income statement for last year revealed the following:
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Guld’s Glass, Inc. Divisional Profit Summary and Decision Analysis
Commercial Nonprofit Residential Total Division Division Division Company
Sales $290,000 $ 533,000 $837,000 $1,660,000 Less variable costs 147,000 435,000 472,000 1,054,000
Contribution margin $143,000 $ 98,000 $365,000 $ 606,000 Less direct fixed costs 124,000 106,000 139,000 369,000 Segment margin $ 19,000 ($ 8,000) $226,000 $ 237,000 Less common fixed costs 168,000 Operating income $ 69,000
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URL Services Segmented Income Statement
For the Year Ended December 31
Basic Custom Web Pages Web Pages Total (1,000 units) (200 units) Company
Service revenue $200,000 $ 150,000 $350,000 Less variable costs Direct professional labor: design $ 32,000 $ 80,000 $112,000 Direct professional labor: install 30,000 4,000 34,000 Direct professional labor: maintain 15,000 36,000 51,000 Total variable costs $ 77,000 $ 120,000 $197,000 Contribution margin $123,000 $ 30,000 $153,000 Less direct fixed costs Depreciation on computer equipment $ 6,000 $ 12,000 $ 18,000 Depreciation on servers 10,000 20,000 30,000 Total direct fixed costs $ 16,000 $ 32,000 $ 48,000 Segment margin $107,000 ($ 2,000) $105,000 Less common fixed costs Building rent $ 24,000 Supplies 1,000 Insurance 3,000 Telephone 1,500 Website rental 500 Total common fixed costs $ 30,000 Operating income $ 75,000
Custom Web Pages Division URL Services
Segment Profitability Decision Incremental Analysis
Design Install Maintain Total
Service revenue $60,000 $25,000 $65,000 $150,000 Less variable costs 80,000 4,000 36,000 120,000 Contribution margin ($20,000) $21,000 $29,000 $ 30,000 Less direct fixed costs 6,000 13,000 13,000 32,000 Segment margin ($26,000) $ 8,000 $16,000 ($ 2,000)
Scarce Resource Usage E 10. EZ, Inc., manufactures two products that require both machine processing and labor operations. Although there is unlimited demand for both products, EZ could devote all its capacities to a single product. Unit prices, cost data, and processing requirements follow.
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Product E Product Z
Unit selling price $70 $230 Unit variable costs $30 $90 Machine hours per unit 0.4 1.4 Labor hours per unit 2.0 6.0
Next year, the company will be limited to 160,000 machine hours and 120,000 labor hours. Fixed costs for the year are $1,500,000.
1. Compute the most profitable combination of products to be produced next year.
2. Prepare an income statement using the contribution margin format for the product volume computed in 1.
Sales Mix Decision E 11. Grady Enterprises manufactures three computer games. They are called Ris- ing Star, Ghost Master, and Road Warrior. The product line data are as follows:
Rising Ghost Road Star Master Warrior
Current unit sales demand 20,000 30,000 18,000 Machine hours per unit 2.0 1.0 2.5 Selling price per unit $24.00 $18.00 $32.00 Unit variable manufacturing costs $12.50 $10.00 $18.75 Unit variable selling costs $6.50 $5.00 $6.25
The current production capacity is 110,000 machine hours.
1. Which computer game should be manufactured first? Which should be man- ufactured second? Which last?
2. How many of each type of computer game should be manufactured and sold to maximize the company’s contribution margin based on the current pro- duction activity of 110,000 machine hours? What is the total contribution margin for that combination?
Sales Mix Decision E 12. Web Services, a small company owned by Simon Orozco, provides web page services to small businesses. His services include the preparation of basic pages and custom pages.
The following summary of information will be used to make several short-run decisions for Web Services:
Basic Pages Custom Pages
Service revenue per page $200 $750 Variable costs per page 77 600 Contribution margin per page $123 $150
Total annual fixed costs are $78,000. One of Web Services’ two graphic designers, Taylor Campbell, is planning to
take maternity leave in July and August. As a result, there will be only one designer available to perform the work, and design labor hours will be a resource constraint. Orozco plans to help the other designer complete the projected 160 orders for basic pages and 30 orders for custom pages for those two months. However, he wants to know which type of page Web Services should advertise and market. Although custom pages have a higher contribution margin per service, each custom page requires 12.5 design hours, whereas basic pages require only 1 design hour per page. On which page type should his company focus? Explain your answer.
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Sell or Process-Further Decision E 13. H & L Beef Products, Inc., processes cattle. It can sell the meat as sides of beef or process it further into final cuts (steaks, roasts, and hamburger). As part of the company’s strategic plan, management is looking for new markets for meat or meat by-products. The production process currently separates hides and bones for sale to other manufacturers. However, management is considering whether it would be profitable to process the hides into leather and the bones into fertilizer. The costs of the cattle and of transporting, hanging, storing, and cutting sides of beef are $125,000. The company’s accountant provided these data:
Sales Revenue Sales Revenue if Sold at if Sold After Additional Product Split-Off Further Processing Processing Costs
Meat $100,000 $200,000 $80,000 Bones 20,000 40,000 15,000 Hides 50,000 55,000 10,000
Should the products be processed further? Explain your answer.
Sell or Process-Further Decision E 14. Six Star Pizza manufactures frozen pizzas and calzones and sells them for $4 each. It is currently considering a proposal to manufacture and sell fully prepared products. The following relevant information has been gathered by management:
Sales Revenue if No Sales Revenue if Additional Product Additional Processing Processed Further Processing Costs
Pizza $4 $ 8 $5 Calzone 4 10 5
Use incremental analysis to determine which products Six Star should offer.
Problems Outsourcing Decision P 1. Stainless Refrigerator Company purchases ice makers and installs them in its products. The ice makers cost $138 per case, and each case contains 12 ice mak- ers. The supplier recently gave advance notice that the price will rise by 50 per- cent immediately. Stainless Refrigerator Company has idle equipment that with only a few minor changes could be used to produce similar ice makers.
Cost estimates have been prepared under the assumption that the company could make the product itself. Direct materials would cost $100.80 per 12 ice makers. Direct labor required would be 10 minutes per ice maker at a labor rate of $18.00 per hour. Variable overhead would be $4.60 per ice maker. Fixed overhead, which would be incurred under either decision alternative, would be $32,420 a year for depreciation and $234,000 a year for other costs. Production and usage are estimated at 75,000 ice makers a year. (Assume that any idle equip- ment cannot be used for any other purpose.)
Required 1. Prepare an incremental analysis to determine whether the ice makers should
be made within the company or purchased from the outside supplier at the higher price.
2. Compute the variable unit cost to (a) make one ice maker and (b) buy one ice maker.
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Sports, Inc., Spring Branch Segmented Income Statement
For the Year Ended December 31 (Amounts in Thousands)
Football Baseball Basketball Spring Line Line Line Branch
Sales $3,500 $2,500 $2,059 $8,059 Less variable costs 2,900 2,395 1,800 7,095 Contribution margin $ 600 $ 105 $ 259 $ 964 Less direct fixed costs 300 150 159 609 Segment margin $ 300 ($ 45) $ 100 $ 355 Less common fixed costs 450 Operating income (loss) ($ 95)
Special Order Decision P 2. On March 26, Sinker Industries received a special order request for 120 ten-foot aluminum fishing boats. Operating on a fiscal year ending May 31, the company already has orders that will allow it to produce at budget levels for the period. However, extra capacity exists to produce the 120 additional boats.
The terms of the special order call for a selling price of $675 per boat, and the customer will pay all shipping costs. No sales personnel were involved in soliciting the order.
The ten-foot fishing boat has the following cost estimates: direct materials, aluminum, two 4� � 8� sheets at $155 per sheet; direct labor, 14 hours at $15.00 per hour; variable overhead, $7.25 per direct labor hour; fixed overhead, $4.50 per direct labor hour; variable selling expenses, $46.50 per boat; and variable shipping expenses, $57.50 per boat.
Required 1. Prepare an analysis for the management of Sinker Industries to use in decid-
ing whether to accept or reject the special order. What decision should be made?
2. To make an $8,000 profit on this order, what would be the lowest possible price that Sinker Industries could charge per boat?
Segment Profitability Decision P 3. Sports, Inc., is a nationwide distributor of sporting equipment. The corpo- rate president, Wesley Coldwell, is dissatisfied with corporate operating results, particularly those of the Spring Branch, and has asked the controller for more information. The controller prepared the following segmented income statement (in thousands of dollars) for the Spring Branch:
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Coldwell is considering adding a new product line, Kite Surfing. The control- ler estimates that adding this line to the Spring Branch will increase sales by $300,000, variable costs by $150,000, and direct fixed costs by $20,000. The new product line will have no effect on common fixed costs.
Required 1. How will operating income be affected if the Baseball line is dropped? 2. How will operating income be affected if the Baseball line is kept and a Kite
Surfing line is added?
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3. If the Baseball line is dropped and the Kite Surfing line is added, sales of the Football line will decrease by 10 percent and sales of the Basketball line will decrease by 5 percent. How will those changes affect operating income?
4. What decision do you recommend? Explain.
Sales Mix Decision P 4. Management at Generic Chemical Company is evaluating its product mix in an attempt to maximize profits. For the past two years, Generic has produced four products, and all have large markets in which to expand market share. Heinz Bexer, Generic’s controller, has gathered data from current operations and wants you to analyze them for him. Sales and operating data are as follows:
Product Product Product Product AZ1 BY7 CX5 DW9
Variable production costs $71,000 $91,000 $91,920 $97,440 Variable selling costs $10,200 $5,400 $12,480 $30,160 Fixed production costs $20,400 $21,600 $29,120 $18,480 Fixed administrative costs $3,400 $5,400 $6,240 $10,080 Total sales $122,000 $136,000 $156,400 $161,200 Units produced and sold 85,000 45,000 26,000 14,000 Machine hours used* 17,000 18,000 20,800 16,800
*Generic’s scarce resource, machine hours, is being used to full capacity.
Required 1. Compute the machine hours needed to produce one unit of each product. 2. Determine the contribution margin per machine hour for each product. 3. Which product line(s) should be targeted for market share expansion?
Sell or Process-Further Decision P 5. Bagels, Inc., produces and sells 20 types of bagels by the dozen. Bagels are priced at $6.00 per dozen (or $0.50 each) and cost $0.20 per unit to produce. The company is considering processing the bagels further into two products: bagels with cream cheese and bagel sandwiches. It would cost an additional $0.50 per unit to produce bagels with cream cheese, and the new selling price would be $2.50 each. It would cost an additional $1.00 per sandwich to produce bagel sandwiches, and the new selling price would be $3.50 each.
Required 1. Identify the relevant per unit costs and revenues for the alternatives. Are there
any sunk costs? 2. Based on the information in requirement 1, should Bagels, Inc., expand its
product offerings? 3. Suppose that Bagels, Inc., did expand its product line to include bagels with
cream cheese and bagel sandwiches. Based on customer feedback, the com- pany determined that it could further process those two products into bagels with cream cheese and fruit and bagel sandwiches with cheese. The com- pany’s accountant compiled the following information: Sales Revenue Sales Revenue Additional Product if Sold with No if Processed Processing (per unit) Further Processing Further Costs
Bagels with cream cheese $2.50 $3.50 Fruit: $1.00 Bagel sandwiches $3.50 $4.50 Cheese: $0.50
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Perform an incremental analysis to determine if Bagels, Inc., should process its products further. Explain your findings.
Alternate Problems Outsourcing Decision P 6. Three Brothers Restaurant purchases cheesecakes and offers them as dessert items on its menu. The cheesecakes cost $24 each, and a cake contains 8 pieces. The supplier recently gave advance notice that the price will rise by 20 percent immediately. Three Brothers Restaurant has idle equipment that with only a few minor changes could be used to produce similar cheesecakes.
Cost estimates have been prepared under the assumption that the company could make the product itself. Direct materials would cost $7.00 per cheesecake. Direct labor required would be 0.5 hour per cheesecake at a labor rate of $24.00 per hour. Variable overhead would be $9.00 per cheesecake. Fixed overhead, which would be incurred under either decision alternative, would be $35,200 a year for depreciation and $230,000 a year for other costs. Production and usage are estimated at 3,600 cheesecakes a year. (Assume that any idle equipment can- not be used for any other purpose.)
Required 1. Prepare an incremental analysis to determine whether the cheesecakes should
be made within the company or purchased from the outside supplier at the higher price.
2. Compute the variable unit cost to (a) make one cheesecake and (b) buy one cheesecake.
Special Order Decision P 7. Keystone Resorts, Ltd., has approached Crystal Printers, Inc., with a special order to produce 300,000 two-page brochures. Most of Crystal’s work consists of recurring short-run orders. Keystone Resorts is offering a one-time order, and Crystal has the capacity to handle the order over a two-month period.
The management of Keystone Resorts has stated that the company would be unwilling to pay more than $48 per 1,000 brochures. Crystal Printers’ control- ler assembled the following cost data for this decision analysis: Direct materials (paper) would be $26.80 per 1,000 brochures; direct labor costs would be $6.80 per 1,000 brochures; direct materials (ink) would be $4.40 per 1,000 brochures; variable production overhead would be $6.20 per 1,000 brochures; machine maintenance (fixed cost) is $1.00 per direct labor dollar. Other fixed produc- tion overhead amounts to $2.40 per direct labor dollar. Variable packing costs would be $4.30 per 1,000 brochures. Also, the share of general and administra- tive expenses (fixed costs) to be allocated would be $5.25 per direct labor dollar.
Required 1. Prepare an analysis for Crystal Printers’ management to use in deciding
whether to accept or reject Keystone Resorts’ offer. What decision should be made?
2. What is the lowest possible price Crystal Printers can charge per thousand and still make a $6,000 profit on the order?
Decision to Eliminate an Unprofitable Product P 8. Seven months ago, Naib Publishing Company published its first book (Book N). Since then, Naib has added four more books to its product list (Books S, Q, X, and H). Management is considering proposals for three more new books, but editorial capacity limits the company to producing only seven books annually. Before deciding
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which of the proposed books to publish, management wants you to evaluate the per- formance of its existing book list. Recent revenue and cost data are as follows:
Naib Publishing Company Product Profit and Loss Summary For the Year Ended December 31
Company Book N Book S Book Q Book X Book H Totals
Sales $813,800 $782,000 $634,200 $944,100 $707,000 $3,881,100 Less variable costs Materials and binding $325,520 $312,800 $190,260 $283,230 $212,100 $1,323,910 Editorial services 71,380 88,200 73,420 57,205 80,700 370,905 Author royalties 130,208 125,120 101,472 151,056 113,120 620,976 Sales commissions 162,760 156,400 95,130 141,615 141,400 697,305 Other selling costs 50,682 44,740 21,708 18,334 60,700 196,164 Total variable costs $740,550 $727,260 $481,990 $651,440 $608,020 $3,209,260 Contribution margin $ 73,250 $ 54,740 $152,210 $292,660 $ 98,980 $ 671,840 Less total fixed costs 97,250 81,240 89,610 100,460 82,680 451,240 Operating income loss ($ 24,000) ($ 26,500) $ 62,600 $192,200 $ 16,300 $ 220,600 Direct fixed costs included in total fixed costs above $ 51,200 $ 65,100 $ 49,400 $ 69,100 $ 58,800 $ 293,600
Projected data for the three proposed new books are as follows: Book P, sales, $450,000, and contribution margin, $45,000; Book T, sales, $725,000, and con- tribution margin, ($25,200); Book R, sales, $913,200, and contribution mar- gin, $115,500. Projected direct fixed costs are Book P, $5,000; Book T, $6,000; Book R, $40,000.
Required 1. Analyze the performance of the five books that the company is currently
publishing. 2. Should Naib Publishing Company eliminate any of its present products? If
so, which one(s)? 3. Identify the new books you would use to replace those eliminated. Justify
your answer.
Sales Mix Decision P 9. Dr. Massy, who specializes in internal medicine, wants to analyze his sales mix to find out how the time of his physician assistant, Consuela Ortiz, can be used to generate the highest operating income.
Ortiz sees patients in Dr. Massy’s office, consults with patients over the telephone, and conducts a daily weight-loss support group attended by up to 50 patients. Statistics for the three services are as follows:
Weight-Loss Office Support Visits Phone Calls Group
Maximum number of patient billings per day 20 40 50 Hours per billing 0.25 0.10 1.0 Billing rate $50 $25 $10 Variable costs $25 $12 $5
Ortiz works seven hours a day.
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Required 1. Determine the best sales mix. Rank the services offered in order of their
profitability. 2. Based on the ranking in requirement 1, how much time should Ortiz spend
on each service in a day? (Hint: Remember to consider the maximum num- ber of patient billings per day.) What would be the daily total contribution margin generated by Ortiz?
3. Dr. Massy knows that the daily 60-minute meeting of the weight-loss sup- port group has 50 patients and should continue to be offered. If the new ranking for the services is (1) weight-loss support group, (2) phone calls, and (3) office visits, how much time should Ortiz spend on each service in a day? What would be the total contribution margin generated by Ortiz, assuming the weight-loss support group has the maximum number of patient billings?
4. Which ranking would you recommend? What additional amount of total contribution margin would be generated if your recommendation were to be accepted?
Sell or Process-Further Decision P 10. Marketeers, Inc., developed a promotional program for a large shopping cen- ter in Sunset Living, Arizona, a few years ago. Having invested $360,000 in devel- oping the original promotion campaign, the firm is ready to present its client with an add-on contract offer that includes the original promotion areas of (1) a TV advertising campaign, (2) a series of brochures for mass mailing, and (3) a special rotating BIG SALE schedule for 10 of the 28 tenants in the shopping center. Pre- sented below are the revenue terms from the original contract with the shopping cen- ter and the offer for the add-on contract, which extends the original contract terms.
Extended Contract Original Contract Including Terms Add-On Terms
TV advertising campaign $520,000 $ 580,000 Brochure series 210,000 230,000 Rotating BIG SALE schedule 170,000 190,000 Totals $900,000 $1,000,000
Marketeers, Inc., estimates that the following additional costs will be incurred by extending the contract:
BIG SALE TV Campaign Brochures Schedule
Direct labor $30,000 $ 9,000 $7,000 Variable overhead costs 22,000 14,000 6,000 Fixed overhead costs* 12,000 4,000 2,000
*80 percent are direct fixed costs applied to this contract.
Required 1. Compute the costs that will be incurred for each part of the add-on portion
of the contract. 2. Should Marketeers, Inc., offer the add-on contract, or should it ask for a final
settlement check based on the original contract only? Defend your answer. 3. If management of the shopping center indicates that the terms of the add-on
contract are negotiable, how should Marketeers, Inc., respond?
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Defining and Identifying Relevant Information C 1. Bob’s Burgers is in the fast-food restaurant business. One component of its marketing strategy is to increase sales by expanding in foreign markets. It uses both financial and nonfinancial quantitative and qualitative information when deciding whether to open restaurants abroad. Bob’s decided to open a restaurant in Prague (Czech Republic) five years ago. The following information helped the managers in making that decision:
Financial Quantitative Information Operating information Estimated food, labor, and other operating costs (e.g., taxes, insurance,
utilities, and supplies) Estimated selling price for each food item Capital investment information Cost of land, building, equipment, and furniture Financing options and amounts
Nonfinancial Quantitative Information Estimated daily number of customers, hamburgers to be sold,
and number of employees High-traffic time periods Income of people living in the area Ratio of population to number of restaurants in the market area Traffic counts in front of similar restaurants in the area
Qualitative Information Government regulations, taxes, duties, tariffs, political involvement in business
operations Property ownership restrictions Site visibility Accessibility of store location Training process for local managers Hiring process for employees Local customs and practices
Bob’s Burgers has hired you as a consultant and given you an income state- ment comparing the operating incomes of its five restaurants in Eastern Europe. You have noticed that the Prague location is operating at a loss (including unallocated fixed costs) and must decide whether to recommend closing that restaurant.
Review the information used in making the decision to open the restaurant. Identify the types of information that would also be relevant in deciding whether to close the restaurant. What period or periods of time should be reviewed in making your decision? What additional information would be relevant in making your decision?
Identifying Relevant Decision Information C 2. Select two destinations for a one-week vacation, and gather informa- tion about them from brochures, magazines, travel agents, the Internet, and friends. Then list the relevant quantitative and qualitative information in
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ENHANCING Your Knowledge, Skills, and Critical Thinking
428 CHAPTER 10 Short-Run Decision Analysis
order of its importance to your decision. Analyze the information, and select a destination.
Which factors were most important to your decision? Why? Which were least important? Why? How would the process of identifying relevant information dif- fer if the president of your company asked you to prepare a budget for the next training meeting, to be held at a location of your choice?
Your instructor will divide the class into groups and ask each group to discuss this case. One student from each group will summarize his or her group’s find- ings and debrief the entire class.
Ethics of a Make-or-Buy Decision C 3. Tilly Issac is the assistant controller for Tagwell Corporation, a leading pro- ducer of home appliances. Her friend Zack Marsh is the supervisor of the firm’s Cookware Department. Marsh has the authority to decide whether parts are pur- chased from outside vendors or manufactured in his department. Issac recently conducted an internal audit of the parts being manufactured in the Cookware Department, including a comparison of the prices currently charged by vendors for similar parts. She found more than a dozen parts that could be purchased for less than they cost the company to produce. When she approached Marsh about the situation, he replied that if those parts were purchased from outside ven- dors, two automated machines would be idle for several hours a week. Increased machine idle time would have a negative effect on his performance evaluation and could reduce his yearly bonus. He reminded Issac that he was in charge of the decision to make or purchase those parts and asked her not to pursue the matter any further.
What should Issac do in this situation? Discuss her options.
Special Order Decision C 4. Metallica Can Opener Company is a subsidiary of Maltz Appliances, Inc. The can opener that Metallica produces is in strong demand. Sales this year are expected to be 1,000,000 units. Full plant capacity is 1,150,000 units, but 1,000,000 units are considered normal capacity for the current year. The follow- ing unit price and cost breakdown is applicable:
LO2
LO3
Per Unit
Sales price $22.50 Less manufacturing costs Direct materials $ 6.00 Direct labor 2.50 Overhead, variable 3.50 Overhead, fixed 1.50 Total manufacturing costs $13.50 Gross margin $ 9.00 Less selling and administrative expenses Selling, variable $ 1.50 Selling, fixed 1.00 Administrative, fixed 1.25 Packaging, variable* 0.75 Total selling and administrative expenses $ 4.50 Operating income $ 4.50
*Three types of packaging are available: deluxe, $0.75 per unit; plain, $0.50 per unit; and bulk pack, $0.25 per unit.
Chapter Assignments 429
Mixing Shaping Baking Department Department Department (Materials A and B) (Product C) (Product D)
Costs from Mixing Department — $52.80 $13.20 Direct materials $20.00 — — Direct labor 6.00 9.00 3.50 Variable overhead 4.00 8.00 4.00 Fixed overhead Traceable (direct, avoidable) 2.25 2.25 1.80 Allocated (common, unavoidable) 0.75 0.75 0.75 $33.00 $72.80 $23.25
During November, the company received three requests for special orders from large chain-store companies. Those orders are not part of the budgeted 1,000,000 units for this year, but company officials think that sufficient capacity exists for one order to be accepted. Orders received and their terms are as fol- lows: Order 1, 75,000 can openers @ $20.00 per unit, deluxe packaging; Order 2, 90,000 can openers @ $18.00 per unit, plain packaging; Order 3, 125,000 can openers @ $15.75 per unit, bulk packaging.
Because the orders were placed directly with company officials, no variable selling costs will be incurred.
1. Analyze the profitability of each of the three special orders. 2. Which special order should be accepted?
Decision to Add a New Department C 5. The management at Transco Company is considering a proposal to install a third production department in its factory building. With the company’s existing production setup, direct materials are processed through the Mixing Department to produce Materials A and B in equal proportions. The Shaping Department then processes Material A to yield Product C. Material B is sold as is at $20.25 per pound. Product C has a selling price of $100.00 per pound. There is a proposal to add a Baking Department to process Material B into Product D. It is expected that any quantity of Product D can be sold for $30.00 per pound.
Costs per pound under this proposal appear at the top of the next page.
LO4
1. If (a) sales and production levels are expected to remain constant in the fore- seeable future and (b) there are no foreseeable alternative uses for the fac- tory space, should Transco Company add a Baking Department and produce Product D, if 100,000 pounds of D can be sold? Show calculations of incre- mental revenues and costs to support your answer.
2. List at least two qualitative reasons why Transco Company may not want to install a Baking Department and produce Product D, even if this decision appears profitable.
3. List at least two qualitative reasons why Transco Company may want to install a Baking Department and produce Product D, even if it appears that this decision is unprofitable. (CMA adapted)
430 CHAPTER 10 Short-Run Decision Analysis
Cookie Company (Continuing Case) C 6. As the president of your cookie company, you are interested in how public com- panies with a segment that includes cookies report their operating results. Because public companies are required to report on their segments, it is possible to evaluate the performance of comparable segments of different companies.
Access the website of Kraft Foods, Inc., which markets Nabisco cookies (www .kraftfoodscompany.com/About), and the website of Kellogg Company, which markets Keebler cookies (www2.kelloggs.com). Find information about these com- panies’ major segments. Which segments are comparable, and which are not com- parable? Which segments of these companies do you think include their brand of cookies?
LO3 LO4 LO6
Chapter Assignments 431
The Management Process
Capital Investment Analysis
W hen deciding when and how much to spend on expen-sive, long-term projects, such as the construction of a new building or the installation of a new production system, managers
apply capital investment analysis to ensure that they use resources
wisely and that their choices make the maximum contribution to
future profits. This chapter explains the net present value method
and other methods of capital investment analysis that managers use
when making decisions about long-term capital investments.
L E A R N I N G O B J E C T I V E S
LO1 Define capital investment analysis, state the purpose of the minimum rate of return, and identify the methods used to arrive at that rate.
LO2 Identify the types of projected costs and revenues used to evaluate alternatives for capital investment.
LO3 Apply the concept of the time value of money.
LO4 Analyze capital investment proposals using the net present value method.
LO5 Analyze capital investment proposals using the payback period method and the accounting rate-of-return method.
C H A P T E R
PLAN Carry out capital investment process:
∇
1. Identify capital investment needs. 2. Prepare formal requests for capital investments. 3. Perform preliminary screening of proposals. 4. Establish the acceptance-rejection standard based on cost of capital. 5. Evaluate proposals. 6. Make decisions based on dollars available for capital investments.
PERFORM
Implement capital investment decisions with proper controls.
∇
COMMUNICATE
Prepare reports related to capital investment process.
∇
EVALUATE
Conduct postcompletion audit to determine if outcomes were achieved.
∇
Compare actual results with budget projections.
∇
Managers use capital investment analysis to make long-term decisions that impact the business.
11
(pp. 434–439)
(pp. 439–442)
(pp. 442–446)
(pp. 446–448)
(pp. 449–452)
432
DECISION POINT � A MANAGER’S FOCUS AIR PRODUCTS AND CHEMICALS INC.
Air Products and Chemicals Inc. is an industrial producer of gases that are piped directly into steel mills and other factories; it has many small gas plants located near its customers. What makes Air Products and Chemicals competitive is its use of “lights-out” systems, which are unattended operations with remote operator access. These sys- tems minimize on-site labor by having regional operators remotely monitor several gas plants from a computer at their homes. If a prob- lem occurs with a machine, an operator can repair it remotely or visit the plant.
Air Products and Chemicals is not alone in turning on-site labor’s lights off. Using systems that link machines to the Internet so that managers can monitor operations at any time and from anywhere is common not only in industries that produce identical products in high volume, but also when monitoring cellphone tower operations or vending machines. Automated systems of this kind are expensive, and managers must carefully weigh the risks involved in investing in them.
� Why are capital investment decisions critical for a company like Air Products and Chemicals Inc.?
� In evaluating capital investment alternatives, how can managers at Air Products and Chemicals Inc. ensure a wise allocation of resources and minimize the risks involved in capital investments?
433
The Capital Investment Process
LO1 Define capital investment analysis, state the purpose of the minimum rate of return, and identify the methods used to arrive at that rate.
Among the most significant decisions that management must make are capital investment decisions, which are decisions about when and how much to spend on capital facilities and other long-term projects. Capital facilities and projects may include machinery, systems, or processes; new buildings or additions or renovations to existing buildings; entire new divisions or product lines; and dis- tribution and software systems. For example, Air Products and Chemicals Inc. will make decisions about installing new equipment, replacing old equipment, expanding service by renovating or adding to existing equipment, buying a build- ing, or acquiring another company.
Capital facilities and projects are expensive. A new factory or production system may cost millions of dollars and require several years to complete. Manag- ers must make capital investment decisions carefully so that they select the alter- natives that will contribute the most to future profits.
Capital Investment Analysis Capital investment analysis, or capital budgeting, is the process of making deci- sions about capital investments. It consists of identifying the need for a capital investment, analyzing courses of action to meet that need, preparing reports for managers, choosing the best alternative, and allocating funds among competing needs. Every part of the organization participates in this process.
� Financial analysts supply a target cost of capital or desired rate of return and an estimate of how much money can be spent annually on capital facilities.
� Marketing specialists predict sales trends and new product demands, which help in determining which operations need expansion or new equipment.
� Managers at all levels help identify facility needs and often prepare prelimi- nary cost estimates for the desired capital investment.
� All then work together to implement the project selected and to keep the results within revenue and cost estimates.
Capital Budgets and Master Budgets One element of budgeting is a capital
Suppose that in 2015 Neighborhood Communications, a lights-out user like Air Products and Chemicals, plans to build a special-purpose cell phone tower.
� When the ten-year capital budget plan was developed, it included only a broad statement about a plan to purchase the machine. Nothing was specified about the cost of the machine or the anticipated operating details and costs.
s i m n
�
�
Study Note Capital investment analysis is a decision process for the purchase of capital facilities, such as buildings and equipment.
434 CHAPTER 11 Capital Investment Analysis
The capital investment process involves the evaluation of alternative propos- als for large capital investments, including considerations for financing the proj- ects. Capital investment analyses affect both short-term and long-term planning. Figure 11-1 illustrates the time span of the capital expenditure planning process. Most companies have a long-term plan—that is, a projection of operations for the next five or ten years. Large capital investments should be an integral part of that plan. Anticipated additions or changes to product lines, replacements of equip- ment, and acquisitions of other companies are examples of items to be included in long-term capital investment plans.
investment budget. The capital investment budget fits into both the long-term planning process and the capital investment process. Long-term plans are not very specific; they are expressed in broad, goal-oriented terms. Each annual budget must help accomplish the organization’s long-term goals. Look again at Figure 11-1.
� Those details are contained in the annual master budget for 2015, and it is in 2015 that the capital investment analysis will occur.
So, although capital investment decisions that will affect the company for many years are discussed and estimates of future revenues and expenditures are made when the long-term plan is first developed, the capital investment analysis is performed in the period in which the expenditure will be made. This point is important to the understanding of capital investment analysis.
Capital Investment Analysis in the Management Process Managers pay close attention to capital investments throughout the management process, as illustrated in the sidebar on the first page of this chapter. However, the greatest portion of capital investment analysis takes place when they plan. Each decision made about a capital investment is vitally important because it involves a large amount of money and commits a company to a course of action for years to come. For example, Air Products and Chemicals and Neighborhood Communi- cations must make capital investment decisions that fit into their strategic plans. A series of poor decisions about capital investments can cause a company to fail.
To ensure high-quality capital investment decisions, managers follow six key steps when they plan.
Step 1. Identification of Capital Investment Needs Identifying the need for a new capital investment is the starting point of capital investment analy- sis. Managers identify capital investment opportunities from past sales experience, changes in sources and quality of materials, employees’ sug- gestions, production bottlenecks caused by obsolete equipment, new production or distribution methods, or customer complaints. In addi- tion, capital investment needs are identified through proposals to:
� Add new products to the product line.
� Expand capacity in existing product lines.
In 2010, management developed a ten-year plan.
One aspect of the ten-year plan called for the purchase of a large, special-purpose machine in 2015.
In 2015, alternatives are evaluated and the machine is purchased.
The machine has a ten-year life.
The capital investment is part of the 2015 master budget.
202420222010 2012 2014 2016 2018 2020
Study Note The six steps of capital investment analysis are performed for both long- term and short-term planning purposes.
FIGURE Time Span of the Capital Investment Planning Process
The Capital Investment Process 435
11-1
� Reduce production costs of existing products without altering operat- ing levels.
� Automate existing production processes.
Step 2. Formal Requests for Capital Investments To enhance control over capital investments, managers prepare formal requests for new capital investments. Each request includes a complete description of the invest- ment under review; the reasons a new investment is needed; the alter- native means of satisfying the need; the timing, estimated costs, and related cost savings of each alternative; and the investment’s engineer- ing specifications, if necessary.
Step 3. Preliminary Screening Organizations that have several branches and a highly developed system for capital investment analysis require that all proposals go through preliminary screening. The purpose of pre- liminary screening is to ensure that the only proposals to receive serious review are those that both meet company strategic goals and produce the minimum rate of return set by management.
Step 4. Establishment of the Acceptance-Rejection Standard To attract and maintain funding for capital investments, an organization establishes an acceptance-rejection standard. Such a standard may be expressed as a minimum rate of return or a minimum cash flow payback period. If the number of acceptable requests for capital investments exceeds the funds available for such investments, the proposals must be ranked according to their rates of return. Acceptance-rejection standards are used to iden- tify projects that are expected to yield inadequate or marginal returns. They also identify proposed projects for which high product demand and high financial returns are expected. Cost of capital information is often used to establish minimum rates of return on investments. The development of such rates is discussed later in this chapter.
Step 5. Evaluation of Proposals Proposals are evaluated by verifying decision variables and applying established proposal evaluation methods. The key decision variables are (1) expected life, (2) estimated cash flow, and (3) investment cost. Each variable in a proposal should be checked for accuracy. Three commonly used methods of evaluating proposed capital investments are:
� Net present value method
� Payback period method
� Accounting rate-of-return method
Using one or more evaluation methods and the minimum acceptance- rejection standard, management evaluates all proposals. In addition to this quantitative analysis, management will also consider qualitative fac- tors, such as availability and training of employees, competition, antici- pated future technological improvements, and the proposal’s impact on other company operations.
Step 6. Capital Investment Decisions The proposals that meet the standards of the evaluation process are given to the appropriate manager for final review. When deciding which requests to implement, the manager must consider the funds available for capital investments. The acceptable proposals are ranked in order of net present value, payback period, or rate of return,
436 CHAPTER 11 Capital Investment Analysis
and the highest-ranking proposals are funded first. Often there will not be enough money to fund all proposals. The final capital investment budget is then prepared by allocating funds to the selected proposals.
The Minimum Rate of Return on Investment Most companies set a minimum rate of return, and any capital expenditure pro- posal that fails to produce that rate of return is automatically refused. The mini- mum rate of return is often referred to as a hurdle rate because it is the rate that must be exceeded, or hurdled. If none of the capital investment requests is expected to meet or exceed the minimum rate of return, or hurdle rate, all requests will be turned down.
Organizations set a minimum rate of return to guard their profitability. If the return from a capital investment falls below the minimum rate of return, the funds can be used more profitably in another part of the organization. Projects that produce poor returns will ultimately have a negative effect on an organiza- tion’s profitability.
Cost of Capital Determining a minimum rate of return is not a simple task. The most widely used measure is the cost of capital. The cost of capital is the weighted-average rate of return that a company must pay to its long-term creditors and shareholders for the use of their funds. The components of cost of capital are the cost of debt, the cost of preferred stock, the cost of common stock, and the cost of retained earn- ings. Sophisticated methods may be used to determine these costs. However, in this discussion, we use a simplified definition of each cost:
� The cost of debt is the after-tax interest on the debt (interest times 1 minus the tax rate). The after-tax amount is used because the interest is tax-deductible.
� The cost of preferred stock is the full dividend rate because dividends are not tax-deductible.
� The cost of equity capital (common stock and retained earnings) is the return required by investors in the company.
Cost of Capital Calculation The cost of capital is computed in four steps:
1. Identify the cost of each source of capital.
2. Compute the proportion (percentage) of the organization’s total amount of debt and equity that each source of capital represents.
Study Note Depending on the mixture of sources of capital, a company’s cost of capital will vary.
FOCUS ON BUSINESS PRACTICE
Cost should not be the only factor when making a capital investment decision. International trade and logistics can also be very important, as Koss Corporation, a maker of high- fidelity headphones located in Milwaukee, Wisconsin, learned after moving much of its production to China, where costs were low. The move, however, caused a problem with making
timely deliveries to customers, and the just-in-time inventory philosophy was abandoned to avoid customer backorders and dissatisfaction. Now, finished products are stacked in the Milwaukee factory to ensure against dockworker strikes and missed deliveries. Looking beyond the numbers is thus an important consideration in capital investment decisions.1
Why Look Beyond the Cost of a Capital Investment?
The Capital Investment Process 437
3. Multiply each source’s cost by its proportion of the capital.
4. Total the weighted costs computed in Step 3.
For example, suppose Neighborhood Communications’ financing structure is as follows:
Source of Proportion of Cost of Capital Capital Amount Capital
6% Debt financing $150,000 30% 8 Preferred stock 50,000 10 12 Common stock 200,000 40 12 Retained earnings 100,000 20 Totals $500,000 100%
Other Measures for Determining Minimum Rate of Return If cost of capital information is unavailable, management can use one of three less accurate but still useful amounts as the minimum rate of return.
� The first is the average total corporate return on investment. This measure is based on the notion that any capital investment that produces a lower return than the rate that the company has earned historically will negatively affect investors’ perception of the firm’s future market value.
� A second method is to use the industry’s average cost of capital. Most sizable industry associations supply such information.
� As a last resort, a company might use the current bank lending rate. But because most companies are financed by both debt and equity, the bank lend- ing rate seldom reflects an accurate rate of return.
Ranking Capital Investment Proposals The requests for capital investments that a company receives usually exceed the funds available for capital investments. Even after management evaluates and selects proposals under the minimum acceptance-rejection standard, there are often too many proposals to fund adequately. At that point, managers must rank the proposals according to their rates of return, or profitability, and begin a second selection process.
Suppose that Neighborhood Communications has $4,500,000 to spend this year for capital improvements and that five acceptable proposals are competing for those funds. The company’s current minimum rate of return is 18 percent, and it is considering the following proposals:
The cost of capital of 9.8 percent would be computed as follows:
Source of Cost of Proportion of Capital Capital � Capital � Weighted Cost
Debt financing 6% 30% 0.018 Preferred stock 8 10 0.008 Common stock 12 40 0.048 Retained earnings 12 20 0.024 Cost of capital 0.098
438 CHAPTER 11 Capital Investment Analysis
The proposals are listed in the order of their rates of return. As you can see, Projects A, B, and C have the highest rates of return and together will cost a total of $3,810,000. That leaves $690,000 in capital funds for other projects. Project D should be examined first to see if it could be implemented for $150,000 less. If not, then Project E should be selected. The selection of Projects A, B, C, and E means that $110,000 in capital funds will be uncommitted for the year.
Capital Cumulative Project Rate of Return Investment Investment
A 32% $1,460,000 $1,460,000 B 30 1,890,000 3,350,000 C 28 460,000 3,810,000 D 24 840,000 4,650,000 E 22 580,000 5,230,000 Total $5,230,000
When evaluating a proposed capital investment, managers must predict how the new asset will perform and how it will benefit the company. Various measures are used to estimate the benefits to be derived from a capital investment.
Expected Benefits from a Capital Investment Each capital investment analysis must include a measure of the expected benefit from the investment project. The measure of expected benefit depends on the method of analyzing capital investment alternatives.
Net Income One possible measure is net income, calculated in the usual way. Managers determine increases in net income resulting from the capital investment for each alternative.
Measures Used in Capital Investment Analysis
LO2 Identify the types of pro- jected costs and revenues used to evaluate alternatives for capi- tal investment.
STOP & APPLY
Sample Industries is considering investing $20 million in a plant expansion. Management needs to know the average cost of capital to use in evaluating this capital investment decision. The company’s capital structure consists of $2,000,000 of debt at 6 percent interest and $3,000,000 of stockholders’ equity at 2 percent. What is Sample Industries’ average cost of capital?
SOLUTION The company’s average cost of capital is 3.6 percent, which is computed as follows:
Source of Proportion Cost of Weighted Capital Amount of Capital Capital Cost
Debt $20,000,000 40% � 6% � 0.024 Equity 30,000,000 60 � 2 � 0.012 Total $50,000,000 100% 0.036
Measures Used in Capital Investment Analysis 439
Net Cash Flows and Cost Savings A more widely used measure of expected benefit is projected cash flows. Net cash inflows are the balance of increases in projected cash receipts over increases in projected cash payments resulting from a capital investment. In some cases, equipment replacement decisions involve situa- tions in which revenues are the same among alternatives. In such cases, cost savings measure the benefits, such as reduced costs, from proposed capital investments.
Either net cash inflows or cost savings can be used as the basis for an evalua- tion, but the two measures should not be confused.
� If the analysis involves cash receipts, net cash inflows are used.
� If the analysis involves only cash outlays, cost savings are used.
Managers must measure and evaluate all the investment alternatives consistently.
Equal Versus Unequal Cash Flows Projected cash flows may be the same for each year of an asset’s life, or they may vary from year to year. Unequal annual cash flows are common and must be analyzed for each year of an asset’s life. Proposed projects with equal annual cash flows require less detailed analysis. Both a project with equal cash flows and one with unequal cash flows are illustrated and explained later in this chapter.
Carrying Value of Assets Carrying value is the undepreciated portion of the original cost of a fixed asset— that is, the asset’s cost less its accumulated depreciation. Carrying value is also referred to as book value. When a decision to replace an asset is being evaluated, the carrying value of the old asset is irrelevant because it is a past, or historical, cost and will not be altered by the decision. Net proceeds from the asset’s sale or disposal are relevant, however, because the proceeds affect cash flows and may differ for each alternative.
Depreciation Expense and Income Taxes The techniques of capital investment analysis discussed in this chapter compare the relative benefits of proposed capital investments by measuring the cash receipts and payments for a facility or project. Income taxes alter the amount and timing of cash flows of projects under consideration by for-profit compa- nies because corporate income tax rates vary and can change yearly. To assess the benefits of a capital project, a company must include the effects of taxes in its capital investment analyses. Depreciation expense is deductible when deter- mining income taxes. (You may recall that the annual depreciation expense computation using the straight-line method is the asset’s cost less its residual value, divided by the asset’s useful life.) Thus, depreciation expense strongly influences the amount of income taxes that a company pays and can lead to significant tax savings.
To examine how taxes affect capital investment analysis, assume that Neigh- borhood Communications has a tax rate of 30 percent on taxable income. It is considering a capital project that will make the following annual contribution to operating income:
Cash revenues $400,000 Cash expenses (200,000) Depreciation (100,000) Operating income before income taxes $100,000 Income taxes at 30% (30,000) Operating income $ 70,000
440 CHAPTER 11 Capital Investment Analysis
The net cash inflows for this project can be determined in either of two ways:
1. Net cash inflows—receipts and disbursements Revenues (cash inflows) $400,000 Cash expenses (outflows) (200,000) Income taxes (outflows) (30,000) Net cash inflows $170,000
2. Net cash inflows—income adjustment procedure Income after income taxes $ 70,000 Add back noncash expenses (depreciation) 100,000 Less noncash revenues — Net cash inflows $170,000
In both computations, the net cash inflows are $170,000, and the total effect of income taxes is to lower the net cash inflows by $30,000.
Disposal or Residual Values Proceeds from the sale of an old asset are current cash inflows and are relevant to evaluating a proposed capital investment. Projected disposal or residual values of replacement equipment are also relevant because they represent future cash inflows and usually differ among alternatives. Remember that the residual value, sometimes called the disposal or salvage value, of an asset will be received at the end of the asset’s estimated life.
STOP & APPLY
Sample Company has a tax rate of 25 percent on taxable income. It is considering a capital project that will make the following annual contribution to operating income:
Cash revenues $500,000 Cash expenses (300,000) Depreciation (150,000) Operating income before income taxes $ 50,000 Income taxes at 25% (12,500) Operating income $ 37,500
1. Determine the net cash inflows for this project in two different ways. Are net cash flows the same under either approach?
2. What is the impact of income taxes on net cash flows?
(continued)
Measures Used in Capital Investment Analysis 441
An organization has many options for investing capital besides buying plant assets. Consequently, management expects a plant asset to yield a reasonable return dur- ing its useful life. A key question in capital investment analysis is how to measure the return on a plant asset. One way is to look at the cash flows that the asset will generate during its useful life. When an asset has a long useful life, manage- ment will usually analyze those cash flows in terms of the time value of money. The time value of money is the concept that cash flows of equal dollar amounts separated by an interval of time have different present values because of the effect of compound interest. The notions of interest, present value, future value, and present value of an ordinary annuity are all related to the time value of money.
Interest Interest is the cost associated with the use of money for a specific period of time. Because interest is a cost associated with time and “time is money,” interest is an important consideration in any business decision.
� Simple interest is the interest cost for one or more periods when the amount on which the interest is computed stays the same from period to period.
� Compound interest is the interest cost for two or more periods when the amount on which interest is computed changes in each period to include all interest paid in previous periods. In other words, compound interest is inter- est earned on a principal sum that is increased at the end of each period by the interest for that period.
Example: Simple Interest You accept an 8 percent, $30,000 note due in 90 days. How much will you receive in total when the note comes due? The formula for calculating simple interest is as follows:
Interest Expense � Principal � Rate � Time
� $30,000 � 8/100 � 90/360
� $600
The Time Value of Money
LO3 Apply the concept of the time value of money.
Study Note Interest is a cost associated with the passage of time, whether or not there is a stated interest rate.
SOLUTION
1. The net cash inflows for this project can be determined in two ways: a. Net cash inflows—receipts and disbursements Revenues (cash inflows) $500,000 Cash expenses (outflows) (300,000) Income taxes (outflows) (12,500) Net cash inflows $187,500 b. Net cash inflows—income adjustment procedure Income after income taxes $ 37,500 Add back noncash expenses (depreciation) 150,000 Less noncash revenues — Net cash inflows $187,500
In both computations, the net cash inflows are $187,500. 2. The total effect of income taxes is to lower the net cash inflows by $12,500.
442 CHAPTER 11 Capital Investment Analysis
The total that you will receive is computed as follows:
Total � Principal � Interest
� $30,000 � $600
� $30,600
If the interest is paid and the note is renewed for an additional 90 days, the inter- est calculation will remain the same.
Example: Compound Interest You make a deposit of $5,000 in a savings account that pays 6 percent interest. You expect to leave the principal and accu- mulated interest in the account for three years. What will be your account total at the end of three years? Assume that the interest is paid at the end of the year, that the interest is added to the principal at that time, and that this total in turn earns interest.
The amount at the end of three years is computed as follows:
(1) (2) (3) (4)
Principal Amount at Annual Amount of Accumulated Amount at Year Beginning of Year Interest (col. 2 � 0.06) End of Year (col. 2 � col. 3)
1 $5,000.00 $300.00 $5,300.00
2 5,300.00 318.00 5,618.00
3 5,618.00 337.08 5,955.08
At the end of three years, you will have $5,955.08 in your savings account. Note that the annual amount of interest increases each year by the interest rate times the interest of the previous year. For example, between year 1 and year 2, the interest increased by $18 ($318 � $300), which exactly equals 6 percent times $300.
Present Value Suppose that you had the choice of receiving $100 today or one year from today. Intuitively, you would choose to receive the $100 today. Why? You know that if you have the $100 today, you can put it in a savings account to earn interest, so that you will have more than $100 a year from today.
� Therefore, we can say that an amount to be received in the future (future value) is not worth as much today as the same amount to be received today (present value) because of the cost associated with the passage of time.
Future value and present value are closely related. Future value is the amount that an investment will be worth at a future date if it is invested today at com- pound interest. Present value is the amount that must be invested today at a given rate of compound interest to produce a given future value.
Assume Neighborhood Communications needs $1,000 one year from now. How much should it invest today to achieve that goal if the interest rate is 5 percent? The following equation can be used to answer that question:
Present Value � (1.0 � Interest Rate) � Future Value Present Value � 1.05 � $1,000.00 Present Value � $1,000.00 ÷ 1.05 Present Value � $952.38*
*Rounded.
The Time Value of Money 443
Thus, to achieve a future value of $1,000.00, a present value of $952.38 must be invested. Interest of 5 percent on $952.38 for one year equals $47.62, and the two amounts added together equal $1,000.00.
Present Value of a Single Sum Due in the Future When more than one time period is involved, the calculation of present value is more complicated.
Assume Neighborhood Communications wants to be sure of having $4,000 at the end of three years. How much must the company invest today in a 5 percent savings account to achieve that goal? By adapting the preceding equation, the present value of $4,000 at compound interest of 5 percent for three years in the future may be computed as follows:
Amount at Present Value at Year End of Year Divide by Beginning of Year
3 $4,000.00 � 1.05 � $3,809.52 2 3,809.52 � 1.05 � 3,628.11 1 3,628.11 � 1.05 � 3,455.34
Neighborhood Communications must invest a present value of $3,455.34 to achieve a future value of $4,000 in three years.
This calculation is made easier by using the appropriate table from the appendix on present value tables. In Table 1, we look down the 5 percent column until we reach period 3. There we find the factor 0.864. Multiplied by $1, this fac- tor gives the present value of $1 to be received three years from now at 5 percent interest. Thus, we solve the previous problem as follows:
Future Value � Present Value Factor � Present Value
$4,000 � 0.864 � $3,456
Except for a rounding difference of $0.66, this gives the same result as the previous calculation.
Present Value of an Ordinary Annuity It is often necessary to compute the present value of a series of receipts or pay- ments. When we calculate the present value of equal amounts equally spaced over a period of time, we are computing the present value of an ordinary annuity. An
FOCUS ON BUSINESS PRACTICE
Not-for-profit organizations can use the techniques of capi- tal investment analysis just as for-profit ones do. For exam- ple, the officers of the Field Museum in Chicago applied these techniques when they decided to bid at auction sev- eral years ago on the most complete skeleton of a Tyran- nosaurus rex ever found. The museum bought the bones for $8.2 million and spent another $9 million to restore and install the dinosaur, named Sue. The museum projected that Sue would attract 1 million new visitors, who would
produce $5 million in admissions and spend several more million dollars on food, gifts, and the like. After deducting operating costs, museum officials used discounted present values to calculate a return on investment of 10.5 percent. Given that the museum’s cost of capital was 8.5 percent, Sue’s purchase was considered a financial success. Sue has been extremely popular with the public and more than met the museum’s attendance goals in the first year after installation.2
How Would You Decide Whether to Buy Rare Dinosaur Bones?
444 CHAPTER 11 Capital Investment Analysis
ordinary annuity is a series of equal payments or receipts that will begin one time period from the current date.
Suppose that Neighborhood Communications has sold a piece of property and is to receive $15,000 in three equal annual cash payments of $5,000, begin- ning one year from today. What is the present value of this sale, assuming a cur- rent interest rate of 5 percent?
This present value can be determined by calculating a separate present value for each of the three payments (using Table 1 in the appendix on present value tables) and summing the results, as follows:
Study Note The first payment of an ordinary annuity is always made at the end of the first year.
The present value of this sale is $13,615. Thus, there is an implied interest cost (given the 5 percent rate) of $1,385 associated with the payment plan that allows the purchaser to pay in three installments. We can calculate this present value more easily by using Table 2 in the appendix on present value tables. We look down the 5 percent column until we reach period 3. There we find the factor 2.723. That factor, when multiplied by $1, gives the present value of a series of three $1 payments, spaced one year apart, at compound interest of 5 percent. Thus, we solve the problem as follows:
Periodic Payment � Present Value Factor � Present Value
$5,000 � 2.723 � $13,615
This result is the same as the one computed earlier. To summarize the example, if Neighborhood Communications is willing to
accept a 5 percent rate of return, management will be equally satisfied to receive a single cash payment of $13,615 today or three equal annual cash payments of $5,000 spread over the next three years.
Future Cash Receipts (Annuity) Present Value
Factor at 5 Percent (from Table 1)
Present ValueYear 1 Year 2 Year 3
$5,000 � 0.952 � $ 4,760
$5,000 � 0.907 � 4,535
$5,000 � 0.864 � 4,320
Total Present Value $13,615
STOP & APPLY
For each of the following situations, identify the correct factor to use from Tables 1 or 2 in the appendix on present value tables. Also, compute the appropriate present value.
1. Annual net cash inflows of $35,000 for five years, discounted at 16 percent
2. An amount of $25,000 to be received at the end of ten years, discounted at 12 percent
3. The amount of $28,000 to be received at the end of two years, and $15,000 to be received at the end of years 4, 5, and 6, discounted at 10 percent
(continued)
The Time Value of Money 445
SOLUTION
1. From Table 2 in the appendix on present value tables:
$35,000 � 3.274 � $114,590
2. From Table 1 in the appendix on present value tables:
$25,000 � 0.322 � $ 8,050
3. From Table 1 in the appendix on present value tables:
$28,000 � 0.826 � $ 23,128 $15,000 � 0.683 � 10,245 $15,000 � 0.621 � 9,315 $15,000 � 0.564 � 8,460 Total $ 51,148
The net present value method evaluates a capital investment by discounting its future cash flows to their present values and subtracting the amount of the initial investment from their sum. All proposed capital investments are evaluated in the same way, and the projects with the highest net present value—the amount that exceeds the initial investment—are selected for implementation.
Advantages of the Net Present Value Method A significant advantage of the net present value method is that it incorporates the time value of money into the analysis of proposed capital investments. Future cash inflows and outflows are discounted by the company’s minimum rate of return to determine their present values. The minimum rate of return should at least equal the company’s average cost of capital.
When dealing with the time value of money, use discounting to find the present value of an amount to be received in the future. To determine the present values of future amounts of money, use Tables 1 and 2 in the appendix on present value tables. Remember:
� Table 1 deals with a single payment or amount.
� Table 2 is used for a series of equal periodic amounts.
Tables 1 and 2 are used to discount each future cash inflow and cash out- flow over the life of the asset to the present. If the net present value is positive (the total of the discounted net cash inflows exceeds the cash investment at the beginning) , the rate of return on the investment will exceed the company’s mini- mum rate of return, or hurdle rate, and the project can be accepted. Conversely, if the net present value is negative (the cash investment at the beginning exceeds the discounted net cash inflows), the return on the investment is less than the minimum rate of return and the project should be rejected. If the net present value is zero (if discounted cash inflows equal discounted cash outflows), the project meets the minimum rate of return and can be accepted.
The Net Present Value Method Illustrated Suppose that Neighborhood Communications is considering the purchase of a new cell phone antenna that will boost the power of cell phone signals in the area.
The Net Present Value Method
LO4 Analyze capital investment proposals using the net present value method.
Study Note Because it is based on cash flow, the net present value method is widely used not only in business but also by individuals.
Study Note If the net present value is zero, the investment will earn the minimum rate of return.
446 CHAPTER 11 Capital Investment Analysis
Study Note When using the net present value method, remember to consider the present value of the residual or disposal value.
The company’s minimum rate of return is 16 percent. Management must decide between two models.
� Model M costs $17,500 and will have an estimated residual value of $2,000 after five years. It is projected to produce cash inflows of $6,000, $5,500, $5,000, $4,500, and $4,000 during its five-year life.
� Model N costs $21,000 and will have an estimated residual value of $2,000. It is projected to produce cash inflows of $6,000 per year for five years.
Because Model M is expected to produce unequal cash inflows, Table 1 in the appendix on present value tables is used to determine the present value of each cash inflow from each year of the machine’s life. The net present value of Model M is determined as follows:
Model M
Net Cash Year Inflows 16% Factor Present Value
1 $6,000 0.862 $ 5,172.00 2 5,500 0.743 4,086.50 3 5,000 0.641 3,205.00 4 4,500 0.552 2,484.00 5 4,000 0.476 1,904.00
Residual value 2,000 0.476 952.00 Total present value of cash inflows $17,803.50 Less purchase price of Model M 17,500.00 Net present value $ 303.50
All the factors for this analysis can be found in the column for 16 percent in Table 1. The factors are used to discount the individual cash flows, including the expected residual value, to the present. The amount of the investment in Model M is deducted from the total present value of the cash inflows to arrive at the net present value of $303.50. Since the entire investment of $17,500 in Model M is a cash outflow at the beginning—that is, at time zero—no discount- ing of the $17,500 purchase price is necessary.
� Because the net present value is positive, the proposed investment in Model M will achieve at least the minimum rate of return.
Because Model N is expected to produce equal cash receipts in each year of its useful life, Table 2 in the appendix on present value tables is used to deter- mine the combined present value of those future cash inflows. However, Table 1 is used to determine the present value of the machine’s residual value because it represents a single payment, not an annuity. The net present value of Model N is calculated as follows:
Model N
Net Cash Year Inflows 16% Factor Present Value
1–5 $6,000 3.274 $19,644.00 Residual value 2,000 0.476 952.00 Total present value of cash inflows $20,596.00 Less purchase price of Model N 21,000.00 Net present value ($ 404.00)
The Net Present Value Method 447
Table 2 is used to determine the factor of 3.274 (found in the column for 16 percent and the row for five periods). Because the residual value is a single inflow in the fifth year, the factor of 0.476 must be taken from Table 1 (the column for 16 percent and the row for five periods). The result is a net present value of ($404).
� Because the net present value is negative, the proposed investment in Model N will not achieve the minimum rate of return and should be rejected.
The two analyses show that Model M should be chosen because it has a posi- tive net present value and would exceed the company’s minimum rate of return. Model N should be rejected because it does not achieve the minimum rate of return. Model M is the better choice because it is expected to produce cash inflows sooner and will thus produce a proportionately greater present value.
FOCUS ON BUSINESS PRACTICE
The concept of total cost of ownership (TCO) was devel- oped to determine the total lifetime costs of owning an information technology (IT) asset, such as a computer system. TCO includes both the direct and indirect costs associated with the acquisition, deployment, operation, support, and retirement of the asset. Today, TCO is the industry standard for evaluating and comparing the costs
associated with long-lived asset acquisitions. For exam- ple, if you buy a printer, TCO includes the direct costs of buying the printer, the annual supplies costs of ink and paper, and the indirect costs of maintaining it. Thus, the decision about which printer to buy is not based solely on the cost of the printer, but on all costs related to it over its useful lifetime.
What Is Total Cost of Ownership, and Why Is It Important?
STOP & APPLY
Sample Communications, Inc., is considering the purchase of a new piece of data transmission equip- ment. Estimated annual net cash inflows for the new equipment are $575,000. The equipment costs $2 million, has a five-year life, and will have no residual value at the end of the five years. The compa- ny’s minimum rate of return is 12 percent. Compute the net present value of the equipment. Should the company purchase it?
SOLUTION Net Present Value � Present Value of Future Net Cash Inflows � Cost of Equipment � ($575,000 � 3.605*) � $2,000,000 � $2,072,875 � $2,000,000 � $72,875 The solution is positive, so the company should purchase the equipment. A positive answer means that the investment will yield more than the minimum 12 percent return required by the company.
*From Table 2 in the appendix on present value tables.
448 CHAPTER 11 Capital Investment Analysis
Other Methods of Capital Investment Analysis
LO5 Analyze capital investment proposals using the payback period method and the account- ing rate-of-return method.
The net present value method is the best method for capital investment analysis. However, two other commonly used methods provide rough guides to evaluat- ing capital investment proposals. These methods are the payback period method and the accounting rate-of-return method.
The Payback Period Method Because cash is an essential measure of a business’s health, many managers esti- mate the cash flow that an investment will generate. Their goal is to determine the minimum time it will take to recover the initial investment. If two investment alternatives are being studied, management should choose the investment that pays back its initial cost in the shorter time. That period of time is known as the payback period, and the method of evaluation is called the payback period method. Although the payback period method is simple to use, its use has declined because it does not consider the time value of money.
Payback Calculation The payback period is computed as follows:
Payback Period � Cost of Investment ______________________ Annual Net Cash Inflows
To apply the payback period method, suppose that Neighborhood Commu- nications is interested in purchasing a new server that costs $51,000 and has a residual value of $3,000. Assume that estimates for the proposal include rev- enue increases of $17,900 a year and operating cost increases of $11,696 a year (including depreciation and taxes). To evaluate this proposed capital investment, use the following steps:
Step 1. Determine the cost of the investment. In the example, it is $51,000.
Step 2. Determine the annual net cash inflows, which are the annual cash rev- enues minus the cash expenses.
� Eliminate the effects of all noncash revenue and expense items included in the analysis of net income to determine cash revenues and cash expenses.
� In this case, the only noncash expense or revenue is machine deprecia- tion. To eliminate it from operating expenses, you must first calculate depreciation expense. To calculate this amount, you must know the asset’s life and the depreciation method. Suppose that Neighborhood Communications uses the straight-line method of depreciation, and the new server will have a ten-year service life. The annual deprecia- tion is computed using this information and the facts given earlier, as follows:
� Thus, cash expenses are equal to the operating cost of $11,696 reduced by the depreciation expense of $4,800, or $6,896.
� The annual net cash inflows are $11,004, or cash revenue increases of $17,900 less cash expenses of $6,896.
Study Note The payback period method measures the estimated length of time necessary to recover in cash the cost of an investment.
Annual Depreciation � Cost � Residual Value____________________ Years
� $51,000 � $3,000 _________________
� $4,800 per Year 10 Years
Other Methods of Capital Investment Analysis 449
Step 3. Compute the payback period.
Payback Period � Cost of Machine ____________________________ Cash Revenue � Cash Expenses
� $51,000 ____________________________ $17,900 � ($11,696 � $4,800)
� $51,000 ________ $11,004
� 4.6 Years*
S Study Note
In computing the payback period, depreciation is omitted because it is a noncash expense.
Average Investment Cost � ( Total Investment � Residual Value ______________________________ 2
) � Residual Value
If the company’s desired payback period is five years or less, this proposal would be approved.
Unequal Annual Net Cash Inflows If a proposed capital investment has unequal annual net cash inflows, the payback period is determined by subtracting each annual amount (in chronological order) from the cost of the capital facility. When a zero balance is reached, the payback period has been determined. This will often occur in the middle of a year. The portion of the final year is computed by dividing the amount needed to reach zero (the unrecovered portion of the investment) by the entire year’s estimated cash inflow. The Review Problem in this chapter illustrates that process.
Advantages and Disadvantages The payback period method is widely used because it is easy to compute and understand. It is especially useful in areas in which technology changes rapidly, such as in Internet companies, and when risk is high, such as when investing in emerging countries. However, the disad- vantages of this approach far outweigh its advantages. First, the payback period method does not measure profitability. Second, it ignores differences in the pres- ent values of cash flows from different periods; thus, it does not adjust cash flows for the time value of money. Finally, the payback period method emphasizes the time it takes to recover the investment rather than the long-term return on the investment. It ignores all future cash flows after the payback period is reached.
The Accounting Rate-of-Return Method The accounting rate-of-return method is an imprecise but easy way to measure the estimated performance of a capital investment, since it uses financial statement information. This method does not use an investment’s cash flows but considers the financial reporting effects of the investment instead. The accounting rate-of- return method measures expected performance using two variables: (1) estimated annual net income from the project and (2) average investment cost.
Accounting Rate-of-Return Calculation The basic equation is as follows:
Accounting Rate of Return � Average Annual Net Income _________________________
Average Investment Cost
Step 1. Compute the average annual net income. Use the cost and revenue data prepared for evaluating the project—that is, revenues minus operating expenses (including depreciation and taxes).
Step 2. Compute the average investment cost in a proposed capital facility as follows:
*Rounded.
450 CHAPTER 11 Capital Investment Analysis
The projected rate of return is higher than the 16 percent minimum, so manage- ment should think seriously about making the investment.
Advantages and Disadvantages The accounting rate-of-return method has been widely used because it is easy to understand and apply, but it does have several disadvantages. First, because net income is averaged over the life of the investment, it is not a reliable figure; actual net income may vary considerably from the esti- mates. Second, the method is unreliable if estimated annual net incomes differ from year to year. Third, it ignores cash flows. Fourth, it does not consider the time value of money; thus, future and present dollars are treated as equal.
*Rounded.
Accounting Rate � $17,900 � $11,696 ____________________________ ( $51,000 � $3,000 _________________
2 ) � $3,000
� $6,204 ________ $27,000
� 23%*
of Return
Study Note Payback period is expressed in time, net present value is expressed in money, and accounting rate of return is expressed as a percentage.
Step 3. Compute the accounting rate of return. To see how the accounting rate-of-return is used in evaluating a proposed
capital investment, assume the same facts as before for Neighborhood Commu- nications’ interest in purchasing a server. Also assume that the company’s man- agement will consider only projects that promise to yield more than a 16 percent return. To determine if the company should invest in the machine, compute the accounting rate of return as follows:
STOP & APPLY
Sample Communications, Inc., is considering the purchase of new data transmission equipment. Estimated annual net cash inflows from the new equipment are $575,000. The equipment costs $2 million and will have no residual value at the end of its five-year life. Compute the payback period for the equipment. Does this method yield a positive or negative response to the pro- posal to buy the equipment, assuming that the company has set a maximum payback period of four years?
SOLUTION Payback Period � Cost of Investment ÷ Annual Net Cash Inflows � $2,000,000 � $575,000 � 3.5 Years*
*Rounded.
The piece of equipment should be purchased because its payback period is less than the company’s maximum payback period of 4 years.
(continued)
Sample Trucking is considering whether to purchase a delivery truck that will cost $26,000, last six years, and have an estimated residual value of $6,000. Average annual net income from the delivery truck is estimated at $4,000. Sample Trucking’s owners want to earn an accounting rate of return of 20 percent. Compute the average investment cost and the accounting rate of return. Should the com- pany make the investment?
Other Methods of Capital Investment Analysis 451
Cash Net Cash Projected Year Inflows Cash Outflows Inflows Net Income
1 $ 500,000 $260,000 $240,000 $115,000 2 450,000 240,000 210,000 85,000 3 400,000 220,000 180,000 55,000 4 350,000 200,000 150,000 25,000
Totals $1,700,000 $920,000 $780,000 $280,000
A LOOK BACK AT � AIR PRODUCTS AND CHEMICALS INC. In this chapter’s Decision Point, we asked the following questions:
• Why are capital investment decisions critical for a company like Air Products and Chemicals Inc.?
• In evaluating capital investment alternatives, how can managers at Air Products and Chemicals Inc. ensure a wise allocation of resources and minimize the risks involved in capital investments?
Capital investments require making decisions about long-term projects that may have positive or negative consequences for a company for many years. It is therefore essential to take a systematic approach to evaluating such projects. Companies like Air Products and Chemicals have many equipment and factory needs, and installing completely auto- mated systems is costly. Thus, when deciding whether to invest their company’s capital in an expensive project like an automated plant, managers must focus on making the best decisions possible by using methods of capital investment analysis, such as the net present value method, the payback period method, or the accounting rate-of-return method. With these methods, they can make wise resource choices and minimize the risks involved in the decision. Air Products and Chemicals’ management typically evalu- ates each proposed investment alternative to determine if it will generate an adequate return for the company before making far-reaching capital investment decisions.
Suppose that a company like Air Products and Chemicals is considering building a new lights-out facility and has gathered the following information:
Purchase price $600,000 Residual value $100,000 Desired payback period 3 years Minimum rate of return 15%
The cash flow estimates are as follows:
SOLUTION
Investment Cost � ( Total Investment � Residual Value ______________________________ 2 ) � Residual
� ( $26,000 � $6,000 _________________ 2
) � $6,000 � $16,000
Average Value
Rate-of-Return
� Average Annual Net Income _________________________ Average Investment Cost
� $4,000 ________ $16,000
� 25% The project will exceed the desired return of 20% and should be undertaken.
Accounting
Review Problem
Capital Investment Analysis
LO2 LO3 LO4 LO5
452 CHAPTER 11 Capital Investment Analysis
Required 1. Analyze the company’s investment in the new facility using (a) the net present
value method, (b) the payback period method, and (c) the accounting rate-of-return method.
2. Summarize your findings from requirement 1, and recommend a course of action.
Total cash investment $ 600,000 Less cash flow recovery Year 1 $240,000 Year 2 210,000 Year 3 (5/6 of $180,000) 150,000 (600,000) Unrecovered investment $ 0
Payback period: 2.833 (25⁄6) Years, or 2 Years, 10 Months.
c. Accounting rate-of-return method:
Year Net Cash Inflows Present Value Factor Present Value 1 $240,000 0.870 $208,800 2 210,000 0.756 158,760 3 180,000 0.658 118,440 4 150,000 0.572 85,800 4 100,000 (residual value) 0.572 57,200
Total present value $629,000 Less cost of original investment 600,000 Net present value $ 29,000
1. a. Net present value method (factors are from Table 1 in the appendix on present value tables):
Answers to Review Problem
b. Payback period method:
Accounting Rate of Return � Average Annual Net Income
________________________ Average Investment Cost
� $280,000 ÷ 4 ___ ( $600,000 � $100,000 __ 2 ) � $100,000
� $70,000 ________ $350,000
� 20%
2. Summary of decision analysis:
Decision Measures Desired Calculated
Net present value — $29,000 Accounting rate of return 15% 20% Payback period 3 Years 2.833 Years
Based on the calculations in requirement 1, the company should invest in the facility.
A Look Back at Air Products and Chemicals Inc. 453
Capital investment decisions focus on when and how much to spend on capital facilities and other long-term projects. Capital investment analysis, often referred to as capital budgeting, consists of identifying the need for a capital investment, analyz- ing courses of action to meet that need, preparing reports for management, choos- ing the best alternative, and dividing funds among competing resource needs.
The minimum rate of return, or hurdle rate, is used as a screening mechanism to eliminate from further consideration capital investment requests with anticipated inadequate returns. Managers save time by quickly identifying substandard requests. The most commonly used measure for determining minimum rates of return is cost of capital. Other measures that are used less often are corporate return on invest- ment, industry average return on investment, and bank lending rates.
The accounting rate-of-return method requires measures of net income. Other methods of evaluating capital investments evaluate net cash inflows or cost sav- ings. The analysis process must take into consideration whether each period’s cash flows will be equal or unequal. Unless the after-income-tax effects on cash flows are being considered, carrying values and depreciation expense of assets awaiting replacement are irrelevant. Net proceeds from the sale of an old asset and estimated residual value of a new facility represent future cash flows and must be part of the estimated benefit of a project. Depreciation expense on replace- ment equipment is relevant to evaluations based on after-tax cash flows.
Cash flows of equal dollar amounts at different times have different values because of the effect of compound interest. This phenomenon is known as the time value of money. Of the evaluation methods discussed in this chapter, only the net pres- ent value method takes into account the time value of money.
The net present value method incorporates the time value of money into the analysis of a proposed capital investment. A minimum required rate of return, usually the average cost of capital, is used to discount an investment’s expected future cash flows to their present values. The present values are added together, and the amount of the initial investment is subtracted from their total. If the resulting amount, called the net present value, is positive, the rate of return on the investment will exceed the required rate of return, and the investment should be accepted. If the net present value is negative, the return on the investment will be less than the minimum rate of return, and the investment should be rejected.
The payback period method of evaluating a capital investment focuses on the minimum length of time needed to get the amount of the initial investment back in cash. With the accounting rate-of-return method, managers evaluate two or more capital investment proposals and then select the alternative that yields the highest ratio of average annual net income to average cost of investment. Both methods are easy to use, but they are very rough measures that do not consider the time value of money. As a result, the net present value method is preferred.
LO1 Defi ne capital invest- ment analysis, state the
purpose of the minimum rate of return, and iden- tify the methods used to
arrive at that rate.
LO2 Identify the types of projected costs and rev-
enues used to evaluate alternatives for capital
investment.
LO3 Apply the concept of the time value of money.
LO4 Analyze capital invest- ment proposals using the net present value
method.
LO5 Analyze capital invest- ment proposals using the
payback period method and the accounting rate-
of-return method.
STOP & REVIEW
454 CHAPTER 11 Capital Investment Analysis
REVIEW of Concepts and Terminology
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Stop & Review 455
The following concepts and terms were introduced in this chapter:
Accounting rate-of-return method 450
Capital investment analysis 434
Capital investment decisions 434
Carrying value 440
Compound interest 442
Cost of capital 437
Cost savings 440
Future value 443
Interest 442
Net cash inflows 440
Net present value method 442
Ordinary annuity 445
Payback period method 449
Present value 449
Simple interest 442
Time value of money 442
Short Exercises Manager’s Role in Capital Investment Decisions SE 1. The supervisor of the Logistics Department has suggested to the plant manager that a new machine costing $285,000 be purchased to improve material handling operations for the plant’s newest product line. How should the plant manager proceed with this request?
Average Cost of Capital SE 2. Gatwick Industries is considering a $1 million plant expansion. Manage- ment needs to know the average cost of capital to use in evaluating this capital investment decision. The company’s capital structure consists of $3,000,000 of debt at 4 percent interest and $2,000,000 of stockholders’ equity at 6 percent. What is Gatwick Industries’ average cost of capital?
Ranking Capital Investment Proposals SE 3. Zelolo Corp. has the following capital investment requests pending from its three divisions: Request 1, $60,000, 11 percent projected return; Request 2, $110,000, 14 percent projected return; Request 3, $130,000, 16 percent pro- jected return; Request 4, $160,000, 13 percent projected return; Request 5, $175,000, 12 percent projected return; and Request 6, $230,000, 15 percent projected return. Zelolo’s minimum rate of return is 13 percent, and $500,000 is available for capital investment this year. Which requests will be honored, and in what order?
Capital Investment Analysis and Revenue Measures SE 4. Daize Corp. is analyzing a proposal to switch its factory over to a lights- out operation similar to the one discussed in this chapter’s Decision Point. To do so, it must acquire a fully automated machine that will be able to produce an entire product line in a single operation. Projected annual net cash inflows from the machine are $180,000, and projected net income is $120,000. Why is the projected net income lower than the projected net cash inflows? Identify possible causes for the $60,000 difference.
Time Value of Money SE 5. Heidi Layne recently inherited a trust fund from a distant relative. On January 2, the bank managing the trust fund notified Layne that she has the option of receiving a lump-sum check for $200,000 or leaving the money in the trust fund and receiving an annual year-end check for $20,000 for each of the next 20 years. Layne likes to earn at least a 5 percent return on her investments. What should she do?
Residual Value and Present Value SE 6. Annelle Coiner is developing a capital investment analysis for her supervisor. The proposed capital investment has an estimated residual value of $5,500 at the end of its five-year life. The company uses an 8 percent minimum rate of return. What is the present value of the residual value? Use Table 1 in the appendix on present value tables.
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CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
456 CHAPTER 11 Capital Investment Analysis
Capital Investment Decision: Net Present Value Method SE 7. Noway Jose Communications, Inc., is considering the purchase of a new piece of computerized data transmission equipment. Estimated annual net cash inflows for the new equipment are $590,000. The equipment costs $2 million, it has a five-year life, and it will have no residual value at the end of the five years. The company has a minimum rate of return of 12 percent. Compute the net present value of the piece of equipment. Should the company purchase it? Use Table 2 in the appendix on present value tables.
Capital Investment Decision: Payback Period Method SE 8. Using the information about Noway Jose Communications, Inc., in SE 7, compute the payback period for the piece of equipment. Does this method yield a positive or a negative response to the proposal to buy the equipment, assuming that the company sets a maximum payback period of four years?
Capital Investment Decision: Payback Period Method SE 9. East-West Cable, Inc., is considering the purchase of new data transmission equipment. Estimated annual cash revenues for the new equipment are $1 million, and operating costs (including depreciation of $400,000) are $825,000. The equip- ment costs $2 million, it has a five-year life, and it will have no residual value at the end of the five years. Compute the payback period for the piece of equipment. Does this method yield a positive or a negative response to the proposal to buy the equip- ment if the company has set a maximum payback period of four years?
Capital Investment Decision: Accounting Rate-of-Return Method SE 10. Best Cleaners is considering whether to purchase a delivery truck that will cost $50,000, last six years, and have an estimated residual value of $5,000. Average annual net income from the delivery service is estimated to be $4,000. Best Cleaners’ owners seek to earn an accounting rate of return of 10 percent. Compute the average investment cost and the accounting rate of return. Should the investment be made?
Exercises Capital Investment Analysis E 1. Genette Henderson was just promoted to supervisor of building maintenance for the Ford Valley Theater complex. Allpoints Entertainment, Inc., Henderson’s employer, uses a company-wide system for evaluating capital investment requests from its 22 supervisors. Henderson has approached you, the corporate controller, for advice on preparing her first proposal. She would also like to become familiar with the entire decision-making process. 1. What advice would you give Henderson before she prepares her first capital
investment proposal? 2. Explain the role of capital investment analysis in the management process,
including the six key steps taken during planning.
Minimum Rate of Return E 2. The controller of Olaf Corporation wants to establish a minimum rate of return and would like to use a weighted-average cost of capital. Current data about the corporation’s financing structure are as follows: debt financing, 40 percent; preferred stock, 30 percent; common stock, 20 percent; and retained earnings, 10 percent. The cost of debt is 4 percent. The dividend rate on the preferred stock issue is 3 percent. The cost of common stock is 2 percent and the cost of retained earnings is 5 percent.
Compute the weighted-average cost of capital.
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Ranking Capital Investment Proposals E 3. Managers of the Emerald Bay Furniture Company have gathered all of the capital investment proposals for the year, and they are ready to make their final selections. The following proposals and related rate-of-return amounts were received during the period:
Amount of Rate of Return Project Investment (Percentage)
AB $ 450,000 19 CD 500,000 28 EF 654,000 12 GH 800,000 32 IJ 320,000 23 KL 240,000 18 MN 180,000 16 OP 400,000 26 QR 560,000 14 ST 1,200,000 22 UV 1,600,000 20
Assume that the company’s minimum rate of return is 15 percent and that $5,000,000 is available for capital investments during the year.
1. List the acceptable capital investment proposals in order of profitability. 2. Which proposals should be selected for this year?
Income Taxes and Net Cash Flow E 4. Santa Cruz Company has a tax rate of 20 percent on taxable income. It is considering a capital project that will make the following annual contribution to operating income:
Cash revenues $400,000 Cash expenses (200,000) Depreciation (140,000) Operating income before income taxes $ 60,000 Income taxes at 20% (12,000) Operating income $ 48,000
1. Determine the net cash inflows for this project in two different ways. Are net cash flows the same under either approach?
2. What is the impact of income taxes on net cash flows?
Using the Present Values Tables E 5. For each of the following situations, identify the correct factor to use from Tables 1 or 2 in the appendix on present value tables. Also, compute the appro- priate present value. 1. Annual net cash inflows of $5,000 for five years, discounted at 6 percent 2. An amount of $25,000 to be received at the end of ten years, discounted at
4 percent 3. The amount of $14,000 to be received at the end of two years, and $8,000
to be received at the end of years 4, 5, and 6, discounted at 10 percent
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Using the Present Values Tables E 6. For each of the following situations, identify the correct factor to use from Tables 1 or 2 in the appendix on present value tables. Also, compute the appro- priate present value. 1. Annual net cash inflows of $22,500 for a period of twelve years, discounted
at 14 percent 2. The following five years of cash inflows, discounted at 10 percent:
Year 1 $35,000 Year 4 $40,000 Year 2 20,000 Year 5 50,000 Year 3 30,000
3. The amount of $70,000 to be received at the beginning of year 7, discounted at 14 percent
Present Value Computations E 7. Two machines—Machine M and Machine P—are being considered in a replacement decision. Both machines have about the same purchase price and an estimated ten-year life. The company uses a 12 percent minimum rate of return as its acceptance-rejection standard. Following are the estimated net cash inflows for each machine.
Year Machine M Machine P
1 $12,000 $17,500 2 12,000 17,500 3 14,000 17,500 4 19,000 17,500 5 20,000 17,500 6 22,000 17,500 7 23,000 17,500 8 24,000 17,500 9 25,000 17,500 10 20,000 17,500
Residual value 14,000 12,000
1. Compute the present value of future cash flows for each machine, using Tables 1 and 2 in the appendix on present value tables.
2. Which machine should the company purchase, assuming that both involve the same capital investment?
Capital Investment Decision: Net Present Value Method E 8. Qen and Associates wants to buy an automated coffee roaster/grinder/ brewer. This piece of equipment would have a useful life of six years, would cost $218,500, and would increase annual net cash inflows by $57,000. Assume that there is no residual value at the end of six years. The company’s minimum rate of return is 14 percent.
Using the net present value method, prepare an analysis to determine whether the company should purchase the machine. Use Tables 1 and 2 in the appendix on present value tables.
Capital Investment Decision: Net Present Value Method E 9. H and Y Service Station is planning to invest in automatic car wash equip- ment valued at $240,000. The owner estimates that the equipment will increase
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annual net cash inflows by $46,000. The equipment is expected to have a ten-year useful life with an estimated residual value of $50,000. The company requires a 14 percent minimum rate of return.
Using the net present value method, prepare an analysis to determine whether the company should purchase the equipment. How important is the estimate of residual value to this decision? Use Tables 1 and 2 in the appendix on present value tables.
Capital Investment Decision: Net Present Value Method E 10. Assume the same facts for H and Y Service Station as in E 9, except assume that the company requires a 20 percent minimum rate of return.
Using the net present value method, prepare an analysis to determine whether the company should purchase the equipment. Use Tables 1 and 2 in the appendix on present value tables.
Capital Investment Decision: Payback Period Method E 11. Perfection Sound, Inc., a manufacturer of stereo speakers, is thinking about adding a new plastic-injection molding machine. This machine can produce speaker parts that the company now buys from outsiders. The machine has an estimated useful life of 14 years and will cost $425,000. The residual value of the new machine is $42,500. Gross cash revenue from the machine will be about $400,000 per year, and related cash expenses should total $310,050. Depreciation is estimated to be $30,350 annually. The payback period should be five years or less.
Use the payback period method to determine whether the company should invest in the new machine. Show your computations to support your answer.
Capital Investment Decision: Payback Period Method E 12. Soaking Wet, Inc., a manufacturer of gears for lawn sprinklers, is think- ing about adding a new fully automated machine. This machine can produce gears that the company now produces on its third shift. The machine has an estimated useful life of ten years and will cost $800,000. The residual value of the new machine is $80,000. Gross cash revenue from the machine will be about $520,000 per year, and related operating expenses, including depreciation, should total $500,000. Depreciation is estimated to be $80,000 annually. The payback period should be five years or less.
Use the payback period method to determine whether the company should invest in the new machine. Show your computations to support your answer.
Capital Investment Decision: Accounting Rate-of-Return Method E 13. Assume the same facts as in E 11 for Perfection Sound, Inc. Management has decided that only capital investments that yield at least a 20 percent return will be accepted.
Using the accounting rate-of-return method, decide whether the company should invest in the machine. Show all computations to support your decision.
Capital Investment Decision: Accounting Rate-of-Return Method E 14. Assume the same facts as in E 12 for Soaking Wet, Inc. Management has decided that only capital investments that yield at least a 5 percent return will be accepted.
Using the accounting rate-of-return method, decide whether the company should invest in the machine. Show all computations to support your decision.
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Capital Investment Decision: Accounting Rate-of-Return Method E 15. Boink Corporation manufactures metal hard hats for on-site construction workers. Recently, management has tried to raise productivity to meet the grow- ing demand from the real estate industry. The company is now thinking about buying a new stamping machine. Management has decided that only capital investments that yield at least a 14 percent return will be accepted. The new machine would cost $325,000; revenue would increase by $98,400 per year; the residual value of the new machine would be $32,500; and operating cost increases (including depreciation) would be $75,000.
Using the accounting rate-of-return method, decide whether the company should invest in the machine. Show all computations to support your decision.
Problems Minimum Rate of Return P 1. Capital investment analysis is the main responsibility of Ginny Weiss, the special assistant to the controller of Nazzaro Manufacturing Company. During the previous 12-month period, the company’s capital mix and the respective costs were as follows:
Percentage of Total Financing Cost of Capital
Debt financing 25% 7% Preferred stock 15 9 Common stock 50 12 Retained earnings 10 12
Plans for the current year call for a 10 percent shift in total financing from com- mon stock financing to debt financing. Also, the cost of debt financing is expected to increase to 8 percent, although the cost of the other types of financing will remain the same.
Weiss has already analyzed several proposed capital investments. Those projects and their projected rates of return are as follows: Project M, 9.5 per- cent; Equipment Item N, 8.5 percent; Product Line O, 15.0 percent; Project P, 6.9 percent; Product Line Q, 10.5 percent; Equipment Item R, 11.9 percent; and Project S, 11.0 percent.
Required 1. Using the expected adjustments to cost and capital mix, compute the
weighted-average cost of capital for the current year. 2. Identify the proposed capital investments that should be implemented based
on the cost of capital calculated in requirement 1.
Net Present Value Method P 2. Sonja and Sons, Inc., owns and operates a group of apartment buildings. Management wants to sell one of its older four-family buildings and buy a new building. The old building, which was purchased 25 years ago for $100,000, has a 40-year estimated life. The current market value is $80,000, and if it is sold, the cash inflow will be $67,675. Annual net cash inflows from the old building are expected to average $16,000 for the remainder of its estimated useful life.
The new building will cost $300,000. It has an estimated useful life of 25 years. Net cash inflows are expected to be $50,000 annually.
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Assume that (1) all cash flows occur at year end, (2) the company uses straight- line depreciation, (3) the buildings will have a residual value equal to 10 percent of their purchase price, and (4) the minimum rate of return is 14 percent. Use Tables 1 and 2 in the appendix on present value tables.
Required 1. Compute the present value of future cash flows from the old building. 2. What will the net present value of cash flows be if the company purchases the
new building? 3. Should the company keep the old building or purchase the new one?
Net Present Value Method P 3. The management of Better Plastics has recently been looking at a proposal to purchase a new plastic-injection-style molding machine. With the new machine, the company would not have to buy small plastic parts to use in production. The estimated useful life of the machine is 15 years, and the purchase price, including all setup charges, is $400,000. The residual value is estimated to be $40,000. The net addition to the company’s cash inflow as a result of the savings from mak- ing the parts is estimated to be $70,000 a year. Better Plastics’ management has decided on a minimum rate of return of 14 percent. Use Tables 1 and 2 in the appendix on present value tables.
Required 1. Using the net present value method to evaluate this capital investment,
determine whether the company should purchase the machine. Support your answer.
2. If the management of Better Plastics had decided on a minimum rate of return of 16 percent, should the machine be purchased? Show all computa- tions to support your answer.
Accounting Rate-of-Return and Payback Period Methods P 4. The Raab Company is expanding its production facilities to include a new product line, a sporty automotive tire rim. Tire rims can now be produced with little labor cost using new computerized machinery. The controller has advised management about two such machines. The details about each machine are as follows:
XJS Machine HZT Machine
Cost of machine $500,000 $550,000 Residual value 50,000 55,000 Net income 34,965 40,670 Annual net cash inflows 91,215 90,170
The company’s minimum rate of return is 12 percent. The maximum pay- back period is six years. (Where necessary, round calculations.)
Required 1. For each machine, compute the projected accounting rate of return. 2. Compute the payback period for each machine. 3. Based on the information from requirements 1 and 2, which machine should
be purchased? Why?
Capital Investment Decision: Comprehensive P 5. The Arcadia Manufacturing Company, based in Arcadia, Florida, is one of the fastest-growing companies in its industry. According to Ms. Prinze, the
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Cash Flow Estimates Year Cash Inflows Cash Outflows Net Cash Inflows
1 $325,000 $250,000 $75,000 2 320,000 250,000 70,000 3 315,000 250,000 65,000 4 310,000 250,000 60,000
company’s production vice president, keeping up-to-date with technological changes is what makes the company successful.
Prinze believes a new machine will fill an important need. The machine has an estimated useful life of four years, a purchase price of $250,000, and a resid- ual value of $25,000. The company controller has estimated average annual net income of $11,250 and the following cash flows for the new machine:
Prinze uses a 12 percent minimum rate of return and a three-year payback period for capital investment evaluation purposes.
Required 1. Analyze the data about the machine, and decide if the company should pur-
chase it. Use the following evaluation approaches in your analysis: (a) the net present value method, (b) the accounting rate-of-return method, and (c) the payback period method. Use Tables 1 and 2 in the appendix on present value tables.
2. Summarize the information generated in requirement 1, and make a recom- mendation to Prinze.
Alternate Problems Minimum Rate of Return P 6. Capital investment analysis is the main responsibility of the controller of Glory Company. During the previous 12-month period, the company’s capital mix and the respective costs were as follows:
Percentage of Total Financing Cost of Capital
Debt financing 40% 2% Preferred stock 10 3 Common stock 30 8 Retained earnings 20 6
Plans for the current year call for a 10 percent shift in total financing from debt financing to common stock financing. Also, the cost of debt financing is expected to increase to 4 percent, although the cost of the other types of financing will remain the same.
The controller has already analyzed several proposed capital investments. Those projects and their projected rates of return are as follows: Project M, 7.5 percent; Equipment Item N, 6.2 percent; Product Line O, 5.0 percent; Product Line P, 6.9 percent; Product Line Q, 1.5 percent; Equipment Item R, 3.9 percent; and Project S, 6.0 percent.
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Required 1. Using the expected adjustments to cost and capital mix, compute the
weighted-average cost of capital for the current year. 2. Identify the proposed capital investments that should be implemented based
on the cost of capital calculated in requirement 1.
Comparison of Alternatives: Net Present Value Method P 7. City Sights, Ltd., operates a tour and sightseeing business. Its trademark is the use of trolley buses. Each vehicle has its own identity and is specially made for the company. Gridlock, the oldest bus, was purchased 15 years ago and has 5 years of its estimated useful life remaining. The company paid $25,000 for Gridlock, and the bus could be sold today for $20,000. Gridlock is expected to generate average annual net cash inflows of $24,000 for the remainder of its estimated useful life.
Management wants to replace Gridlock with a modern-looking vehicle called Phantom. Phantom has a purchase price of $140,000 and an estimated useful life of 20 years. Net cash inflows for Phantom are projected to be $40,000 per year.
Assume that (1) all cash flows occur at year end, (2) each vehicle’s residual value equals 10 percent of its purchase price, and (3) the minimum rate of return is 10 percent. Use Tables 1 and 2 in the appendix on present value tables.
Required 1. Compute the present value of the future cash flows from Gridlock. 2. Compute the net present value of cash flows if Phantom were purchased. 3. Should City Sights keep Gridlock or purchase Phantom?
Net Present Value Method P 8. Mansion is a famous restaurant in the French Quarter of New Orleans. Bouil- labaisse Sophie is Mansion’s house specialty. Management is considering the pur- chase of a machine that would prepare all the ingredients, mix them automatically, and cook the dish to the restaurant’s specifications. The machine will function for an estimated 12 years, and the purchase price, including installation, is $250,000. Estimated residual value is $25,000. This labor-saving device is expected to increase cash flows by an average of $42,000 per year during its estimated useful life. For capital investment decisions, the restaurant uses a 12 percent minimum rate of return. Use Tables 1 and 2 in the appendix on present value tables.
Required 1. Using the net present value method, determine if the company should pur-
chase the machine. Support your answer. 2. If management had decided on a minimum rate of return of 14 percent,
should the machine be purchased? Show all computations to support your answer.
Accounting Rate-of-Return and Payback Period Methods P 9. The Cute Car Company is expanding its production facilities to include a new product line, an energy-efficient sporty convertible. The car can be produced with little labor cost using computerized machinery. There are two such machines to choose from. The details about each machine are as follows:
GoGo Machine Autom Machine
Cost of machine $300,000 $325,000 Residual value 30,000 32,500 Net income 25,000 30,000 Annual net cash inflows 60,000 50,000
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The company’s minimum rate of return is 15 percent. The maximum pay- back period is six years. (Where necessary, round calculations.)
Required 1. For each machine, compute the projected accounting rate of return. 2. Compute the payback period for each machine. 3. Based on the information from requirements 1 and 2, which machine should
be purchased? Why?
Capital Investment Decision: Comprehensive P 10. Pressed Corporation wants to buy a new stamping machine. The machine will provide the company with a new product line: pressed rubber food trays for kitch- ens. Two machines are being considered; the data for each machine are as follows:
ETZ LKR Machine Machine
Cost of machine $350,000 $370,000 Net income $39,204 $48,642 Annual net cash inflows $64,404 $75,642 Residual value $28,000 $40,000 Estimated useful life in years 10 10
The company’s minimum rate of return is 16 percent, and the maximum allow- able payback period is 5.0 years.
Required 1. Compute the net present value for each machine. 2. Compute the accounting rate of return for each machine. 3. Compute the payback period for each machine. 4. From the information generated in requirements 1, 2, and 3, decide which
machine should be purchased. Why?
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ENHANCING Your Knowledge, Skills, and Critical Thinking
Evaluation of Proposed Capital Investments C 1. The board of directors of the Tanashi Corporation met to review a number of proposed capital investments that would improve the quality of company products. One production-line manager requested the purchase of new computer-integrated machines to replace the older machines in one of the ten production departments at the Tokyo plant. Although the manager had presented quantitative informa- tion to support the purchase of the new machines, the board members asked the following important questions:
1. Why do we want to replace the old machines? Have they deteriorated? Are they obsolete?
2. Will the new machines require less cycle time? 3. Can we reduce inventory levels or save floor space by replacing the old
machines? 4. How expensive is the software used with the new machines?
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5. Will we be able to find highly skilled employees to maintain the new machines? Or can we find workers who are trainable? What would it cost to train work- ers? Would the training disrupt the staff by causing relocations?
6. Would the implementation of the machines be delayed because of the time required to recruit and train new workers?
7. How would the new machines affect the other parts of the manufacturing systems? Would the company lose some of the flexibility in its manufacturing systems if it introduced the new machines?
The board members believe that the qualitative information needed to answer their questions could lead to the rejection of the project, even though it would have been accepted based on the quantitative information.
1. Identify the questions that can be answered with quantitative information. Give an example of the quantitative information that could be used.
2. Identify the questions that can be answered with qualitative information. Explain why this information could negatively influence the capital invest- ment decision even though the quantitative information suggests a positive outcome.
Using Net Present Value C 2. The McCall Syndicate owns four resort hotels in Europe. Because the Paris operation (Hotel 1) has been booming over the past five years, management has decided to build an addition to the hotel. This addition will increase the hotel’s capacity by 20 percent. A construction company has bid to build the addition at a cost of $30,000,000. The building will have an increased residual value of $3,000,000.
Daj Van Dyke, the controller, has started an analysis of the net present value for the project. She has calculated the annual net cash inflows by subtracting the increase in cash operating expenses from the increase in cash inflows from room rentals. Her partially completed schedule follows:
Year Net Cash Inflows 1–20 (each year) $3,900,000
Capital investment projects must generate a 12 percent minimum rate of return to qualify for consideration.
Using net present value analysis, evaluate the proposal and make a recom- mendation to management. Explain how your recommendation would change if management were willing to accept a 10 percent minimum rate of return. Use Tables 1 and 2 in the appendix on present value tables.
Capital Investment Analysis C 3. Automated teller machines (ATMs) have become common in the banking industry. San Angelo Federal Bank is planning to replace some old teller machines and has decided to use the York Machine. Nola Chavez, the controller, has prepared the analysis shown at the top of the next page. She has recommended the purchase of the machine based on the positive net present value shown in the analysis.
The York Machine has an estimated useful life of five years and an expected residual value of $35,000. Its purchase price is $385,000. Two existing ATMs, each having a carrying value of $25,000, can be sold to a neighboring bank for a total of $50,000. Annual operating cash inflows are expected to increase in the following manner:
Year 1 $79,900 Year 2 76,600 Year 3 79,900 Year 4 83,200 Year 5 86,500
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San Angelo Federal Bank Capital Investment Analysis Net Present Value Method
Net Cash Present Value Present Year Inflows Factor Value 1 $ 85,000 0.909 $ 77,265 2 80,000 0.826 66,080 3 85,000 0.751 63,835 4 90,000 0.683 61,470 5 95,000 0.621 58,995 5 (residual value) 35,000 0.621 21,735
Total present value $349,380 Initial investment $385,000 Less proceeds from the sale of existing teller machines 50,000 Net capital investment (335,000) Net present value $ 14,380
Projected Cash Outflows Future Time
Period
Projected Cash
Revenue
Materials and Parts
Machine Labor Overhead
Sales and Marketing
Administrative Expenses
Projected Net Cash Inflows
15% Factor
Present Value
The San Angelo Federal Bank uses straight-line depreciation. The minimum rate of return is 12 percent. 1. Analyze Chavez’s work. What changes need to be made in her capital invest-
ment analysis? 2. What would be your recommendation to bank management about the pur-
chase of the York Machine?
Net Present Value of Cash Flows C 4. CPC Corporation is an international plumbing equipment and supply com- pany located in southern California. The manager of the Pipe Division is consid- ering the purchase of a computerized copper pipe machine that costs $120,000.
The machine has a six-year life, and its expected residual value after six years of use will be 10 percent of its original cost. Cash revenue generated by the new machine is projected to be $50,000 in year 1 and will increase by $10,000 each year for the next five years. Variable cash operating costs will be materials and parts, 25 percent of revenue; machine labor, 5 percent of revenue; and overhead, 15 percent of revenue. First-year sales and marketing cash outflows are expected to be $10,500 and will decrease by 10 percent each year over the life of the new machine. Anticipated cash administrative expenses will be $2,500 per year. The com- pany uses a 15 percent minimum rate of return for all capital investment analyses.
1. Prepare an Excel spreadsheet to compute the net present value of the antici- pated cash flows for the life of the proposed new machine. Use the following format:
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Cash Flow Estimates Year Cash Inflows Cash Outflows 1 $310,000 $210,000 2 325,000 220,000 3 340,000 230,000 4 300,000 210,000 5 260,000 180,000
Should the company invest in the new machine?
2. After careful analysis, the controller has determined that the variable rate for materials and parts can be reduced to 22 percent of revenue. Will this reduc- tion in cash outflow change the decision about investing in the new machine? Explain your answer.
3. The marketing manager has determined that the initial estimate of sales and marketing cash expenses was too high and has reduced that estimate by $1,000. The 10 percent annual reductions are still expected to occur. Together with the change in 2, will this reduction affect the initial investment decision? Explain your answer.
Ethics, Capital Investment Decisions, and the New Globally Competitive Business Environment C 5. Marika Jonssen is the controller of Bramer Corporation, a globally com- petitive producer of standard and custom-designed window units for the housing industry. As part of the corporation’s move to become automated, Jonssen was asked to prepare a capital investment analysis for a robot-guided aluminum extrud- ing and stamping machine. This machine would automate the entire window- casing manufacturing line. She has just returned from an international seminar on the subject of qualitative inputs into the capital investment decision process and is eager to incorporate those new ideas into the analysis. In addition to the normal net present value analysis (which produced a significant negative result), Jonssen factored in figures for customer satisfaction, scrap reduction, reduced inventory needs, and reputation for quality. With the additional information included, the analysis produced a positive response to the decision question.
When the chief financial officer finished reviewing Jonssen’s work, he threw the papers on the floor and said, “What kind of garbage is this! You know it’s impossible to quantify such things as customer satisfaction and reputation for quality. How do you expect me to go to the board of directors and explain your work? I want you to redo the entire analysis and follow only the traditional approach to net present value. Get it back to me in two hours!”
What is Jonssen’s dilemma? What ethical courses of action are available to her?
Cookie Company (Continuing Case) C 6. Suppose your cookie company is now a corporation that has granted fran- chises to more than 50 stores. Currently, only 10 of the 50 stores have comput- erized machines for mixing cookie dough. Because of a tremendous increase in demand for cookie dough, you, as the corporation’s president, are considering purchasing 10 more computerized mixing machines by the end of this month. You are writing a memo evaluating this purchase that you will present at the board of directors’ meeting next week.
According to your research, the 10 new machines will cost $320,000. They will function for an estimated five years and should have a $32,000 residual value. All of your corporation’s capital investments are expected to produce a 20 percent minimum rate of return, and they should be recovered in three years or less. All fixed assets are depreciated using the straight-line method. The forecasted increase in operating results for the aggregate of the 10 new machines is as follows:
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1. In preparation for writing your memo, answer the following questions: a. What kinds of information do you need to prepare this memo? b. Why is the information relevant? c. Where would you find the information? d. When would you want to obtain the information?
2. Analyze the purchase of the machines, and decide if your corporation should purchase them. Use (a) the net present value method, (b) the accounting rate-of-return method, and (c) the payback period method.
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The Management Process
C H A P T E R Pricing Decisions, Including Target Costing and Transfer Pricing
I n this chapter, we examine the various approaches that manag-ers use to establish the prices of goods and services. There are many such approaches; however, each approach may very well pro-
duce a different price for the same product or service. The process
of establishing a correct price is, in fact, more of an art than a sci-
ence. It depends on a manager’s ability to analyze the marketplace
and anticipate customers’ reactions to a product or service and its
price.
L E A R N I N G O B J E C T I V E S
LO1 Identify the objectives and rules used to establish prices of goods and services, and relate pricing issues to the management process.
LO2 Describe economic pricing concepts, including the auction- based pricing method used on the Internet.
LO3 Use cost-based pricing methods to develop prices.
LO4 Describe target costing, and use that concept to analyze pricing decisions and evaluate a new product opportunity.
LO5 Describe how transfer pricing is used for transferring goods and services and evaluating performance within a division or segment.
PLAN Identify the maximum price the market will accept and the minimum price the company can sustain.
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Set the external price for each product or service using either cost-based or market-based methods.
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Set internal transfer prices for products and services.
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PERFORM
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REPORT
Prepare reports to assess past pricing strategies and plan future strategies.
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EVALUATE
Determine which pricing strategies were successful and which failed.
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Identify reasons for success or failure.
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Take necessary corrective actions.∇
Analyze actual prices and profits versus targeted ones.
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Sell products or services at the set prices or on the auction market.
The price managers set for products and services impacts business operations both internally and externally.
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DECISION POINT � A MANAGER’S FOCUS LAB 126
Lab 126, a subsidiary of Amazon.com, dominates the e-book mar- ket. Its latest product is the Kindle DX, a larger version of the original Kindle. These portable readers allow users to wirelessly download e-books and other digital media to a high-resolution electronic dis- play; no computer is required. Kindle users can buy e-books online from Amazon.com for a small fee. Another of Lab 126’s products, the Kindle for iPhone application, provides an easy-to-use interface that enables users of Apple’s iPhones and iPods to read Kindle books. Competition among Lab 126’s products, the Sony Reader, and other e-book readers is very keen, and there is constant pressure to offer more technology-rich features to outdo competitors.
� Why do managers generally use several pricing approaches?
� Why might Lab 126’s managers use target costing to establish a price for the Kindle?
471
The Pricing Decision and the Manager
LO1 Identify the objectives and rules used to establish prices of goods and services, and relate pricing issues to the manage- ment process.
As we have noted, establishing a correct price depends on a manager’s ability to analyze the marketplace and anticipate customers’ reactions to a product or ser- vice and its price.
Pricing Policies Setting appropriate prices is one of the most difficult decisions that managers must make on a day-to-day basis. Because such decisions affect the long-term sur- vival of any profit-oriented enterprise, a company’s long-term objectives should include a pricing policy. A pricing policy is one way in which companies differ- entiate themselves from their competitors. Compare, for example, the pricing policies of luxury brands like Lexus and Nordstrom with those of cost-driven companies like Toyota or Wal-Mart. Consider also how prices are set on eBay and Priceline.com. Although all these companies are successful, their pricing pol- icies differ significantly because each company has different pricing objectives.
In addition, companies may use pricing policies to differentiate among their own brands. For example, Gap, Inc., uses price to differentiate the Gap brand from the brand of its subsidiary, Old Navy, and Mercedes Benz uses price to dif- ferentiate the Smart Car from the Mercedes. Thus, for each product brand, the company has identified the market segment that it intends to serve and has devel- oped pricing objectives to meet the needs of that market.
Pricing Policy Objectives Possible objectives of a pricing policy include the following:
1. Identifying and adhering to both short-run and long-run pricing strategies. Pricing strategies depend on many factors and conditions. The pricing strate- gies of companies that produce standard items or commodities for a competi- tive marketplace will differ from the pricing strategies of companies that make custom-designed items. In a competitive market, companies can reduce prices to draw sales away from competing companies. They can also continuously add value-enhancing features and upgrades to their products and services to create the impression that customers are receiving more for their money. In contrast, a company that makes custom-designed items can be more conser- vative in its pricing strategy.
2. Maximizing profits. Maximizing profits has traditionally been the underly- ing objective of any pricing policy.
3. Maintaining or gaining market share. One key indicator of profit potential is an increasing share of the market. Maintaining or gaining market share is closely related to pricing strategies. However, market share is important only if sales are profitable. To increase market share by reducing prices below cost can be economically disastrous unless such a move is accompanied by strate- gies that compensate for the lost revenues.
4. Setting socially responsible prices. Maximizing profits remains a dominant factor in price setting. However, to enhance their standing with the pub- lic and thus ensure their long-term survival, companies today also consider whether their prices are socially responsible. The pricing policies of many companies now take into consideration a variety of social concerns, including environmental factors, the influence of an aging population, legal constraints, and ethical issues.
472 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
5. Maintaining a minimum rate of return on investment. Organizations view each product or service as an investment. They will not invest in making a product or providing a service unless it will provide a minimum return. To maintain a minimum return on investment, an organization, when setting prices, adds a markup percentage to each product’s costs of production. This markup percentage is closely related to the objective of profit maximization.
6. Being customer focused. Taking customers’ needs into consideration when setting prices or increasing a product’s value to customers is important for at least three reasons. These reasons are as follows:
� Sensitivity to customers is necessary to sustain sales growth.
� Customers’ acceptance is crucial to success in a competitive market.
� Prices should reflect the enhanced value that the company adds to the product or service, which is another way of saying that prices are customer- driven.
Pricing and the Management Process For an organization to stay in business, its selling price must (1) be competitive with the competition’s price, (2) be acceptable to customers, (3) recover all costs incurred in bringing the product or service to market, and (4) return a profit. If a manager deviates from any of these four pricing rules, there must be a specific short-run objective that accounts for the change. Breaking those pricing rules for a long period will force a company into bankruptcy. The sidebar on the first page of this chapter illustrates the elements of pricing that managers need to consider at each step in the management process.
External and Internal Pricing Factors
� The external factors include demand for the product, customer needs, com- petition, and quantity and quality of competing products or services.
� The internal factors include constraints caused by costs, desired return on investment, quality and quantity of materials and labor, and allocation of scarce resources.
The Pricing Decision and the Manager 473
When making and evaluating pricing decisions, managers must consider many factors. As shown in Figure 12-1, some of those factors relate to the external mar- ket, and others relate to internal constraints.
WHEN MAKING AND EVALUATING PRICING DECISIONS
EXTERNAL FACTORS
Demand for the product
Competition
Customer needs
Quantity and quality of competing products
INTERNAL FACTORS
Constraints caused by reduced costs
Desired return on investment
Materials and labor
Allocation of scarce resources
PDAs SAL
E
JOB ORDER COST CARD Cellular 2010, Inc.
Fort Hill, N.C.
Customer:
Specifications:
Date of Order:
Date of Completion:
Costs Charged to Job
Direct materials
Direct labor
Manufacturing overhead (85% of direct labor cost)
Totals
Previous Months
Current Month
Cost Summary
Job Order:
Batch: Custom:
Units completed
Product unit cost
C o
st o
f E
ne rg
y Time
CONSUMERREPORTS
PE RF
OR M
AN CE
RE PO
RT
ONE DAY ONLY
FIGURE External and Internal Factors Affecting Pricing Decisions
STOP & APPLY
Towne’s Tire Outlet features more than a dozen brands of tires. Two of the brands are Gripper and Roadster. Information about the two brands is as follows:
Gripper Roadster Selling price: Single tire, installed $125 $110 Set of four tires, installed 460 400 Cost per tire 90 60
As shown, selling prices include installation costs, which are $20 per tire.
1. Compute each brand’s net unit selling price after installation for both a single tire and a set of four. 2. Was cost the main consideration in setting those prices? 3. What other factors could have influenced those prices?
(continued)
474 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
12-1
Economic Pricing Concepts
LO2 Describe economic pricing concepts, including the auction- based pricing method used on the Internet.
SOLUTION 1. Gripper Roadster
One Tire Four Tires One Tire Four Tires Selling price $125 $460 $110 $400 Less installation cost 20 80 20 80 Net selling price $105 $380 $ 90 $320 Unit selling price $105 $ 95 $ 90 $ 80
2. The Gripper tire costs the company $30 more than the Roadster tire, but there is only a $15 difference between the two selling prices. The low cost of the Roadster allows the company to sell it at a significantly lower price than the higher-cost Gripper. Therefore, customers perceive the Roadster to be a better purchase value than the Gripper. The company is not using cost as a major consideration in its pricing decisions.
3. Other pricing considerations include local competition, quality versus price, and demand for the tires.
The economic approach to pricing is based on microeconomic theory. Pricing plays a strong role in the concepts underlying microeconomic theory as it is prac- ticed at individual firms. Every firm is in business to maximize profits. Although each product has its own set of revenues and costs, microeconomic theory states that profit will be greatest when the difference between total revenue and total cost is greatest.
Total Revenue and Total Cost Curves
Total Revenues Notice that the total revenue line is curved rather than straight. The theory behind this is that as a product is marketed, because of com- petition and other factors, price reductions will be necessary if the firm is to sell additional units. Total revenue will continue to increase, but the rate of increase will diminish as more units are sold. Therefore, the slope of the total revenue line declines, and the line curves toward the right.
Total Costs Costs react in an opposite way. Over the assumed relevant range, variable and fixed costs are fairly predictable, with fixed costs remaining constant and variable costs being the same per unit. The result is a straight line for total costs. However, following microeconomic theory, costs per unit will increase as more units are sold because fixed costs will change. As costs move into different relevant ranges, such fixed costs as supervision and depreciation increase, and competition causes marketing costs to rise. As the company pushes for more and more products from limited facilities, repair and maintenance costs also increase. And as the push from management increases, total costs per unit rise at an accel- erating rate. The result is that the slope of the total cost line in increases, and the line begins curving upward. The total revenue line and the total cost line then cross again; beyond that point, the company suffers a loss on additional sales.
Economic Pricing Concepts 475
It may seem that if a company could produce an infinite number of products, it would realize the maximum profit. But this is not the case, and microeconomic theory explains why. Figure 12-2A shows the economist’s view of a breakeven chart. It contains two breakeven points, between which is a large space labeled “profit area.”
Figure 12-2A
Profit Maximization
Units Sold (in thousands)
1 2 3 4 5 6 7 8 9 10 11 12
D o
lla rs
(i n
t h
o u
sa n
d s)
A. TOTAL REVENUE AND TOTAL COST CURVES
15
30
45
60
75
90
105
120
135
150
165
195
180
210
225
240
255
$270
0 0
Units Sold
6,000
D o
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(p er
u n
it )
B. MARGINAL REVENUE AND MARGINAL COST CURVES
$32.50 Price
Profit Area Maximum Profit $95,000
Total Revenue
Total Cost
Sales in Units Needed to Maximize Profit
Breakeven Point Loss Area
Marginal Revenue (MR)
Demand
Marginal Cost (MC)
Loss Area
Second Breakeven Point
FIGURE Microeconomic Pricing Theory
476 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
12-2
Profits are maximized at the point where the difference between total revenue and total cost is the greatest. In Figure 12-2A, this point is 6,000 units of sales. At that sales level, total revenue will be $195,000; total cost, $100,000; and profit, $95,000. In theory, if one additional unit is sold, profit per unit will drop because total cost is rising at a faster rate than total revenues. As you can see, if the company sells 11,000 units, total profits will be almost entirely depleted by the rising costs. Therefore, 6,000 sales units is the optimal operating level, and the price charged at that level is the optimal price.
Marginal Revenue and Marginal Cost Curves Economists use marginal revenue and marginal cost to help determine the opti- mal price for a product or service. Marginal revenue is the change in total rev- enue caused by a one-unit change in output. Marginal cost is the change in total cost caused by a one-unit change in output. Graphic curves for marginal revenue and marginal cost are created by measuring and plotting the rate of change in total revenue and total cost at various activity levels.
If all the information used in microeconomic theory were certain, picking the optimal price would be fairly easy. But most information used in such an analysis relies on projected amounts for unit sales, product costs, and revenues. Neverthe- less, developing such an analysis usually highlights cost patterns and the unantici- pated influences of demand. For this reason, it is important that managers consider the microeconomic approach to pricing when setting product prices. However, the results of this type of analysis should not be the only data relied on.
Auction-Based Pricing In recent years, as a result of auctions hosted by Internet companies like eBay, Yahoo, and Price-line.com, auction-based pricing has skyrocketed in popularity. Auction-based pricing occurs in two ways: Either sellers post what they have to sell, ask for price bids, and accept a buyer’s offer to purchase at a certain price, or buyers interested in buying something post what they want, ask for prices, and accept a seller’s offer to sell at a certain price.
To illustrate the seller’s auction-based price, suppose a corporation like Intel has an excess of silicon chips after a production run. The company posts a message on the Internet asking for the quantity of silicon chips that prospective buyers are willing to buy and the price that they are willing to pay. After the offers are received, the company prepares a demand curve of all offers and selects the one that best fits the quantity of silicon chips it has available for sale.
To illustrate the buyer’s auction-based price, consider an individual who wants to fly round-trip to Europe on certain dates and posts his or her needs on one of the Internet’s auction markets. After receiving the offers to sell round-trip tickets to Europe, the individual will accept the offer that best suits his or her needs.
FOCUS ON BUSINESS PRACTICE
The Internet makes it possible to price efficiently at the level of marginal costs. For instance, at websites like Priceline.com, travelers pick a destination and a price they are willing to pay for air or hotel reservations.The price must be guaranteed by credit card. An airline or hotel has a limited
amount of time to accept or reject the bid. If the bid is accep - ted, the buyer is obligated to pay for the air or hotel reservation. The hotels and airlines are often willing to accept the low bid prices because the marginal cost of filling an additional seat on an airplane or an extra room in a hotel is very low.
What’s It Worth to Shop Online?
Economic Pricing Concepts 477
If you computed marginal revenue and marginal cost for each unit sold in our example and plotted them on a graph, the lines would resemble those in Figure 12-2B. Notice that the marginal cost line crosses the marginal revenue line at 6,000 units. After that point, profit per unit will decrease as additional units are sold. Marginal cost will exceed marginal revenue for each unit sold over 6,000. Profit will be maximized when the marginal revenue and marginal cost lines intersect. By projecting this point onto the product’s demand curve, you can locate the optimal price, which is $32.50 per unit.
Cost-Based Pricing Methods
LO3 Use cost-based pricing methods to develop prices.
& APPLY
Assume that a product has the total cost and total revenue curves pictured in Figure 26-2A. Also assume that the difference between total revenue and total cost is the same at the 4,000- and 9,000-unit levels. If you had to choose between those two levels of activity as goals for total sales over the life of the product, which would you prefer? Why?
STOP
SOLUTION The 4,000-unit level is preferable. Given the same total profit will be made at both the 4,000- and the 9,000-unit levels, it does not make economic sense to produce the additional 5,000 units.
FOCUS ON BUSINESS PRACTICE
The Internet Fraud Complaint Center, which is co-sponsored by the Federal Bureau of Investigation, recently reported that 44.9 percent of the complaints it received were about Internet auction fraud, 19.0 percent were about
nondelivery of merchandise/payment, and 4.9 percent were about check fraud. Other categories of complaints included credit/debit card fraud, confidence schemes, and financial institution fraud.
How Big a Problem Is Fraud on the Internet?
Managers may use a variety of pricing methods. A good starting point for developing a price is to base it on the cost of producing a good or service. Two pricing methods based on cost are gross margin pricing and return on assets pric- ing. Remember that in a competitive environment, market prices and conditions also influence price; however, if prices do not cover a company’s costs, the com- pany will eventually fail.
To illustrate the two methods of cost-based pricing, we will use Bookit Com- pany as an example. Bookit buys parts from outside vendors and assembles them into very basic e-book readers. In the previous accounting period, the company produced 14,750 readers. The total costs and unit costs incurred follow.
Auction-based pricing will continue to grow in importance as a result of the escalating amount of business that is being conducted over the Internet by both organizations and individuals. Just about anything can be bought or sold via the Internet.
478 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
Total Unit Costs Costs
Variable production costs Direct materials and parts $ 88,500 $ 6.00 Direct labor 66,375 4.50 Variable overhead 44,250 3.00
Total variable production costs $199,125 $13.50 Fixed overhead 154,875 10.50 Total production costs $354,000 $24.00 Selling, general, and administrative expenses
Selling expenses $ 73,750 $ 5.00 General expenses 36,875 2.50 Administrative expenses 22,125 1.50
Total selling, general, and administrative expenses $132,750 $ 9.00 Total costs and expenses $486,750 $33.00
No changes in unit costs are expected this period. The desired profit for the period is $110,625. The company uses assets totaling $921,875 in producing the e-book readers and expects a 14 percent return on those assets.
Gross Margin Pricing Gross margin pricing emphasizes the use of income statement information to determine a selling price. (Gross margin is the difference between sales and the total production costs of those sales.) In gross margin pricing, the price is com- puted using a markup percentage based on a product’s total production costs. The markup percentage is designed to include all costs other than those used in the computation of gross margin. Therefore, the gross margin markup percent- age covers selling, general, and administrative expenses and the desired profit. Because an accounting system often provides management with unit production cost data, both variable and fixed, this method of determining selling price can be easily applied.
Gross Margin Calculations With gross margin pricing, there are three ways of determining a price.
1. The first approach uses the two following formulas:
Desired Profit � Total Selling,
Markup Percentage � General, and Administrative Expenses
Total Production Costs
Gross Margin-Based Price � Total Production Costs per Unit � (Markup Percentage � Total Production Costs per Unit)
For Bookit Company, the markup percentage and selling price are computed as follows:
Markup Percentage � $110,625 � $132,750
$354,000
� 68.75%
Gross Margin-Based Price � $24.00 � (68.75% � $24.00)
� $40.50
Study Note The gross margin pricing method is also called the income statement method.
Cost-Based Pricing Methods 479
The numerator in the markup percentage formula is the sum of the desired profit ($110,625) and the total selling, general, and administrative expenses ($132,750). The denominator contains all production costs: variable costs of $199,125 and fixed production costs of $154,875. The gross margin markup is 68.75 percent of total production costs, or $16.50. Adding $16.50 to the total production costs per unit yields a selling price of $40.50.
2. The second way to express the gross margin-based price is to state the for- mula in terms of a company’s desire to recover all of its costs and make a profit. This approach ignores the computation of the markup percentage, achieves the same gross margin-based price, and is stated as follows:
Total Production Costs � Total Selling, General,
Gross Margin-Based Price � and Administrative Expenses � Desired Profit
Total Units Produced
Using this formula, the gross margin-based price for Bookit Company is com- puted as follows:
Gross Margin-Based Price � $354,000 � $132,750 � $110,625
14,750 Units � $597,375 � 14,750
� $40.50
3. The third way the gross margin-based price can be determined is on a per unit basis:
Gross Margin-Based Price � Direct Materials � Direct Labor � Variable Overhead � Fixed Overhead � Selling, General, and Administrative Expenses � Desired Profit per Unit
Applying this formula to Bookit Company’s data, the computations are as follows:
Gross Margin-Based Price � $6.00 � $4.50 � $3.00 � $10.50 � $5.00 � $2.50 � $1.50 � ($110,625 � 14,750) � $40.50
Return on Assets Pricing Return on assets pricing focuses on earning a specified rate of return on the assets employed in the operation. This changes the objective of the price determi- nation process from earning a return on the income statement to earning a return on the business’s resources on the balance sheet. Because this approach focuses on a desired minimum rate of return on assets, it is also known as the balance sheet approach to pricing.
Return on Assets Calculations There are two formulas to finding the return on assets price:
1. Return on Assets-Based Price � Total Costs and Expenses per Unit � (Desired Rate of Return � Cost of Assets Employed per Unit)
Study Note Gross margin-based price per unit equals total production, selling, general, and administrative costs per unit plus a desired profit per unit.
Study Note The return on assets pricing method is also known as the balance sheet method.
480 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
2. Return on Assets-Based Price � [(Total Production Costs � Total Selling, General, and Administrative Expenses) � Units to Be Produced] � [Desired Rate of Return � (Total Cost of Assets Employed � Units to Be Produced)]
Recall that Bookit Company has an asset base of $921,875. It plans to produce 14,750 units and would like to earn a 14 percent return on assets. If the com- pany uses return on assets pricing, the selling price per unit would be calculated as follows:
Return on Assets-Based Price � $24.00 � $9.00 � [14% � ($921,875 � 14,750)] � $41.75
or as
Return on Assets-Based Price � [($354,000 � $132,750) � 14,750] � [14% � ($921,875 � 14,750)] � $33.00 � $8.75 � $41.75
Summary of Cost-Based Pricing Methods
Companies select their pricing methods based on their degree of trust in a cost base. The cost bases from which they can choose are (1) total product costs per unit and (2) total costs and expenses per unit.
� Often, total product costs per unit are readily available, which makes gross margin pricing a good way to compute selling prices. However, gross margin pricing depends on an accurate forecast of units because the fixed cost per unit portion of total production costs will vary if the actual number of units produced differs from the estimated number of units.
� Return on assets pricing is also a good pricing method if the assets used to manufacture a product can be identified and their cost determined. If this is not the case, the method yields inaccurate results.
FOCUS ON BUSINESS PRACTICE
The average cost of a six-pack of beer continues to rise. That’s because Anheuser-Busch, maker of Bud Light and Budweiser—the world’s largest-selling brands of beer—
generally raises prices to keep pace with the consumer price index, and competitors have historically followed the company’s price lead.1
Pricing a Six-Pack
Cost-Based Pricing Methods 481
Figure 12-3 summarizes the two cost-based pricing methods. If Bookit Company uses return on assets pricing and has a desired rate of return of 14 percent, it will need to set a higher selling price ($41.75) than it would under the gross margin method ($40.50).
Cost-Based Pricing Methods
0
D o
lla rs
p er
U n
it
5
10
15
20
25
30
35
40
$45
24
33
Gross Margin Pricing
Return on Assets
Pricing
$33.00
$24.00
To ta
l P ro
d u
ct C
o st
s p
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$2 4.
00
$40.50 $41.75
Suggested Selling Prices
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e 68
.7 5%
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$3 3.
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et s
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en ta
g e
14 %
FIGURE Cost-Based Pricing Methods: Bookit Company
Pricing Services A service business’s approach to pricing differs from that of a manufacturer. Although a service has no physical substance, it must still be priced and billed to the customer. Most service organizations use a form of time and materials pricing (also known as parts and labor pricing) to arrive at the price of a service. With this method, ser- vice companies, such as appliance repair shops, home-remodeling specialists, and automobile repair shops, arrive at prices by using two computations: one for direct labor and one for materials and parts. Markup percentages are added to the costs of materials and labor to cover the cost of overhead and provide a profit factor. If the service does not require materials and parts, then only direct labor costs are used in developing the price. Professionals, such as attorneys, accountants, and consultants, apply a factor representing all overhead costs to the base labor costs to establish a price for their services.
Study Note Time and materials pricing is also known as parts and labor pricing.
482 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
123
Time and Materials Price Calculation The formula used in time and mat e- rials pricing is as follows:
To illustrate, suppose that the owner of an auto repair shop has just com- pleted work on a customer’s car. The parts used to repair the vehicle cost $840. The company’s 40 percent markup rate on parts covers parts-related overhead costs and profit. The repairs required 4 hours of labor by a certified repair spe- cialist, whose wages are $35 per hour. The company’s overhead markup rate on labor is 80 percent. The repair shop will compute the bill as follows:
Factors Affecting Cost-Based Pricing Methods In some areas of the economy, such as government contracts, cost-based pric- ing is widely used. Although a variety of cost-based methods may be used to mechanically compute a price, many factors external to the product or service still require a manager’s attention. Once a cost-based price has been determined, the decision maker must consider such factors as competitors’ prices, custom- ers’ expectations, and the cost of substitute products and services. Pricing is a risky part of operating a business, and care must be taken when establishing that all-important selling price.
Time and Materials
Price �
Material Cost
per Unit �
Markup % � Material Cost per
Unit
� Labor Cost
per Unit �
Markup% � Labor
Cost per Unit
Repair parts used $840 Overhead charges: $840 � 40% 336 Total parts charges $1,176 Labor charges 4 hours @ $35 per hour $140 Overhead charges: $140 � 80% 112 Total labor charges 252 Total billing $1,428
Auto repair shops commonly use time and materials pricing (also called parts and labor pricing). This method involves computing the costs of direct labor and materials and adding per- centage markups to those costs to cover overhead and provide a profit factor.
Courtesy of Kathy Wynn/Dreamstime.
Cost-Based Pricing Methods 483
& APPLY
Gillson Industries has just patented a new product called Gleam, an automobile wax for lasting protection against the elements. The company’s controller has developed the following annual information for use in price determination meetings:
Variable production costs $1,110,000 Fixed overhead 540,000 Selling expenses 225,000 General and administrative expenses 350,000 Desired profit 250,000 Cost of assets employed 1,000,000
Annual demand for the product is expected to be 250,000 cans. On average, the company now earns a 10 percent return on assets. 1. Compute the projected unit cost for one can of Gleam. 2. Using gross margin pricing, compute the markup percentage and selling price for one can. 3. Using return on assets pricing, compute the unit price for one can.
STOP
SOLUTION 1. Unit cost computed:
Costs Categories Total Projected Cost
Variable production costs $1,110,000 Fixed overhead 540,000 Total production costs $1,650,000 Selling expenses $ 225,000 General and administrative expenses 350,000 Total selling, general, and administrative expenses $ 575,000 Total costs and expenses $2,225,000 Units produced 250,000 Total cost per unit ($2,225,000 � 250,000 units) $ 8.90
2. Markup percentage and unit selling price computed, using gross margin pricing:
Markup
Percentage �
Desired Profit � Total Selling, General, and Administrative Expenses
Total Production Costs
�
$250,000 � $575,000 � 50.0%
$1,650,000
Gross Margin-Based Price � Total Production Costs per Unit � (Markup Percentage � Total Production Costs per Unit)
� ($1,650,000 � 250,000) � [50.0% � ($1,650,000 � 250,000)] � $9.90
3. Unit selling price computed using return on assets pricing: Return on Assets-Based Price � Total Costs and Expenses per Unit � (Desired Rate of Return
� Cost of Assets Employed per Unit) Return on Assets-Based Price � $8.90 � [10% � ($1,000,000 � 250,000)] � $8.90 � $0.40 � $9.30
484 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
Pricing Based on Target Costing
LO4 Describe target costing, and use that concept to analyze pricing decisions and evaluate a new product opportunity.
Target costing is a pricing method designed to enhance a company’s ability to compete, especially in markets for new or emerging products, such as the e-book readers described in this chapter’s Decision Point. This approach to pricing differs significantly from the cost-based methods that we discussed in the last section.
Instead of first determining the cost of a product or service and then adding a profit factor to arrive at a price, target costing reverses the procedure. Target costing (1) identifies the price at which a product will be competitive in the marketplace, (2) defines the desired profit to be made on the product, and (3) computes the target cost for the product by subtracting the desired profit from the competitive market price.
Target Costing Calculation The formula used in target costing is as follows:
Target Price � Desired Profit � Target Cost
Once the target cost has been established, the company’s engineers and product designers use it as the maximum cost to be incurred for the materials and other resources needed to design and manufacture the product. It is their responsibility to create the product at or below its target cost.
Pricing based on target costing may not seem revolutionary, but a detailed look at its underlying principles reveals its strategic superiority:
� Target costing gives managers the ability to control or dictate the costs of a new product at the planning stage of the product’s life cycle.
� In a competitive environment, the use of target costing enables managers to analyze a product’s potential before they commit resources to its production.
� When traditional cost-based pricing practices are used, prices cannot be set until production has taken place and costs have been incurred and analyzed. At that point, a profit factor is added to the product’s cost, and the product is ready to be offered to customers.
� In contrast, under target costing, the pricing decision takes place immediately after the market research for a new product. The market research not only reveals the potential demand for the product but also identifies the maxi- mum price that a customer would be willing to pay for it. Once the price is determined, target costing enables the company’s engineers to design the product with a fixed maximum target cost on which to base the product’s features.
Differences Between Cost-Based Pricing and Target Costing One of the primary benefits of using target costing is the ability to design and build a product to a specific cost goal. The increased emphasis on product design allows a company to engineer the target cost into the product before manufacturing begins. A new product is designed only if its projected costs are equal to or lower than its
Study Note Target costing is sometimes referred to as target pricing.
Study Note Remember that when desired profit is defined as a percentage of target cost, target price is equal to 100 percent of target cost plus the percentage of target cost desired as profit.
Pricing Based on Target Costing 485
Figure 12-4 compares the timing of a pricing decision that uses a traditional approach with one that uses target costing. The stages of the product life cycle, from the generation of the product idea to the final disposition of the product, are identified at the base of the figure.
target cost. The company can thus focus on holding costs down while it plans and designs the product, before the costs are actually committed and incurred.
� Committed costs are the costs of design, development, engineering, testing, and production that are engineered into a product or service at the design stage of development.
� Incurred costs are the actual costs incurred in making the product.
When cost-based pricing is used, it is very difficult to control costs from the planning phase through the production phase. Under that approach, concern about reducing costs begins only after the product has been produced. This often leads to random efforts to cut costs, which can reduce product quality and further erode the customer base. Under target costing, the product is expected to pro- duce a profit as soon as it is marketed. Cost-cutting improvements in a product’s design and production methods can still be made, but profitability is built into the selling price from the beginning.
Idea for new product
Develop plans (engineering,
marketing, accounting, and finance)
Product design
Product model testing
Production Analyze develop- ment and
production costs
Product sales and
distribution
Customer service
Market research
Product disposition
Product Life Cycle
Target Costing Approach Target price is determined following market research for a new product
Traditional Pricing Approach Price is determined following a full analysis of development and production costs
FIGURE Comparison of Price Decision Timing
These shoppers at an Ikea store have a large selection of high-quality prod- ucts to choose from. Target costing enables Ikea to offer its products at competitive prices and ensures that a product will earn a profit as soon as it is introduced. This method identi- fies the price at which a product will be competitive in the marketplace, defines the desired profit to be made on the product, and computes the target cost by subtracting the desired profit from the competitive market price.
Courtesy of AP Photo/Carlos Osorio
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Companies like Sony and Ikea have used target costing successfully for years and have benefited from increased sales volume each time they have cut prices because of production improvements. These companies never sacrifice product quality.
Target Costing Analysis in an Activity-Based Management Environment To see how a company that uses activity-based management implements target costing, consider Elsinore Company’s approach to new product decisions. A customer is seeking price quotations for a special-purpose router and a wireless palm-sized tablet computer. The current market-price ranges for the two products are as follows: router, $320–$380 per unit; and tablet computer, $750– $850 per unit.
One of Elsinore’s sales persons thinks that if the company could quote prices of $300 for the router and $725 for the tablet computer, it would get the order and gain a significant share of the market for those products. Elsinore’s usual profit markup is 25 percent of total unit cost.
The company’s design engineers and accountants put together these specifi- cations and costs for the new products:
Activity-based cost rates Materials handling $ 1.30 per dollar of direct materials and
purchased parts cost Production $ 3.50 per machine hour Product delivery $24.00 per router $30.00 per computer
Router Computer Projected unit demand 26,000 18,000 Per-unit data Direct materials cost $25.00 $65.00 Purchased parts cost $15.00 $45.00 Manufacturing labor Hours 2.6 4.8 Hourly labor rate $12.00 $15.00 Assembly labor Hours 3.4 8.2 Hourly labor rate $14.00 $16.00 Machine hours 12.8 28.4
The three steps used in arriving at the target cost are as follows:
1. Find the target cost per unit. The target cost for each product is computed as follows:
Router � $300.00 � 1.25 � $240.00*
Computer � $725.00 � 1.25 � $580.00
*Target Price � Desired Profit � Target Cost $300.00 � 0.25X � X $300.00 � 1.25X
X � $300.00
� $240.00 1.25
Study Note Activity-based management (ABM) can be used successfully with target costing.
Pricing Based on Target Costing 487
2. Find the projected unit cost. The projected total unit cost of production and delivery is computed in the following way:
Router Computer Direct materials cost $ 25.00 $ 65.00 Purchased parts cost 15.00 45.00
Total cost of direct materials and parts $ 40.00 $110.00 Manufacturing labor
Router (2.6 hours � $12.00) 31.20 Computer (4.8 hours � $15.00) 72.00
Assembly labor Router (3.4 hours � $14.00) 47.60 Computer (8.2 hours � $16.00) 131.20
Activity-based costs Materials handling Router ($40.00 � $1.30) 52.00 Computer ($110.00 � $1.30) 143.00
Production Router (12.8 machine hours � $3.50) 44.80 Computer (28.4 machine hours � $3.50) 99.40
Product delivery Router 24.00 Computer 30.00 Projected total unit cost $239.60 $585.60
3. Make a decision. Using the target costing approach and the following data, we can determine whether Elsinore Company should produce the new products:
Router Computer Target unit cost $240.00 $580.00 Less projected unit cost 239.60 585.60 Difference $ 0.40 ($ 5.60)
The router can be produced below its target cost, so it should be produced. As currently designed, the tablet computer cannot be produced at or below its target cost, so Elsinore should either redesign it or drop plans to produce it.
& APPLY
Success Ltd. is considering a new product and must make a go or no-go decision when its planning team meets tomorrow. Market research shows that the unit selling price that would be agreeable to potential customers is $1,000, and the company’s desired profit is 25 percent of target cost. The design engineer’s preliminary estimate of the product’s design, production, and distribution costs is $775 per unit. Using target costing, determine whether the company should market the new product.
STOP
SOLUTION The company should market the new product. The target cost for the product is $800 ($1,000 � 1.25). The engineer’s projected cost is $775, or $25 below the amount needed to earn the desired profit.
488 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
Pricing for Internal Providers of Goods and Services
LO5 Describe how transfer pric- ing is used for transferring goods and services and evaluating performance within a division or segment.
So far in this chapter, we have focused on how a company sets prices for consum- ers outside the organization. We now turn our focus to the inside of an organi- zation and look at how it prices its products and services for internal transfers between divisions or segments.
As a business grows, its day-to-day operations often become too complex to be managed by a single person. To make operations more manageable, the business is usually organized into divisions or operating segments, and a separate manager is assigned to control the operations of each segment. Such a business is called a decentralized organization. Each division or segment often sells its goods and services both inside and outside the organization.
For example, the beverage division of Pepsico sells its Pepsi drink products to internal customers like KFC and Taco Bell restaurants. It also sells to exter- nal customers like Safeway and Wal-Mart. And Anheuser-Busch’s beer segment produces and sells its products internally to Sea World amusement parks, as well as externally to unrelated entities like airlines and grocery stores.
Transfer Pricing When divisions or segments within a company exchange goods or services and assume the role of customer or supplier for each other, they use transfer prices. A transfer price is the price at which goods and services are charged and exchanged between a company’s divisions or segments. Transfer prices are an internal pricing mechanism that allows transactions between divisions or segments of a business to be measured and accounted for.
� Transfer prices affect the revenues and costs of the divisions involved.
� They do not affect the revenues and costs of the company as a whole.
The transfer price just shifts part of the profits from the divisions or centers that externally charge for their goods or services to the divisions or centers that do not externally bill for their services and products. Transfer pricing enables a business to assess both the internal and the external profitability of its products or services. The three basic kinds of transfer prices are cost-plus transfer prices, market trans- fer prices, and negotiated transfer prices.
Cost-Plus Transfer Price A cost-plus transfer price is based on either the full cost or the variable costs incurred by the producing division plus an agreed-on profit percentage. The weakness of the cost-plus pricing method is that cost recovery is guaranteed to the selling division. Guaranteed cost recovery prevents the company from detecting inefficient operating conditions and the incurrence of excessive costs, and it may even inappropriately reward inefficient divisions that incur excessive costs. This reduces overall company profitability and shareholder value.
Market Transfer Price A market transfer price is based on the price that could be charged if a segment could buy from or sell to an external party. Some experts believe that the use of a market transfer price is preferable to the other methods. It forces the division that is “selling,” or transferring, the product or service to another division to be competitive with market conditions, and it does not penal- ize the “buying,” or receiving, division by charging it a higher price than it would have to pay if it bought from outside the firm.
However, using market prices may lead the selling division to ignore nego- tiation attempts from the buying division manager and to sell directly to outside
Study Note Transfer pricing is not used for external pricing; it is used to set prices for transfers among a company’s departments, divisions, or segments.
Study Note Cost-plus transfer pricing is similar to the gross margin pricing method.
Study Note The market transfer price is also called the external market price.
Pricing for Internal Providers of Goods and Services 489
customers. If this causes an internal shortage of materials and forces the buying division to purchase materials from the outside, overall company profits may decline even if the selling division makes a profit. Such use of market prices works against a company’s overall operating objectives. Therefore, when market prices are used to develop transfer prices, they are usually used only as a basis for negotiation.
Negotiated Transfer Price A negotiated transfer price is arrived at through bargaining between the managers of the buying and selling divisions or seg- ments. Such a transfer price may be based on an agreement to use a cost plus a profit percentage. The negotiated price will be between the negotiation floor (the selling division’s variable cost) and the negotiation ceiling (the market price). This approach allows for cost recovery while still allowing the selling division to return a profit.
Developing a Transfer Price
Cost-Plus Transfer Price Notice that allocated corporate overhead is not in- cluded in the computation of the transfer price. Only the variable costs of $11.85 ($3.30 � $0.70 � $1.60 � $2.40 � $1.90 � $1.95) and the fixed cost of $1.05 related to the Pulp Division are included. The profit markup of 10 percent adds $1.29, producing the final cost-plus transfer price of $14.19.
Market Value Price Management could now dictate that the $14.19 price be used. However, the Cardboard Division’s manager could point out that it is pos- sible to purchase pulp from an outside supplier for $13.00 per pound. Use of the $13.00 price would represent a market value approach.
Study Note A negotiated transfer price is often used for internal pricing.
PULP DIVISION
SIMPLE BOX COMPANY
Alternative 1 Intracompany sales at $14.19
Purchase at $13.00
Alternative 2
CARDBOARD DIVISION
Outside supplier of pulp
Pulverizes wood and prepares wood pulp
Uses pulp to produce cardboard
FIGURE Transfer Price Alternatives at Simple Box Company
490 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
To illustrate the development of the three kinds of transfer prices, let’s con- sider the Simple Box Company, a firm that makes cardboard boxes. As shown in Figure 12-5, this company has two divisions: the Pulp Division and the Cardboard Division. The Pulp Division produces pulp for the Cardboard Divi- sion. The Cardboard Division may also purchase pulp from outside suppliers. Exhibit 12-1 shows the development of a cost-plus transfer price for the Pulp Division. The Pulp Division’s manager has created a one-year budget based on the expectation that the Cardboard Division will require 480,000 pounds of pulp. Unit costs appear in the last column of Exhibit 12-1.
125
Negotiated Transfer Price The best solution might be to agree on a negoti- ated transfer price between the variable costs of $11.85, the floor, and the outside market price of $13.00, the ceiling. The negotiation process will facilitate each manager’s role in maximizing companywide profits and controlling his or her division’s costs. Many times, the managers will split the difference and negotiate a price of $12.43* [($11.85 � $13.00)/2].
*Rounded.
Other Transfer Price Issues In this example, both managers brought their concerns to the attention of top management, and a settlement was reached. The negotiated transfer price allows for the sharing of the final product’s companywide profits between the divisions when the boxes are sold on the outside market. Such an approach is often used to maintain harmony within an organization.
Additional issues may arise if the Cardboard Division chooses to purchase from outside suppliers. Because the Pulp Division has adequate capacity to fulfill the Cardboard Division’s demands, it should sell to that division at any price that recovers its incremental costs. The incremental costs of intracompany sales include all variable costs of production and distribution plus any avoidable fixed costs that are directly traceable to intracompany sales. If the Cardboard Division can acquire products from outside suppliers at an annual cost that is less than the Pulp Divi- sion’s incremental costs, then purchases should be made from the outside supplier because it will enhance the company’s overall profits. Before making such a deci- sion, a thorough analysis of the Pulp Division’s operations should be conducted.
Using Transfer Prices to Measure Performance Because a transfer price contains an estimated amount of profit, a manager’s abil- ity to meet a targeted profit can be measured. Although transfer prices are often
Study Note The use of transfer pricing encourages accountability for seller-customer relationships.
EXHIBIT Transfer Price Computation Simple Box Company
Pulp Division—Transfer Price Computation
Cost Categories Budgeted Costs Cost per Unit
Direct materials Wood $1,584,000 $ 3.30 Scrap wood 336,000 0.70 Direct labor Shaving/cleaning 768,000 1.60 Pulverizing 1,152,000 2.40 Blending 912,000 1.90 Overhead Variable 936,000 1.95 Fixed 504,000 1.05 Subtotals $6,192,000 $12.90 Costs allocated from corporate office 144,000 Target profit, 10% of division’s costs 619,200 1.29 Total costs and profit $6,955,200 Cost-plus transfer price $14.19
Pricing for Internal Providers of Goods and Services 491
121
called artificial or created prices, they and their related policies are closely con- nected with performance evaluation.
When transfer prices are used, a division can be evaluated as a profit center, even if it does not sell to outsiders, because using transfer prices to value the divi- sion’s output creates simulated revenues for the division. The operating income calculated in this way is not based on real sales to outsiders and is thus artificial. However, it is a valuable performance measure if the transfer prices are realistic and are determined using the methods described in this chapter.
The use of transfer prices to simulate revenues, however, allows further evalu- ation. For instance, the measures of operating income (loss) can be compared with the amount of capital the company has invested in the Pulp Division to determine whether the division is making an adequate return on the company’s investment, and the impact on the division of uncontrollable costs from the cor- porate office can be assessed.
EXHIBIT Performance Report Using Transfer Prices
Simple Box Company Pulp Division—Performance Report
For March
Difference Under/(Over) Budget Actual Budget
Sales to Carboard Division $546,000 $546,000 $ 0 (42,000 lbs.)
Costs Controllable by Manager Cost of goods sold Direct materials Wood $138,600 $140,250 ($1,650) Scrap wood 29,400 29,750 (350) Direct labor Shaving/cleaning 67,200 68,000 (800) Pulverizing 100,800 102,000 (1,200) Blending 79,800 80,750 (950) Overhead Variable 81,900 82,875 (975) Fixed 44,100 44,100 — Total cost of goods sold $541,800 $547,725 ($5,925) Gross margin from sales $ 4,200 ($ 1,725) $5,925
Costs Uncontrollable by Manager Cost allocated from corporate office 12,600 12,600 — Operating (loss) ($ 8,400) ($ 14,325) $5,925
492 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
12-2
Exhibit 12-2 shows a performance report for the Pulp Division of the Sim- ple Box Company. The Pulp Division produced and transferred 42,000 pounds as budgeted at a negotiated transfer price of $13.00 per pound. The budgeted costs are based on the costs per unit in Exhibit 12-1. The performance report in Exhibit 12-2 shows that the Pulp Division’s actual gross margin was ($1,725), whereas the budgeted gross margin was $4,200. The difference of $5,925 stems from cost overages in various materials, labor, and variable overhead accounts. Those differences will need to be investigated, as they would be for any division.
& APPLY
The Molding Process Division at Trophy Products has been treated as a cost center since the com- pany was founded in 1968. Recently, management decided to change the performance evaluation approach and treat the company’s processing divisions as profit centers. Each division is expected to earn a 20 percent profit on its total production costs. One of Trophy’s products is a plastic base for a display chest. The Molding Process Division supplies this base to the Cabinet Process Division, and it also sells the base to another company. Molding’s total production cost for the base is $27.40. It sells the base to the other company for $38.00. What should the transfer price for the plastic base be?
STOP
SOLUTION In addition to the traditional approaches of transferring the product from one process to the next at variable or full cost, management should consider the following three options when setting the transfer price for the plastic base:
Cost plus profit: $27.40 � ($27.40 � 20%) � $32.88 Market price: $38.00 Negotiated price: Any price between $32.88 and $38.00
Managers of the Molding Process Division have the option of selling the division’s output to the outside company and earning more than the 20 percent minimum return. They should also be able to earn more than 20 percent internally. A price at the midpoint of the negotiated price range seems to be fair, $35.44.
� LAB 126 In this chapter’s Decision Point, we asked the following questions:
• Why do managers generally use several pricing approaches?
• Why might Lab 126’s managers use target costing to establish a price for the Kindle?
As you learned in this chapter, no one pricing method is superior, because each busi- ness and market segment differs. Successful managers, like those at Lab 126, therefore generally use several pricing approaches.
Early in the e-book reader market, there was little competition, and new models may have been priced to recover the product’s cost and earn a certain amount of profit. Now that new products with desirable features, such as text-to-speech, are being intro- duced and the market has become very competitive, Lab 126’s managers might use target costing to set a price for a new reader. To do so, they would subtract their desired profit from the proposed market price to arrive at the maximum target cost. A team of engineering, accounting, and sales managers would then analyze each proposed prod- uct feature to verify that the product could be designed and manufactured at or below the target cost.
Suppose that The Undercovers Company makes a complete line of covers for e-book readers like the Kindle, including a plain cover, a deluxe cover, and a trendy cover. The covers are produced on an assembly line, beginning with the Stamping Depart- ment and continuing through the Sewing, Detailing, and Packaging departments. The projected costs of each cover and the percentages for assigning unavoidable fixed and common costs are as follows:
A LOOK BACK AT
Review Problem
Gross Margin Pricing LO3
Pricing for Internal Providers of Goods and Services 493
Total Projected Plain Deluxe Trendy Cost Categories Costs Cover Cover Cover Direct materials Leather $137,000 $62,500 $29,000 $45,500 Magnet 5,250 2,500 1,000 1,750 Clip 9,250 3,750 2,000 3,500 Package 70,500 30,000 16,000 24,500 Direct labor Stamping 53,750 22,500 12,000 19,250 Sewing 94,000 42,500 20,000 31,500 Detailing 107,500 45,000 24,000 38,500 Packaging 44,250 17,500 11,000 15,750 Indirect labor 173,000 77,500 36,000 59,500 Operating supplies 30,000 12,500 7,000 10,500 Variable overhead 90,500 40,000 19,000 31,500 Fixed overhead 120,000 45% 25% 30% Distribution expenses 105,000 40% 20% 40% Variable marketing expenses 123,000 $55,000 $26,000 $42,000 Fixed marketing expenses 85,400 40% 25% 35% General and administrative expenses 47,600 40% 25% 35%
The Undercovers Company’s policy is to earn a minimum of 30 percent over total cost on each type of cover produced. Expected sales for the year are: plain, 50,000 units; deluxe, 20,000 units; and trendy, 35,000 units. Assume no change in inventory levels, and round all answers to two decimal places.
Required 1. Using the gross margin pricing method, compute the selling price for each kind
of cover.
2. The competition is selling a similar plain cover for around $14. Should this influence Undercover’s pricing decision? Give reasons for your answer.
Before the selling prices are computed, the cost analysis must be completed and restruc- tured to supply the information that is required for the pricing computations.
Total Projected Plain Deluxe Trendy Cost Categories Costs Cover Cover Cover Total direct materials $ 222,000 $ 98,750 $ 48,000 $ 75,250 Total direct labor 299,500 127,500 67,000 105,000 Indirect labor 173,000 77,500 36,000 59,500 Operating supplies 30,000 12,500 7,000 10,500 Variable overhead 90,500 40,000 19,000 31,500 Fixed overhead 120,000 54,000 30,000 36,000 Total production costs $ 935,000 $410,250 $207,000 $317,750 Distribution expenses $ 105,000 $ 42,000 $ 21,000 $ 42,000 Variable marketing expenses 123,000 55,000 26,000 42,000 Fixed marketing expenses 85,400 34,160 21,350 29,890 General and administrative expenses 47,600 19,040 11,900 16,660 Total selling, general, and administrative expenses $ 361,000 $150,200 $ 80,250 $130,550 Total costs $ 1,296,000 $560,450 $287,250 $448,300 Desired profit (30%) $ 388,800 $168,135 $ 86,175 $134,490
Answers to Review Problem
494 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
Markup percentage formula:
Markup Percentage � Desired Profit � Total Selling, General, and Administrative Expenses Total Production Costs
Gross margin pricing formula:
Gross Margin-Based Price � Total Production Costs per Unit � (Markup Percentage � Total Production Costs per Unit
Plain: Markup Percentage � $168,135 � $150,200
� 77.60%* $410,250
Gross Margin-Based Price � ($410,250 � 50,000) � [77.60% � ($410,250 � 50,000)] � $14.57*
Deluxe: Markup Percentage � $86,175 � $80,250
� 80.40%* $207,000
Gross Margin-Based Price � ($207,000 � 20,000) � [80.40% � ($207,000 � 20,000)] � $18.67*
Trendy: Markup Percentage � $134,490 � $130,550
� 83.41%* $317,750
Gross Margin-Based Price � ($317,750 � 35,000) � [83.41% � ($317,750 � 35,000)] � $16.65*
2. Competition’s influence on price: If the quality and design of the competition’s plain cover are similar to those of Undercovers’ plain cover, Undercovers’ management should consider reducing the price of its cover to the $14.00 range. At $14.57, Undercover has a 30 percent profit built into its price. The plain cover’s breakeven is at $11.21* ($14.57 � 1.3). Therefore, the company could reduce its price below the competitor’s price and still make a significant profit.
1. Pricing using the gross margin approach:
*Rounded.
Pricing for Internal Providers of Goods and Services 495
A company’s long-run objectives should include statements on pricing policy. Possible pricing policy objectives include (1) identifying and adhering to both short-run and long-run pricing strategies, (2) maximizing profits, (3) maintain- ing or gaining market share, (4) setting socially responsible prices, (5) maintain- ing a minimum rate of return on investment, and (6) being customer focused.
During the management process, managers keep the following points in mind: a product’s or service’s selling price must (1) be competitive with the competi- tion’s price, (2) be acceptable to the customer, (3) recover all costs incurred in bringing the product or service to market, and (4) return a profit. If a manager deviates from any of these four pricing rules, there must be a specific short-run objective that accounts for the change. Breaking those pricing rules for a long period of time will force a company into bankruptcy.
The economic approach to pricing is based on microeconomic theory. Micro- economic theory states that profits will be maximized when the difference between total revenue and total cost is greatest. Total revenue then increases more slowly, because as a product is marketed, price reductions are necessary to sell more units. Total cost increases when larger quantities are produced because fixed costs change. To locate the point of maximum profit, marginal revenue and marginal cost must be computed and plotted. Profit is maximized at the point where the marginal revenue and marginal cost curves intersect. Auction-based pricing is growing in importance as a pricing mechanism as more companies and individuals are conducting business over the Internet. Basically, the Internet allows sellers and buyers to solicit bids and transact exchanges in an open market environment. An auction-based price is set by a willing buyer and seller in a sales transaction.
Cost-based pricing methods include gross margin pricing and return on assets pricing. Under these two methods, a markup representing a percentage of pro- duction costs or a desired rate of return is added to the total costs. A pricing method often used by service businesses is time and materials pricing. Although managers may depend on one or two traditional approaches to pricing, they often also factor in their own experience.
Target costing enhances a company’s ability to compete in the global market- place. Instead of first determining the cost of a product and then adding a profit factor to arrive at its price, target costing reverses the procedure. Target costing (1) identifies the price at which a product will be competitive in the marketplace, (2) defines the desired profit to be made on the product, and (3) computes the target cost for the product by subtracting the desired profit from the competitive market price. Target costing gives managers the ability to control or dictate the costs of a new product at the planning stage; under a traditional pricing system, managers cannot control costs until after the product has been manufactured. To identify a new product’s target cost, the following formula is applied:
Target Price � Desired Profit � Target Cost
The target cost is then given to the engineers and product designers, who use it as a maximum cost to be incurred for materials and other resources needed to design and manufacture the product. It is their responsibility to create the
LO1 Identify the objectives and rules used to estab- lish prices of goods and
services, and relate pricing issues to the
management process.
LO2 Describe economic pric- ing concepts, including the auction-based pric-
ing method used on the Internet.
LO3 Use cost-based pricing methods to develop
prices.
LO4 Describe target costing, and use that concept
to analyze pricing deci- sions and evaluate a new
product opportunity.
STOP & REVIEW
496 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
REVIEW of Concepts and Terminology
product at or below its target cost. Sometimes, the cost requirements cannot be met. In such a case, the organization should try to adjust the product’s design and the approach to production. If those attempts fail, the organization should either invest in new equipment and procedures or abandon its plans to market the product.
A transfer price is the price at which goods and services are charged and exchanged between a company’s divisions or segments. There are three primary approaches to developing transfer prices: (1) the price may be based on the cost of the item up to the point at which it is transferred to the next department or process; (2) the price may be based on market value if the item has an existing external market; or (3) the price may be negotiated by the managers of the buying and selling divisions. A cost-plus transfer price is the sum of costs incurred by the pro- ducing division plus an agreed-on profit percentage. A market-based transfer price is based on external market prices. In most cases, a negotiated transfer price is used, that is, a price is reached through bargaining between the managers of the selling and buying divisions. A division’s performance may be evaluated by using transfer prices as the basis for determining revenues.
LO5 Describe how trans- fer pricing is used for
transferring goods and services and evaluating
performance within a division or segment.
(LO2)
(LO4)
(LO5)
(LO5)
(LO3)
(LO4)
(LO2)
(LO2)
(LO5)
(LO5)
(LO3)
(LO4)
(LO3)
(LO5)
Pricing for Internal Providers of Goods and Services 497
The following concepts and terms were introduced in this chapter:
Auction-based pricing 477
Committed costs 486
Cost-plus transfer price 489
Decentralized organization 489
Gross margin pricing 479
Incurred costs 486
Marginal cost 477
Marginal revenue 477
Market transfer price 489
Negotiated transfer price 490
Return on assets pricing 480
Target costing 485
Time and materials pricing 482
Transfer price 489
Short Exercises Rules for Establishing Prices SE 1. Jason Kellam is planning to open a pizza restaurant next month in Flora, Alabama. He plans to sell his large pizzas for a base price of $18 plus $2 for each topping selected. When asked how he arrived at the base price, he said that his cousin developed that price for his pizza restaurant in New York City. What pric- ing rules has Jason Kellam not followed?
External Factors That Influence Prices SE 2. Your client is about to introduce a very high-quality product that will remove an invasive form of pepper bush in the southern United States. The Marketing Department has established a price of $37 per gallon, and the company controller has projected total production, selling, and distribution costs of $26 per gallon. What other factors should your client consider before introducing the product into the marketplace?
Traditional Economic Pricing Concept SE 3. You are to decide the total demand for a particular product. Assume that the product you are evaluating has the total cost and total revenue curves pic- tured in Figure 26-2A. Also assume that the difference between total revenue and total cost is the same at the 5,000- and 8,000-unit levels. If you had to choose between those two levels of activity as goals for total sales over the life of the product, which would you prefer? Why?
Cost-Based Price Setting SE 4. The Windwalker Company has collected the following data for one of its product lines: total production costs, $300,000; total selling, general, and admin- istrative expenses, $112,600; desired profit, $67,400; and production costs per unit, $40. Using the gross margin pricing method, compute a suggested selling price for this product that would yield the desired profit.
Pricing a Service SE 5. Evan Nathan runs a home repair business. Recently he gathered the follow- ing cost information about the repair of a client’s pool deck: replacement wood, $650; deck screws and supplies, $112; and labor, 12 hours at $14 per hour. Nathan applies a 40 percent overhead rate to all direct costs of a job. Compute the total billing price for the repair of the pool deck.
Committed Costs and Target Costing SE 6. Nanci Osborne is a design engineer for Dash Enterprises. In a discussion about a proposed new product, Osborne stated that the product’s projected target cost was $6.50 below the committed costs identified by design estimates. Given this information, should the company proceed with the new product? Explain your answer, and include a definition of committed cost in your analysis.
Pricing Using Target Costing SE 7. JTZ Furniture is considering a new product and must make a go or no-go decision before tomorrow’s planning team meeting. Market research shows
LO1
LO1
LO2
LO3
LO3
LO4
LO4
User insight �
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge And Skills
498 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
that the unit selling price agreeable to potential customers is $1,600, and the company’s desired profit is 22 percent of target cost. The design engineer’s pre- liminary estimate of the product’s design, production, and distribution costs is $1,380 per unit. Using target costing, determine whether the company should market the new product.
Decision to Use Transfer Prices SE 8. The production process at Premier Castings includes eight processes, each of which is currently treated as a cost center with a specific set of operations to perform on each casting produced. Following the fourth process’s operations, the rough castings have an external market. The fourth process must also supply the fifth process with its direct materials. The management of Premier Castings wants to develop a new approach to measuring process performance. Is Premier a candidate for using transfer prices? Explain your answer.
Cost-Based Versus Market-Based Transfer Prices SE 9. Refer to the information in SE 8. Should Premier Castings use economic- based, cost-based, market-based, or negotiated transfer prices?
Developing a Negotiated Transfer Price SE 10. The Cookie Dough Division at Sweet Products has been treated as a cost center since the company was founded. Recently, management decided to change the performance evaluation approach and treat its processing divisions as profit centers. Each division is expected to earn a 20 percent profit on its total production costs. One of Sweet’s products is chocolate chip cookie dough. The Cookie Dough Division supplies this dough to the Packaged Cookies Divison, and it also sells it to another company. Cookie Dough’s total production cost for the dough is $2.40 per pound. It sells the dough to the other company for $5.00 a pound. What should the transfer price for a pound of cookie dough be?
Exercises Pricing Policy Objectives E 1. Old Denim, Ltd., is an international clothing company that retails medium- priced goods. Its retail outlets are located throughout the United States, France, Germany, and Great Britain. Management wants to maintain the company’s image of providing the highest possible quality at the lowest possible prices. Sell- ing prices are developed to draw customers away from competitors’ stores. First- of-the-month sales are regularly held at all stores, and customers are accustomed to this practice. Company buyers are carefully trained to seek out quality goods at inexpensive prices. Sales are targeted to increase a minimum of 5 percent per year. All sales should yield a 15 percent return on assets. Sales personnel are expected to wear Old Denim clothing while working, and all personnel can purchase cloth- ing at 10 percent above cost. All stores are required to be clean and well orga- nized. Competitors’ prices are checked daily. Identify the pricing policy objectives of Old Denim, Ltd.
External and Internal Pricing Factors E 2. Mobile Battery features more than a dozen brands of batteries in many sizes. Two of the brands are PowerPlus and SuperPower. The following information about the two brands was obtained:
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As shown, selling prices include installation costs. Each battery costs $10 to install.
1. Compute each brand’s net unit selling price after installation. 2. Was cost the main consideration in setting those prices? 3. What other factors could have influenced those prices?
Traditional Economic Pricing Theory E 3. Texaza, a product design firm, has just completed a contract to develop a wireless phone keychain. The phone keychain needs to be recharged only once a week and can be used worldwide. Initial fixed costs for this product are $4,000. The designers estimate that the product will break even at the $5,000/100-unit mark. Total revenues will again equal total costs at the $25,000/900-unit point. Marginal cost is expected to equal marginal revenue when 550 units are sold.
1. Sketch total revenue and total cost curves for this product. Mark the vertical axis at each $5,000 increment and the horizontal axis at each 100-unit increment.
2. Based on your total revenue and total cost curves in 1, at what unit selling price will profits be maximized?
ebusiness E 4. Visit the websites of Priceline.com and eBay.com. Write a brief comparison of each site’s features. Which site do you prefer, and why?
Price Determination E 5. Turley Industries has just patented a new toothpaste called Sparkle for lasting protection against tooth decay. The company’s controller has developed the fol- lowing annual information for use in price determination meetings:
Variable production costs $ 900,000 Fixed overhead 500,000 Selling expenses 200,000 General and administrative expenses 125,000 Desired profit 375,000 Cost of assets employed 1,000,000
Annual demand for the product is expected to be 500,000 tubes. On average, the company now earns an 8 percent return on assets.
1. Compute the projected unit cost for one tube of Sparkle. 2. Using gross margin pricing, compute the markup percentage and selling
price for one tube. 3. Using return on assets pricing, compute the unit price for one tube.
Pricing a Service E 6. Texas has just passed a law making it mandatory to have every head of cattle inspected at least once a year for a variety of communicable diseases. Big Springs Enterprises is considering entering this inspection business. After extensive stud- ies, Tex Autry, the owner of Big Springs Enterprises, has developed the following annual projections:
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Direct service labor $525,000 Variable service overhead costs 250,000 Fixed service overhead costs 225,000 Selling expenses 142,500 General and administrative expenses 157,500 Minimum desired profit 120,000 Cost of assets employed 750,000
Autry believes his company could inspect 250,000 head of cattle per year. On average, the company now earns a 16 percent return on assets.
1. Compute the projected cost of inspecting each head of cattle.
2. Determine the price to charge for inspecting each head of cattle. Use gross margin pricing.
3. Using return on assets pricing, compute the unit price to charge for this inspection service.
Cost-based Pricing E 7. Hometown Bank is determining the price for its newest mini debit card. The card can be used at any retail outlet with a swipe reader and is small enough to attach to a key chain—no PIN number or signature is required. Sigrid Olmo has developed the following annual information for use in upcoming price determi- nation meetings:
Variable processing costs $50 million Fixed processing costs 36 million Selling expenses (fixed) 10 million General and administrative expenses (fixed) 4 million Desired profit 3 billion Cost of assets employed 10 billion
Annual usage is expected to be 10 billion transactions. On average, the company now earns a 6 percent return on assets.
1. Compute the projected cost of one transaction.
2. Using gross margin pricing, compute the price to charge per transaction.
3. Using return on assets pricing, compute the price to charge per transaction.
Pricing Services E 8. Gator Car Repair specializes in repairing hybrid cars. The company uses a 70 percent markup rate on parts to cover parts-related overhead costs and profit margin. It uses a 100 percent markup rate on labor to cover labor-related overhead costs and profit margin. Compute the bill for a recent job that used the following parts and labor:
Material and repair parts used $550 Labor used 4 hours at $40 per hour
Time and Materials Pricing E 9. Cruz’s Home Remodeling Service specializes in refurbishing older homes. Last week Cruz was asked to bid on a remodeling job for the town’s mayor. His list of materials and labor needed to complete the job is as follows:
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Materials Labor
Lumber $ 6,500 Carpenter $2,000 Nails/bolts 160 Floor specialist 1,300 Paint 1,420 Painter 1,500 Glass 2,890 Supervisor 1,420 Doors 730 Helpers 1,680 Hardware 600 Total $7,900 Supplies 400 Total $12,700
The company uses an overhead markup percentage for materials (60 percent) and for labor (40 percent). Those markups cover all operating costs. In addition, Cruz expects to make at least a 25 percent profit on all jobs. Compute the price that Cruz should quote for the mayor’s job.
Target Costing and Pricing E 10. Environ Company has determined that its new fireplace screen would gain widespread customer acceptance if the company could price it at or under $90. Anticipated labor hours and costs for each unit of the new product are as follows:
Direct materials cost $15 Direct labor cost Manufacturing labor
Hours 1.2 Hourly labor rate $12
Assembly labor Hours 1.5 Hourly labor rate $10
Machine hours 2
The company currently uses the following three activity-based cost rates:
Materials handling $1.30 per dollar of direct materials Production $3.00 per machine hour Product delivery $5.50 per unit
The company’s minimum desired profit is 25 percent over total production and delivery cost. Compute the target cost for the new fireplace screen, and deter- mine if the company should market it.
Target Costing E 11. Assume the same facts as in E 10 except that the company’s minimum desired profit has been revised to 10 percent over production and delivery costs as a result of a recent economic downturn. Compute the revised target cost for the new fireplace screen, and determine if the company should market it.
Target Costing E 12. Suppose that Ikea, the Swedish retailer, is developing a new chair targeted to sell for less than $100 and that it is considering the two production alternatives that follow. Rank the alternatives, assuming that the company’s minimum desired profit is 30 percent over total production costs.
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Alternative A Alternative B Direct material costs $35 $20 Direct labor cost 1 hour at $12 per hour 2 hours at $8 per hour Overhead costs 200 percent of direct $2 per dollar of direct labor costs materials
Target Costing E 13. Management at Fox Valley Machine Tool Co. is considering the develop- ment of a new automated drill press called the AutoDrill. After conferring with the design engineers, the controller’s staff assembled the following data about this product:
Target selling price $6,000 per unit Desired profit percentage 20% of total unit cost Projected unit demand 4,500 units Activity-based cost rates
Materials handling 5% of direct materials and purchased parts cost
Engineering $300 per unit for AutoDrill Production and assembly $50 per machine hour Delivery $570 per unit for AutoDrill Marketing $400 per unit for AutoDrill
Per-unit data Direct materials cost $1,620 Purchased parts cost $200 Manufacturing labor
Hours 6 Hourly labor rate $14
Assembly labor Hours 10 Hourly labor rate $15
Machine hours 30
1. Compute the product’s target cost. 2. Compute the product’s projected unit cost based on the design engineers’
estimates. 3. Should management produce and market the AutoDrill? Defend your
answer.
Transfer Price Comparison E 14. Mary Janus is developing a transfer price for the housing section of an auto- matic pool-cleaning device. The housing for the device is made in Department A. It is then passed on to Department D, where final assembly occurs. Unit costs for the housing are as follows:
Cost Categories Unit Costs Direct materials $5.20 Direct labor 2.30 Variable overhead 1.30 Fixed overhead 2.60 Profit markup, 20% of cost ?
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An outside vendor can supply the housing for $13.00 per unit.
1. Develop a cost-plus transfer price for the housing. 2. What should the transfer price be? Support your answer.
Transfer Pricing E 15. Patch Watch Company’s Seconds Store offers refurbished or factory sec- onds time-keeping products to the public at substantially reduced prices. The fac- tory controller is developing transfer price alternatives to present to management to determine the best price to use when transferring products from the factory to the store, using the following data:
Unit price if sold to outside retailers $25 Variable product cost per unit 10 Fixed product cost per unit 5 Seconds store profit markup 40%
1. What is the market-based transfer price alternative? 2. What is the minimum transfer price alternative? 3. Compute the cost-plus transfer price alternative assuming cost includes vari-
able costs only.
Problems Pricing Decision P 1. Ed Vetz & Company specializes in the assembly of home appliances. One division focuses most of its efforts on assembling a standard toaster oven. Pro- jected costs of this product are as follows:
Cost Description Budgeted Costs Toaster casings $ 960,000 Electrical components 2,244,000 Direct labor 3,648,000 Variable indirect assembly costs 780,000 Fixed indirect assembly costs 1,740,000 Selling expenses 1,536,000 General operating expenses 840,000 Administrative expenses 816,000
The projected costs are based on an estimated demand of 600,000 toaster ovens peryear. The company wants to make a $1,260,000 profit.
Competitors have just published their wholesale prices for the coming year. They range from $21.60 to $22.64 per oven. The Vetz toaster oven is known for its high quality and modern look. It competes with products at the top end of the price range. Even with its reputation, however, every $.20 increase above the top competitor’s price causes a drop in demand of 60,000 units below the original estimate. Assume that all price changes are in $.20 increments.
Required 1. Prepare a schedule of total projected costs and unit costs. 2. Use gross margin pricing to compute the anticipated selling price. 3. Based on competitors’ prices, what should the Vetz toaster sell for (assume a
constant unit cost)? Defend your answer. (Hint: Determine the total profit at various sales levels.)
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4. Would your pricing structure in requirement 3 change if the company had only limited competition at its quality level? If so, in what direction? Explain why.
Cost-Based Pricing P 2. Centered Publishing Company specializes in health awareness books. Because the field of health awareness is very competitive, Jay Rosenbek, the company’s president, maintains a strict policy about selecting manuscripts to publish. Rosen- bek wants to publish only books whose projected earnings are 20 percent above total projected costs. Three titles were accepted for publication during the year. The authors of those books are Tone, Tyme, and Klay. Projected costs for each book and allocation percentages for common costs are shown here.
Expected sales for the year are as follows: Tone, 26,000 copies; Tyme, 32,000 copies; and Klay, 20,000 copies.
Required 1. Prepare a cost analysis that computes the desired profit for each of the three
books and in total. 2. Use gross margin pricing to compute the selling price for each book. (Hint:
Treat royalty costs as production costs.) 3. If the competition’s average selling price for a book similar to Klay’s is $22,
should this influence the pricing decision? Explain.
Time and Materials Pricing in a Service Business P 3. Ace Maintenance, Inc., repairs heavy construction equipment and vehicles. Recently, the Shanti Construction Company had one of its giant earthmovers overhauled and its tires replaced. Repair work for a vehicle of that size usually takes from one week to ten days. The vehicle must be lifted up so that mainte- nance workers can gain access to the engine. Parts are normally so large that a crane must be used to put them into place.
The company uses the time and materials pricing system and data from the previous year to compute markup percentages for overhead related to parts and materials and overhead related to direct labor. It adds markups of 130 percent to the cost of materials and parts and 140 percent to the cost of direct labor to cover overhead and profit. The following materials, parts, and direct labor are needed to repair the giant earthmover:
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Tone Tyme Klay Projected Cost Categories Book Book Book Costs Direct labor $146,250 $243,750 $97,500 $487,500 Royalty costs $36,000 $60,000 $24,000 120,000 Printing costs $74,580 $124,300 $49,720 248,600 Supplies $10,260 $17,100 $6,840 34,200 Variable production costs $42,600 $71,000 $28,400 142,000 Fixed production costs 35% 40% 25% 168,000 Distribution costs 30% 50% 20% 194,000 Marketing costs $61,670 $90,060 $42,270 194,000 General and administrative 35% 40% 25% 52,400 costs
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Required Prepare a complete billing for this job. Include itemized amounts for each type of materials, parts, and direct labor. Follow the time and materials pricing approach, and show the total price for the job.
Pricing Using Target Costing P 4. Young Joon Corp. is considering marketing two new graphing calculators, named Speed-Calc 4 and Speed-Calc 5. According to recent market research, the two products will surpass the current competition in both speed and quality and would be welcomed in the market. Customers would be willing to pay $98 for Speed-Calc 4 and $110 for Speed-Calc 5, based on their projected design capa- bilities. Both products have many uses, but the primary market interest comes from college students. Current production capacity exists for the manufacture and assembly of the two products. The company has a minimum desired profit of 25 percent above all costs for all of its products. Current activity-based cost rates are as follows:
Materials/parts handling $1.20 per dollar of direct materials and purchased parts cost Production $8.00 per machine hour Marketing/delivery $4.40 per unit of Speed-Calc 4
$6.20 per unit of Speed-Calc 5
Design engineering and accounting estimates to produce the two new products are as follows:
Speed-Calc 4 Speed-Calc 5 Projected unit demand 100,000 80,000 Per-unit data
Direct materials cost $5.50 $7.50 Computer chip cost $10.60 $11.70 Production labor
Hours 1.2 1.3 Hourly labor rate $16.00 $16.00
Assembly labor Hours 0.6 0.5 Hourly labor rate $12.00 $12.00
Machine hours 1 1.2
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Quantity Unit Price Hours Hourly Rate Materials and parts Direct labor 24 Spark plugs $ 3.40 42 Mechanic hours $18.20 20 Oil, quarts 2.90 54 Assistant mechanic 12.00 12 Hoses 11.60 hours 1 Water pump 764.00 30 Coolant, quarts 6.50 18 Clamps 5.90 1 Distributor cap 128.40 1 Carburetor 214.10 4 Tires 820.00
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Required 1. Compute the target costs for each product. 2. Compute the projected total unit cost of production and delivery. 3. Using the target costing approach, decide whether the products should be
produced.
Developing Transfer Prices P 5. Cylinder Company has two divisions, Glass Division and Instrument Divi- sion. For several years, Glass Division has manufactured a special glass con- tainer, which it sells to Instrument Division at the prevailing market price of $20. Glass Division produces the glass containers only for Instrument Division and does not sell the product to outside customers. Annual production and sales volume is 20,000 containers. A unit cost analysis for Glass Division showed the following:
Cost Categories Costs per Container Direct materials $ 3.50 Direct labor, 1¼ hours 2.30 Variable overhead 7.50 Avoidable fixed costs: $30,000 � 20,000 1.50 Corporate overhead: $18 per direct labor hour 4.50 Variable shipping costs 1.20 Unit cost $20.50
Corporate overhead represents the allocated joint fixed costs of production— building depreciation, property taxes, insurance, and executives’ salaries. A profit markup of 20 percent is used to determine transfer prices.
Required 1. What would be the appropriate transfer price for Glass Division to use in bill-
ing its transactions with Instrument Division? 2. If Glass Division decided to sell some containers to outside customers, would
your answer to requirement 1 change? Defend your response. 3. What factors concerning transfer price should management consider when
transferring products between divisions?
Alternate Problems Pricing Decision P 6. Sumac & Oak’s, Ltd., designs and assembles low-priced portable Internet devices. It estimates that there will be 235,000 requests for its most popular model. Budgeted costs for this product for the year are as follows:
Description Budgeted Costs Casing $ 432,400 Battery chamber 545,200 Electronics 1,151,500 Direct labor 1,598,000 Variable indirect assembly costs 789,600 Fixed indirect assembly costs 338,400 Selling expenses 493,500 General operating expenses 183,300 Administrative expenses 126,900
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The budget is based on the demand previously stated. The company wants to earn an annual operating income of $846,000.
Last week, four competitors released their wholesale prices for the year. Their prices are as follows: Competitor A, $25.68; Competitor B, $24.58; Competitor C, $23.96; Competitor D, $25.30
Sumac & Oak’s portable devices are known for their high quality. However, every $1 price increase above the top competitor’s price causes a 55,000-unit drop in demand from the original estimate. (Assume all price changes occur in $1 increments.)
Required 1. Prepare a schedule of total projected costs and unit costs. 2. Use gross margin pricing to compute the anticipated selling price. 3. Based on competitors’ prices, what should Sumac & Oak’s portable device
sell for (assume a constant unit cost)? Defend your answer. (Hint: Deter- mine the total operating income at various sales levels.)
4. Would your pricing structure in requirement 3 change if the company had only limited competition at this quality level? If so, in what direction? Explain why.
Pricing Decisions P 7. The Fastener Company manufactures office equipment for retail stores. Carol Watson, the vice president of marketing, has proposed that Fastener introduce two new products: an electric stapler and an electric pencil sharpener. Watson has requested that the Profit Planning Department develop preliminary selling prices for the two new products for her review.
Profit Planning has followed the company’s standard policy for developing potential selling prices. It has used all data available for each product. The data accumulated by Profit Planning are as follows:
Fastener plans to use an average of $1,200,000 in assets to support operations in the current year. The condensed budgeted income statement that follows reflects the planned return on assets of 20 percent ($240,000 � $1,200,000) for the entire company for all products.
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Fastener Company Budgeted Income Statement
For the Year Ended May 31 (in thousands)
Revenue $2,400 Cost of goods sold 1,440 Gross profit $ 960 Selling and administrative expenses 720 Operating income $ 240
Electric Electric Pencil Stapler Sharpener Estimated annual demand in units 16,000 12,000 Estimated unit manufacturing costs $14.00 $15.00 Estimated unit selling and administrative expenses $3.00 Not available Assets employed in manufacturing $160,000 Not available
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Required 1. Calculate a potential selling price for (a) the stapler, using return on assets
pricing, and (b) the pencil sharpener, using gross margin pricing. 2. Could a selling price for the electric pencil sharpener be calculated using
return on assets pricing? Explain your answer. 3. Which of the two pricing methods—return on assets pricing or gross margin
pricing—is more appropriate for decision analysis? Explain your answer. 4. Discuss the additional steps Carol Watson is likely to take in setting an actual
selling price for each of the two products after she receives their potential selling prices (as calculated in requirement 1.) (CMA adapted)
Time and Materials Pricing in a Service Business P 8. Friendly Car Repair performs routine maintenance on rental vehicles. Recently, the local auto rental business had its fleet serviced. Friendly uses the time and materials pricing system and data from the previous year to compute markup percentages for overhead related to parts and materials and overhead related to direct labor. It adds markups of 100 percent to the cost of materi- als and parts and 120 percent to the cost of direct labor to cover overhead and profit. The following materials, parts, and direct labor are needed to repair the rental fleet:
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Quantity Unit Price Hours Hourly Rate Materials and parts Direct labor 24 Spark plugs $ 0.50 38 Mechanic hours $28.20 50 Oil, quarts 2.50 61 Assistant mechanic hours 14.00 12 Hoses 11.20 1 Sun visor 13.50 36 Coolant, quarts 6.50 4 Clamps 5.50 5 Emergency kits 12.40 40 Washer fluid 1.25 4 Tires 300.00
Required Prepare a complete billing for this job. Include itemized amounts for each type of materials, parts, and direct labor. Follow the time and materials pricing approach, and show the total price for the job.
Pricing Using Target Costing P 9. Clevenger Machine Tool Company designs and produces a line of high- quality machine tools and markets them throughout the world. Its main com- petition comes from French, British, and Korean companies. Five competitors have recently introduced two highly specialized machine tools, Y14 and Z33. The prices charged for Y14 range from $625 to $675 per tool, and the price range for Z33 is from $800 to $840 per tool. Clevenger is contemplating entering the market for these two products. Market research has indicated that if Clevenger can sell Y14 for $650 per tool and Z33 for $750 per tool, it will be successful in marketing the products worldwide. The company’s profit markup is 25 percent over all costs to produce and deliver a product. Current activity-based cost rates are as follows:
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Materials handling $ 1.30 per dollar of direct materials and purchased parts cost Production $ 4.40 per machine hour Product delivery $34.00 per unit of Yl4 $40.00 per unit of Z33
Design engineering and accounting estimates for the production of the two new products are as follows:
Product Yl 4 Product Z33 Projected unit demand 75,000 95,000 Per-unit data
Direct materials cost $50.00 $60.00 Purchased parts cost $65.00 $70.00
Manufacturing labor Hours 6.2 7.4 Hourly labor rate $14.00 $14.00
Assembly labor Hours 4.6 9.2 Hourly labor rate $12.00 $12.00
Machine hours 14 16
Required 1. Compute the target cost for each product. 2. Compute the total projected unit cost of producing and delivering each
product. 3. Using target costing, decide whether the products should be produced.
Developing Transfer Prices P 10. Sims Corporation produces sound equipment for home use. Its Research and Development (R&D) Division is responsible for continually evaluating and updating critical electronic parts used in the corporation’s products. Two years ago, R&D took on the added responsibility of producing all microchip circuit boards for the company’s sound equipment. One of Sims’s specialties is a sound dissemination board (SDB) that greatly enhances the quality of Sims’s speakers.
Demand for the SDB has increased significantly in the past year. As a result, R&D has increased its production and assembly labor force. Three outside cus- tomers now want to purchase the SDB. To date, R&D has been producing SDBs for internal use only.
The R&D controller wants to create a transfer price for the SDBs that will apply to all intracompany transfers. Estimated demand over the next six months is 235,000 SDBs for internal use and 165,000 SDBs for external customers, for a total of 400,000 units. The following data show cost projections for the next six months:
Materials and parts $2,600,000 Direct labor 1,920,000 Supplies 100,000 Indirect labor 580,000 Other variable overhead costs 200,000 Fixed overhead, SDBs 1,840,000 Other fixed overhead, corporate 560,000 Variable selling expenses, SDBs 1,480,000 Fixed selling expenses, corporate 520,000 General corporate operating expenses 880,000 Corporate administrative expenses 680,000
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Ethics in Pricing C 1. Barnes Company has been doing business in Hong Kong for the past three years. The company produces leather handbags that are in great demand there. When Barnes’s sales person Harriet Mackay was recently in Hong Kong, Kwan Cho, the purchasing agent for Shen Enterprises, approached her to arrange for a purchase of 2,500 handbags. Barnes’s usual price is $75 per bag. Kwan Cho wanted to purchase the handbags at $65 per bag. After an hour of haggling, they agreed to a final price of $68 per item. When Makay returned to her hotel room after dinner, she found an envelope containing five new $100 bills and a note that said, “Thank you for agreeing to our order of 2,500 handbags at $68 per bag. My company’s president wants you to have the enclosed gift for your fine service.” Makay later learned that Kwan Cho was following her company’s nor- mal business practice. What should Harriet Makay do? Is the gift hers to keep? Be prepared to justify your opinion.
Product Pricing in a Foreign Market C 2. Borner, Inc., is an international corporation that manufactures and sells home care products. Today a meeting is being held at corporate headquarters in New York City. The purpose of the meeting is to discuss changing the price of the laundry detergent the company manufactures and sells in Brazil. During the meeting, a conflict develops between Carl Dickson, the corporate sales manager, and José Cabral, the Brazilian Division’s sales manager.
Dickson insists that the selling price of the laundry detergent should be increased to the equivalent of U.S. $3. This increase is necessary because the Brazilian Division’s costs are higher than those of other international divisions. The Brazilian Division is paying high interest rates on notes payable for the acqui- sition of a new manufacturing plant. In addition, a stronger, more expensive ingredient has been introduced into the laundry detergent, which has caused the product cost to increase by $0.20.
Cabral believes that the laundry detergent’s selling price should remain at $2.50 for several reasons. He argues that the market for laundry detergent in Brazil is highly competitive. Labor costs are low, and the costs of distribution are small because the target market is limited to the Rio de Janeiro metropolitan area. Inflation is extremely high in Brazil, and the Brazilian government continues to impose policies to control inflation. Because of these controls, Cabral insists, buy- ers will resist any price hikes.
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A profit markup of at least 20 percent must be added to total unit cost for inter- nal transfer purposes. Outside customers are willing to pay $35 for each SDB. All categories of fixed costs are assumed to be unavoidable.
Required 1. Prepare a table that shows the total budgeted costs and the cost per unit for
each component of the budget. Also show the profit markup and the cost- plus transfer price.
2. Should R&D use the computed transfer price? Explain the factors that influ- enced your decision.
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1. What selling price do you believe Borner, Inc., should set for the laun- dry detergent? Explain your answer. Do you believe Borner should let the Brazilian Division set the selling price for laundry detergent in the future? When should corporate headquarters set prices?
2. Based on the information given above, should cost-based pricing or target costing be used to set the selling price for laundry detergent in Brazil? Explain your answer.
Target Costing and the Internet C 3. Assume that you work for a company that wants to develop a product to compete with the Kindle. You have been assigned the task of using target costing to help in its development. Do a search for Kindle product reviews and prod- uct specifications and get price quotes. Why would your company’s management want to use target costing to help in its development of a competitive e-book reader? What retail price would you suggest be used as a basis for target costing? Assuming a desired profit of 25 percent of selling price, what is the resulting tar- get cost? What actions should the company take now?
Target Costing C 4. Every Electronics, Inc., produces circuit boards for electronic devices that are made by more than a dozen customers. Competition among the producers of circuit boards is keen, with over 30 companies bidding on every job request from those customers. The circuit boards can vary widely in their complexity, and their unit prices can range from $250 to more than $500.
Every’s controller is concerned that the cost planning projection for a new complex circuit board, the CX35, is almost 6 percent above its target cost. The controller has asked the Engineering Design Department to review its design and projections and come up with alternatives that will reduce the proposed product’s costs to equal to or below the target cost. The following information was used to develop the initial cost projections:
Target selling price $590.00 per unit Desired profit percentage 25% of total unit cost Projected unit demand 13,600 units Per-unit data
Direct materials cost $56.00 Purchased parts cost $37.00 Manufacturing labor
Hours 4.5 Hourly labor rate $14.00
Assembly labor Hours 5.2 Hourly labor rate $15.00
Machine hours 26 Activity-based cost rates
Materials handling 10% of direct materials and purchased parts cost
Engineering $13.50 per unit for CX35 Production $8.20 per machine hour Product delivery $24.00 per unit for CX35 Marketing $6.00 per unit for CX35
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1. Compute the product’s target cost. 2. Compute the product cost of the original estimate to verify that the control-
ler’s calculations were correct. 3. Rework the product cost calculations for each of the following alternatives
recommended by the design engineers: a. Cut product quality, which will reduce direct materials cost by
20 percent and purchased parts cost by 15 percent. b. Increase the quality of direct materials, which will increase direct mate-
rials cost by 20 percent but will reduce machine hours by 10 percent, manufacturing labor hours by 16 percent, and assembly labor hours by 20 percent.
4. What decision should the management of Every Electronics, Inc., make about the new product? Defend your answer.
Transfer Pricing C 5. Cirrus Industries, Inc., has two major operating divisions, the Cabinet Division and the Electronics Division. The company’s main product is a deluxe console television set. The TV cabinets are manufactured by the Cabinet Division, and the Electronics Division produces all electronic components and assembles the sets. The company has a decentralized organizational structure.
The Cabinet Division not only supplies cabinets to the Electronics Division but also sells cabinets to other TV manufacturers. The following unit cost break- down for a deluxe television cabinet was developed based on a typical sales order of 40 cabinets:
Direct materials $ 32.00 Direct labor 15.00 Variable overhead 12.00 Fixed overhead 18.00 Variable selling expenses 9.00 Fixed selling expenses 6.00 Fixed general and administrative expenses 8.00 Total unit cost $100.00
The Cabinet Division’s usual profit margin is 20 percent, and the regular selling price of a deluxe cabinet is $120. The division’s managers recently decided that $120 will also be the transfer price for all intracompany transactions.
Managers at the Electronics Division are unhappy with that decision. They claim that the Cabinet Division will show superior performance at the expense of the Electronics Division. Competition recently forced the company to lower its prices. Because of the newly established transfer price for the cabinet, the Electronics Division’s portion of the profit margin on deluxe television sets was lowered to 18 percent. To counteract the new intracompany transfer price, the managers of the Electronics Division announced that effective immediately, all cabinets will be purchased from an outside supplier, in lots of 200 cabinets at a unit price of $110 per cabinet. The company president, Joe Springer, has called a meeting of both divisions to negotiate a fair intracompany transfer price. The following prices were listed as possible alternatives:
LO5
Chapter Assignments 513
Current market price $120 per cabinet Current outside purchase price (This price is based on a large-quantity purchase discount. It will cause increased storage costs for the Electronics Division.) $110 per cabinet Total unit manufacturing costs plus a 20 percent profit margin: $77.00 � $15.40 $92.40 per cabinet Total unit costs excluding variable selling expenses plus a 20 percent profit margin: $91.00 � $18.20 $109.20 per cabinet
1. What price should be established for intracompany transactions? Defend your answer by showing the shortcomings of each alternative.
2. If there were an outside market for all units produced by the Cabinet Divi- sion at the $120 price, would you change your answer to 1? Why?
Cookie Company (Continuing Case) C 6. Your company produces cookies in a two-step process. The Mixing Division prepares the cookie dough and transfers it to the Baking Division, which bakes the cookies and packs all finished cookies for shipment.
At a recent meeting of your company’s board of directors, the manager of the Baking Division made this statement: “That Mixing Division is robbing us blind!” Because of the board’s concern about this statement, the company con- troller gathered the following data for the past year:
Mixing Division Baking Division Sales
Regular $700,000 $1,720,000 Deluxe 900,000 3,300,000
Direct materials Cookie dough (from Mixing Division) ___ 1,600,000 Cookie ingredients 360,000 ___ Box inserts ___ 660,000 Boxes ___ 1,560,000
Direct labor 480,000 540,000 Variable overhead 90,000 240,000 Fixed divisional overhead—avoidable 150,000 210,000 Selling and general operating expenses 132,000 372,000 Company administrative expenses 84,000 108,000
During the year, the two divisions completed and transferred or shipped 200,000 regular cookie boxes and 150,000 deluxe cookie boxes. Transfer prices used by the Mixing Division were as follows:
Regular $3.50 Deluxe 6.00
The regular box wholesales for $8.60 and the deluxe box for $22.00. The company uses a predetermined formula to allocate administrative costs to the divisions. Management has indicated that the transfer price should include a 20 percent profit factor on total division costs.
LO5
514 CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
1. Prepare a performance report on the Mixing Division. 2. Prepare a performance report on the Baking Division. 3. Compute each division’s rate of return on controllable costs and on total
division costs. 4. Do you agree with the statement made by the manager of the Baking Divi-
sion? Explain your response. 5. What procedures would you recommend to the board of directors?
Chapter Assignments 515
C H A P T E R
Quality Management and Measurement
Q uality has many dimensions. Not only must a product or service be defect-free and dependable; it must also embody such intangibles as prestige and good taste. Managers must meet
or exceed a variety of expectations about customer service and
create innovative new products and services that anticipate the
opportunities offered by an ever-changing marketplace. To compete
successfully, managers need information that enables them to deter-
mine accurate product, service, and customer costs; to improve
processes; and to provide timely feedback about their organization
to all stakeholders. Such information can be produced only by an
information system that captures both financial and nonfinancial
information. In this chapter, we describe financial and nonfinancial
measures of quality and how managers use these measures to evalu-
ate operating performance.
L E A R N I N G O B J E C T I V E S
LO1 Describe a management information system, and explain how it enhances management decision making.
LO2 Define total quality management (TQM), and identify financial and nonfinancial measures of quality.
LO3 Use measures of quality to evaluate operating performance.
LO4 Discuss the evolving concept of quality.
LO5 Recognize the awards and organizations that promote quality.
PLAN Formulate strategic and tactical plans that manage quality.
∇
Prepare operating forecasts.∇
Prepare budgets.∇
PERFORM
Implement personnel, resource, and activity decisions.
∇
Measure relevant and reliable data on quality.
∇
REPORT
Customize reports for performance analysis and decision making.
∇
EVALUATE
Reward performance promptly.∇
Take corrective actions.∇
Analyze and revise performance measurement plans.
∇
Assess performance measures of all business functions.
∇
Minimize waste.∇
Improve quality through quality control and quality assurance.
∇
The Management Process
Managers focus on quality to compete successfully in today’s marketplace.
13
(pp. 518–520)
(pp. 520–526)
(pp. 526–530)
(pp. 530–532)
(pp. 532–533)
516
DECISION POINT � A MANAGER’S FOCUS AMAZON.COM
Through its innovative approach to selling books and other merchan- dise online, Amazon.com has changed the rules of successful elec- tronic retailing. To maintain a competitive advantage, the company’s managers must have an information system that produces more than just financial data. They need an extensive information infra- structure that can capture all kinds of information in huge, secure databases. Amazon.com’s databases contain trillions of bytes of information that the company can privately mine and use in multiple applications.
Customers of online retailing firms have come to expect not only innovative features but also a high standard of product reliability and service. Amazon.com can continue to challenge and experiment with the ever-evolving ecommerce business model only if its management information system remains on the cutting edge of database technology and produces pertinent information of the highest quality for its managers.
� How do Amazon.com’s managers maintain the company’s competitive edge?
� What measures of quality can Amazon.com use to evaluate operating performance?
517
The Role of Management Information Systems in Quality Management
LO1 Describe a management information system, and explain how it enhances management decision making.
Many traditional management information systems contain only financial data and do not produce the sort of information that is necessary in today’s competi- tive business environment. To compete successfully, managers need information that enables them to determine accurate product, service, and customer costs; improve processes; and provide timely feedback to all stakeholders about their organization. Such information can be produced only by an information system that captures both financial and nonfinancial information.
This kind of management information system (MIS) is a reporting system that identifies, monitors, and maintains continuous, detailed analyses of a compa- ny’s activities and provides managers with timely measures of operating results. It is designed to support such management philosophies as lean operations, activity- based management (ABM), and total quality management (TQM).
The primary focus of an MIS is on the management of activities, not on costs. By focusing on activities, an MIS provides managers with improved knowledge of the processes for which they are responsible. Activity-related information that is needed to increase responsiveness to customers and reduce processing time is readily available. More accurate product and service costs lead to improved pric- ing decisions. Nonvalue-adding activities are highlighted, and managers can work to reduce or eliminate them. In addition to providing information about product profitability, an MIS can analyze the profitability of individual customers and look at all aspects of serving customers. Overall, the MIS identifies resource usage and cost for each activity and fosters managerial decisions that lead to continuous improvement throughout the organization.
Enterprise Resource Planning Systems An MIS can be designed as a customized, informally linked series of systems for specific purposes, such as financial reporting, product costing, and business process measurement, or as a fully integrated database system known as an enter- prise resource planning (ERP) system. An ERP system combines the manage- ment of all major business activities (e.g., purchasing, manufacturing, marketing, sales, logistics, and order fulfillment) with support activities (e.g., accounting and human resources) to form one easy-to-access, centralized data warehouse. An ERP system not only fosters communication within an organization; it can also communicate with other businesses’ databases.
This chapter’s Decision Point presents an example of an ERP system that has merged Amazon.com’s operating, financial, and management systems into one extensive information infrastructure. Because of its ability to access a variety of data types from multiple sources, both inside and outside the company, Amazon.com has developed a competitive advantage in achieving financial targets and quality results. Using improved knowledge of the activities and processes for which they are responsible, Amazon.com’s managers have pinpointed resource usage and fostered managerial decisions that have led to continuous improve- ment throughout the organization.
Managers’ Use of MIS Like the managers at Amazon.com, business managers today use their manage- ment information systems’ detailed, real-time financial and nonfinancial infor- mation about customers, inventory, resources, and the supply chain to manage quality. Without the flexibility and power of database management information systems like ERP, managers would be at a disadvantage in today’s rapidly chang- ing and highly competitive business environment.
Study Note The term enterprise resource management (ERM) can be used in place of ERP.
518 CHAPTER 13 Quality Management and Measurement
Planning Managers use the MIS database to obtain relevant and reliable infor- mation for formulating strategic plans, making forecasts, and preparing budgets.
For example, managers at Amazon.com use their MIS to develop forecasts and budgets for existing operations and to create plans for new value-adding products and services.
Performing Managers use the financial and nonfinancial information in the MIS database to implement decisions about personnel, resources, and activities that will minimize waste and improve the quality of their organization’s products or services.
At Amazon.com, managers use their supply-chain and value-chain software to manage operations in ways that ensure accurate order fulfillment and timely delivery.
Evaluating Managers identify and track financial and nonfinancial performance measures to evaluate all major business functions.
By enabling the timely comparison of actual performance with expected performance, Amazon.com’s MIS allows managers to reward good perfor- mance promptly, take speedy corrective actions, and analyze and revise per- formance measurement plans.
Communicating Managers can use an MIS to generate customized reports that evaluate performance and provide useful information for decision making.
For example, managers at Amazon.com can consolidate customer profiles from their company’s sophisticated database into a real-time report available on their desktops to continuously monitor the changing buying habits of their customers.
FOCUS ON BUSINESS PRACTICE
The National Quality Measures Clearinghouse is a repository of evidence-based measures sponsored by the Agency for Healthcare Research and Quality and the U.S. Department of Health and Human Services. This database can be used to assess treatment quality and to view the recovery odds for various medical conditions. It lists by disease, medical
condition, or treatment the quality measures that health care professionals use to evaluate medical success. For example, the bacterial pneumonia link discusses measures like hospital admission rates and response rates to various antibiotic regimens or vaccines. Visit the website at www .qualitymeasures.ahrq.gov.
How Do Health Care Professionals Measure Success?
STOP & APPLY
Lamar Remy has been asked to develop a plan for installing a management information system in his company. The president has already approved the concept and has given Remy the go-ahead. What kind of information will Remy need to give managers to help them with their decision making?
(continued)
The Role of Management Information Systems in Quality Management 519
Financial and Nonfinancial Measures of Quality
LO2 Define total quality management (TQM), and iden- tify financial and nonfinancial measures of quality.
SOLUTION To help managers plan, Remy will need to make sure that the company’s MIS database provides relevant and reli- able information that managers can use to formulate strategic plans, make forecasts, and prepare budgets. To help managers perform, Remy will need to focus on expanding the collection of financial and nonfinancial data to improve personnel, resource, and activity decision making; minimize waste; and improve the quality of the company’s products and services. To help managers evaluate, Remy will need to improve the identification and tracking of the performance measures the company uses to evaluate all business functions. To help managers communicate, Remy will need to improve the system’s ability to generate customized reports that evaluate performance and provide useful information for decision making.
Over the past two decades, organizations have defined quality in terms of what their customers value. Organizations believe that customers want the highest- quality goods and services and that customers’ willingness to pay for high quality will result in improved organizational profits. As a result, organizations strive to exceed customers’ expectations and improve the quality of their products or services. Quality is not something that a company can simply add at some point in the production process or assume will happen automatically. Inspections can detect bad products, but they do not ensure quality. Managers need reliable mea- sures of quality to help them meet the goal of producing high-quality, reason- ably priced products or services. They need to create a total quality management environment.
� Total quality management (TQM) is an organizational environment in which all business functions work together to build quality into the firm’s products or services.
The first step toward creating a TQM environment is to identify and manage the financial measures of quality, or the costs of quality. The second step is to analyze operating performance using nonfinancial measures and to require that all business processes and products or services be improved continuously.
Financial Measures of Quality To the average person, quality means that one product or service is better than another—perhaps because of its design, its durability, or some other attribute. In a business setting, however, quality is the result of an operating environment in which a product or service meets or conforms to a customer’s specifications the first time it is produced or delivered.
The costs of quality are the costs that are specifically associated with the achievement or nonachievement of product or service quality. Total costs of qual- ity include (1) the costs of good quality, incurred to ensure the successful devel- opment of a product or service, and (2) the costs of poor quality, incurred to transform a faulty product or service into one that is acceptable to the customer.
The costs of quality can make up a significant portion of a product’s or service’s total cost. Therefore, controlling the costs of quality strongly affects profitability. Today’s managers should be able to identify the activities associated with improving quality and should be aware of the cost of resources used to achieve high quality.
The costs of quality have two components: the costs of conformance, which are the costs incurred to produce a quality product or service, and the costs of nonconformance, which are the costs incurred to correct defects in a
Study Note Costs of conformance include the costs of building quality into products and services by doing it right the first time.
520 CHAPTER 13 Quality Management and Measurement
product or service. Costs of conformance are made up of prevention costs and appraisal costs.
� Prevention costs are the costs associated with the prevention of defects and failures in products and services.
� Appraisal costs are the costs of activities that measure, evaluate, or audit products, processes, or services to ensure their conformance to quality stan- dards and performance requirements.
The costs of nonconformance include internal failure costs and external fail- ure costs.
� Internal failure costs are the costs incurred when defects are discovered before a product or service is delivered to a customer.
� External failure costs are costs incurred after the delivery of a defective product or service.
An organization’s overall goal is to avoid costs of nonconformance because both internal and external failures affect customers’ satisfaction and the organiza- tion’s profitability. High initial costs of conformance are justified when they mini- mize the total costs of quality over the life of a product or service. Common quality ratios include: total cost of quality as a percentage of sales, the ratio of costs of conformance to total costs of quality, the ratio of costs of nonconformance to total costs of quality, and the costs of nonconformance as a percentage of sales.
Nonfinancial Measures of Quality By measuring the costs of quality, a company learns how much it has spent in its efforts to improve product or service quality. But critics say that tracking historical data to monitor quality performance does little to enhance quality. What managers need is a measurement and evaluation system that signals poor quality early enough to allow problems to be corrected before a defective product or service reaches the customer. Implementing a policy of continuous improvement satisfies this need for early detection of poor quality and is the second stage of total quality management.
Nonfinancial measures of performance, identified and reported to managers in a timely manner, are used to supplement cost-based measures. Although cost control is still an important consideration, a commitment to ongoing improve- ment encourages activities that enhance quality at every stage, from design to delivery. As explained earlier, those activities, or cost drivers, cause costs. By con- trolling the leading nonfinancial performance measures of activities, managers can ultimately maximize the resulting financial return from operations. Five catego- ries of nonfinancial measures of quality are discussed in the following sections:
� Product design
� Vendor performance
� Production performance
� Delivery cycle time
� Customer satisfaction
Study Note Internal failure costs are costs incurred to correct mistakes found by the company. External failure costs are costs incurred to correct mistakes discovered by customers.
Study Note Nonfinancial measures gauge quality and the value created throughout the supply and value chains.
Financial and Nonfinancial Measures of Quality 521
Table 13-1 gives examples of each cost category. Note that there is an inverse relationship between the costs of conformance and the costs of nonconformance. For example, if a company spends money on the costs of con- formance, the costs of nonconformance should be reduced. However, if little attention is paid to the costs of conformance, the costs of nonconformance may escalate.
Product Design Problems with quality often are the result of poor design. Most automated production operations use computer-aided design (CAD), a computer-based engineering system with a built-in program to detect prod- uct design flaws. Such computer programs automatically identify poorly designed parts or manufacturing processes, which means that engineers can correct these problems before production begins. Managers monitor the CAD reports on design flaws to ensure that products are properly designed and free of defects. Among the measures that they consider are the number and types of design defects detected, the average time between defect detection and correction, and the number of unresolved design defects at the time of product introduction.
Vendor Performance Companies have changed the way they do business with suppliers of materials. Instead of dealing with dozens of suppliers in a quest for the lowest cost, companies now analyze their vendors to determine which ones are most reliable, furnish high-quality goods, have a record of timely deliveries, and charge competitive prices. Once a company has identified such vendors, they become an integral part of the production team’s effort to ensure a continuing supply of high-quality materials. Vendors may even contribute to product design to ensure that the correct materials are being used.
Costs of Conformance to Customer Standards Prevention Costs Technical support for vendors Quality-certified suppliers Integrated system development Quality circles Quality improvement projects Preventive maintenance Quality training of employees Statistical process control Design review of products and processes Process engineering Appraisal Costs Inspection of materials, processes, Maintenance of test equipment and machines End-of-process sampling and testing Quality audits of products
and processes Vendor audits and sample testing Field testing
Costs of Nonconformance to Customer Standards Internal Failure Costs Scrap and rework Failure analysis Reinspection and retesting of rework Inventory control and scheduling Quality-related downtime Downgrading because of defects Scrap disposal losses External Failure Costs Lost sales Returned goods and replacements Restoration of reputation Investigation of defects Warranty claims and adjustments Product recalls Customer complaint processing Product-liability settlements Measures of Quality Total costs of quality as a percentage of net sales Ratio of costs of conformance to total costs of quality Ratio of costs of nonconformance to total costs of quality Costs of nonconformance as a percentage of net sales
TABLE Financial Measures of Quality
522 CHAPTER 13 Quality Management and Measurement
13-1
Managers use measures of quality (such as defect-free materials as a percent- age of total materials received) and measures of delivery (such as timely deliveries as a percentage of total deliveries) to identify reliable vendors and monitor their performance.
Production Performance Management must always be concerned about the wasted time and money that can be traced to defective products, scrapped parts, machine maintenance, and downtime. To minimize such concerns, more and more companies have adopted computer-integrated manufacturing (CIM) systems, in which production and its support operations are coordinated by com- puters. Within a CIM system, computer-aided manufacturing (CAM) may be used to coordinate and control production activities, or a flexible manufacturing system (FMS) may be used to link together automated equipment into a comput- erized flexible production network.
In CIM systems, most direct labor hours are replaced by machine hours, and very little direct labor cost is incurred. In addition, a significant part of variable product cost is replaced by the cost of expensive machinery, a fixed cost. Today, the largest item on a company’s balance sheet is often automated machinery and equipment. Each piece of equipment has a specific capacity, above which con- tinuous operation is threatened. When managers evaluate such machines, their measures have two objectives:
1. To evaluate the performance of each piece of equipment in relation to its capacity
2. To evaluate the performance of maintenance personnel in following a pre- scribed maintenance program
Measures of production quality, parts scrapped, equipment utilization, machine downtime, and machine maintenance time help managers monitor production performance.
Delivery Cycle Time Companies today are extremely interested in the amount of time they take to respond to customers. To evaluate their responsiveness to cus- tomers, companies examine their delivery cycle time, which is the time between the acceptance of an order and the final delivery of the product or service. When a customer places an order, it is important for a sales person to be able to promise an accurate delivery date. Companies pay careful attention to delivery cycle time not only because on-time delivery is important to customers but also because a decrease in delivery cycle time can lead to a significant increase in income from operations.
The formula to compute delivery cycle time is:
Delivery Cycle Time � Purchase-Order Lead Time � Production Cycle Time � Delivery Time
Delivery cycle time consists of
� Purchase-order lead time (the time it takes a company to take and process an order and organize so that production can begin),
� Production cycle time (the time it takes to make a product), and
� Delivery time (the time between the completion of a product and its receipt by the customer).
Managers should establish measures that emphasize the importance of mini- mizing the purchase-order lead time, production cycle time, and delivery time for each order. They should also track the average purchase-order lead time, produc- tion cycle time, and delivery time for all orders. Trends should be highlighted, and reports should be readily available. Other measures designed to monitor delivery
Financial and Nonfinancial Measures of Quality 523
Measures of Product Design Quality Product design flaws Number and types of design defects detected Average time between defect detection and correction Number of unresolved design defects at time of
product introduction
Measures of Vendor Performance Vendor quality Defect-free materials as a percentage of total
materials received; prepared for each vendor Vendor delivery Timely deliveries of materials as a percentage of total
deliveries; prepared for each vendor
Measures of Production Performance Production quality Number of defective products per thousand produced Parts scrapped Number and type of materials spoiled during
production Equipment utilization rate Productive machine time as a percentage of total time
available for production Machine downtime Amount of time each machine is idle Machine maintenance time Amount of time each machine is idle for maintenance
and upgrades
Measures of Delivery Cycle Time On-time deliveries Shipments received by promised date as a percentage
of total shipments Orders filled Orders filled as a percentage of total orders received Average process time Average time required to make a product available
for shipment Average setup time Average amount of time elapsed between the
acceptance of an order and the beginning of production
Purchase-order lead time Time it takes a company to process an order and organize so that production can begin
Production cycle time Time it takes to make a product Delivery time Time between a product’s completion and its receipt
by customer Delivery cycle time Time between the acceptance of an order and the
final delivery of the product or service (purchase-order lead time � production cycle time � delivery time)
Waste time Production cycle time � (average process time � average setup time)
Production backlog Number and type of units waiting to begin processing
Measures of Customer Satisfaction Customer complaints Number and types of customer complaints Warranty claims Number and causes of claims Returned orders Shipments returned as a percentage of total shipments
TABLE Nonfinancial Measures of Quality
524 CHAPTER 13 Quality Management and Measurement
13-2
cycle time include order backlogs, on-time delivery performance, percentage of orders filled, and waste time. The formula to compute waste time is:
Waste Time � Production Cycle Time � (Average Process Time � Average Setup Time)
Customer Satisfaction The sale and shipment of a product does not mark the end of performance measurement. Customer follow-up helps in evaluating total customer satisfaction. Measures used to determine the degree of customer satis- faction include (1) the number and types of customer complaints, (2) the number and causes of warranty claims, and (3) the percentage of shipments returned by customers (or the percentage of shipments accepted by customers). Several com- panies have developed their own customer satisfaction indexes from these mea- sures so that they can compare different product lines over different time periods.
Recap
Measuring Service Quality The quality of services rendered can be measured and analyzed. Many of the costs of conformance and nonconformance for a product apply to the development and delivery of a service. Flaws in service design lead to poor-quality services. Timely service delivery is as important as timely product shipments. Customer satisfaction in a service business can be measured by services accepted or rejected, the number of complaints, and the number of returning customers. Poor service development leads to internal and external failure costs.
Many of the costs-of-quality categories and several of the nonfinancial mea- sures of quality can be applied directly to services and can be adopted by any type of service company.
STOP & APPLY
Internal reports on quality at the EMCAP Publishing Company generated the following information for the Trade Division for the first three months of the year:
Total sales $60,000,000 Costs of quality: Prevention $ 523,000 Appraisal 477,000 Internal failure 1,360,000 External failure 640,000
Compute the following:
a. Total costs of quality as a percentage of sales b. Ratio of costs of conformance to total costs of quality c. Ratio of costs of nonconformance to total costs of quality d. Costs of nonconformance as a percentage of total sales
(continued)
Financial and Nonfinancial Measures of Quality 525
Table 13-2 lists specific examples of the many nonfinancial measures used to monitor quality. These measures help a company continuously produce higher-quality products, improve production processes, and reduce throughput time and costs.
Measuring Quality: An Illustration
LO3 Use measures of quality to evaluate operating performance.
Evaluating the Costs of Quality
Key Quality Performance Questions We can evaluate each company’s approach to quality enhancement by analyzing the costs of quality and by answer- ing the following questions:
� Which company is most likely to succeed in the competitive marketplace?
� Which company has serious problems with its products’ quality?
� What do you think will happen to the total costs of quality for each company over the next five years? Why?
� Which company is most likely to succeed in the competitive marketplace? Able Co. spent the most money on costs of quality. What is more important, how- ever, is that the company spent 80 percent of that money on costs of confor- mance, which will reap benefits in years to come. The company’s focus on the costs of conformance means that only a small amount had to be spent on internal and external failure costs. The resulting high-quality products will lead to high customer satisfaction.
SOLUTION Costs of Conformance � Prevention Costs � Appraisal Costs
� $523,000 � $477,000 � $1,000,000
Costs of Nonconformance � Internal Failure Costs � External Failure Costs � $1,360,000 � $640,000 � $2,000,000
a. Total Costs of Quality as a Percentage of Sales � $3,000,000 � $60,000,000 � 5%
b. Ratio of Costs of Conformance to Total Costs of Quality � Costs of Conformance � (Costs of Conformance � Costs of Nonconformance)
� $1,000,000 � ($1,000,000 � $2,000,000) � 0.33 to 1
c. Ratio of Costs of Nonconformance to Total Costs � Costs of Nonconformance � (Costs of Conformance of Quality � Costs of Nonconformance) � $2,000,000 � ($1,000,000 �$2,000,000) � 0.67 to 1
d. Costs of Nonconformance as a Percentage of Total Sales � $2,000,000 � $60,000,000 � 3.33%
526 CHAPTER 13 Quality Management and Measurement
Exhibit 13-2 shows that each company spent between 10.22 and 10.48 per- cent of its sales dollars on these costs. The following discussion is based on that analysis:
As demonstrated in Exhibit 13-1, three companies—Able, Baker, and Cane— have taken different approaches to achieving product quality. All three companies are the same size, each having generated $15 million in sales last year.
Using many of the examples of the costs of quality identified in Table 13-1 and the nonfinancial measures of quality listed in Table 13-2, the following sections demonstrate how a company measures and evaluates its progress toward the goal of achieving total quality management
Able Co. Baker Co. Cane Co.
Annual Sales $15,000,000 $15,000,000 $15,000,000
Costs of conformance to customer standards Prevention Costs Quality training of employees $ 210,000 $ 73,500 $ 136,500 Process engineering 262,500 115,500 189,000 Design review of products 105,000 42,000 84,000 Preventive maintenance 157,500 84,000 115,500 Subtotal $ 735,000 $ 315,000 $ 525,000 Appraisal Costs End-of-process sampling and testing $ 126,000 $ 63,000 $ 73,500 Inspection of materials 199,500 31,500 115,500 Quality audits of products 84,000 21,000 42,000 Vendor audits and sample testing 112,500 52,500 63,000 Subtotal $ 522,000 $ 168,000 $ 294,000 Total costs of conformance $ 1,257,000 $ 483,000 $ 819,000
Costs of nonconformance to customer standards Internal Failure Costs Scrap and rework $ 21,000 $ 189,000 $ 126,000 Reinspection of rework 15,750 126,000 73,500 Quality-related downtime 42,000 231,000 178,500 Scrap disposal losses 26,250 84,000 52,500 Subtotal $ 105,000 $ 630,000 $ 430,500 External Failure Costs Warranty claims $ 47,250 $ 94,500 $ 84,000 Returned goods and replacements 15,750 68,250 36,750 Investigation of defects 26,250 78,750 57,750 Customer complaint processing 120,750 178,500 126,000 Subtotal $ 210,000 $ 420,000 $ 304,500
Total costs of nonconformance $ 315,000 $ 1,050,000 $ 735,000
Total costs of quality $ 1,572,000 $ 1,533,000 $ 1,554,000
Total costs of quality as a percentage of sales 10.48% 10.22% 10.36%
Ratio of costs of conformance to total costs of quality 0.80 to 1 0.32 to 1 0.53 to 1
Ratio of costs of nonconformance to total costs of quality 0.20 to 1 0.68 to 1 0.47 to 1
Costs of nonconformance as a percentage of sales 2.10% 7.00% 4.90%
EXHIBIT Analysis of the Costs of Quality
� Which company has serious problems with its products’ quality? Baker Co. spent the least on costs of quality but that’s not the reason it is in serious trouble. Over 68 percent of its costs of quality ($1,050,000 of a total of $1,533,000) was spent on internal and external failure costs. Scrap costs, reinspection costs, the cost of downtime, warranty costs, and customer complaint costs were all high. Baker’s products are very low in quality, which will lead to hard times in the future.
Measuring Quality: An Illustration 527
13-1
� What do you think will happen to the total costs of quality for each company over the next five years? Why?
Able Co. When money is spent on costs of conformance early in a product’s life cycle, quality is integrated into the development and production pro- cesses. Once a high level of quality has been established, total costs of quality should be lower in future years. Able Co. seems to be in that position today.
Baker Co. Baker’s costs of conformance will have to increase significantly if the company expects to stay in business. It is spending 7 percent of its sales revenue on internal and external failure costs. Because the marketplace is not accepting its products, its competitors have the upper hand and the company is in a weak position.
Cane Co. Cane Co. is taking a middle road. This company is spending a little more than half (53 percent) of its cost-of-quality dollars on conformance, so product quality should be increasing. However, the company is still incurring high internal and external failure costs. Cane’s managers must learn to pre- vent such costs if they expect the company to remain competitive.
Able Co. Baker Co. Cane Co.
Vendor Performance Percentage of defect-free materials 2011 98.20% 94.40% 95.20% 2012 98.40% 93.20% 95.30% 2013 98.60% 93.10% 95.20% Production Performance Production quality level (product defects per million) 2011 1,400 4,120 2,710 2012 1,340 4,236 2,720 2013 1,210 4,340 2,680 Delivery Cycle Time Percentage of on-time deliveries 2011 94.20% 76.20% 84.10% 2012 94.60% 75.40% 84.00% 2013 95.40% 73.10% 83.90% Customer Satisfaction Percentage of returned orders 2011 1.30% 6.90% 4.20% 2012 1.10% 7.20% 4.10% 2013 0.80% 7.60% 4.00% Number of customer complaints 2011 22 189 52 2012 18 194 50 2013 12 206 46
EXHIBIT Analysis of Nonfinancial Measures of Quality
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13-2
Evaluating Nonfinancial Measures of Quality
� Able Co. is focusing on costs of conformance and has low costs of nonconformance.
� Baker Co., in contrast, is paying over $1,000,000 in costs of non-conformance because it has not tried to increase spending on prevention and appraisal.
� Cane Co. spends slightly more on costs of conformance than on costs of non- conformance, but, like Baker Co., it is spending too much on failure costs.
FIGURE Comparison of Costs of Quality: Conformance Versus Nonconformance
$1,400,000
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Measuring Quality: An Illustration 529
From the information presented in Exhibit 13-2, we can evaluate each company’s experience in its pursuit of total quality management. That part of the exhibit presents nonfinancial measures for each company for three years—2011, 2012, and 2013. The trends shown there tend to support the findings in the analysis of the costs of quality in Exhibit 13-1.
Able Co. For Able Co., 98.2 percent of the materials received from suppliers in 2011 were of high quality, and the quality has been increasing over the three years. The product defect rate, measured in number of defects per million, has been decreasing rapidly, proof that the costs of conformance are having a positive effect. The percentage of on-time deliveries has been increasing, and both the percentage of returned orders and the number of customer complaints have been decreasing, which means that customer acceptance and satisfaction have been increasing.
Baker Co. Baker Co.’s experience is not encouraging. The number of high- quality shipments of materials from vendors has been decreasing, the product defect rate has been increasing (it seems to be out of control), on-time deliveries were bad to begin with and have been getting worse, more goods have been returned each year, and customer complaints have been on the rise. All those signs reflect the company’s high costs of nonconformance.
Cane Co. Cane Co. is making progress toward higher quality, but its progress is very slow. Most of the nonfinancial measures show a very slight positive trend. More money needs to be spent on the costs of conformance.
A graphic analysis can be very useful when a manager is comparing the per- formance of several operating units. Mere columns of numbers do not always adequately depict differences in operating performance and may be difficult to interpret. In such cases, a chart or graph can help managers see what the data are saying. For example, the bar graph in Figure 13-1 illustrates the amounts that Able, Baker, and Cane are spending on costs of quality. It clearly shows that
13-1
STOP & APPLY
A corporation has two departments, Department C and Department D, that produce two separate product lines. The company has been implementing total quality management over the past year. Conformance and nonconformance cost ratios of quality for the year for each department are pre- sented below. Which department is committed to TQM?
Dept. C Dept. D Totals
Total costs of quality as a percentage of sales 5.00% 5.00% 5.00% Ratio of costs of conformance to total costs of quality 0.70 to 1 0.35 to 1 0.51 to 1 Ratio of costs of nonconformance to total costs of quality 0.30 to 1 0.65 to 1 0.49 to 1 Costs of nonconformance as a percentage of sales 1.50% 3.25% 2.45%
SOLUTION Department C is taking a more serious approach to implementing TQM. It is spending more than twice as much on costs of conformance as on costs of nonconformance. Department D is doing almost the opposite.
The Evolving Concept of Quality
LO4 Discuss the evolving concept of quality.
Much of what organizations now know about quality can be traced to past man- ufacturing initiatives. Before the advent of TQM over 20 years ago, managers assumed that there was a trade-off between the costs and the benefits of improving quality. In economic terms, a return on quality (ROQ) results when the marginal revenues possible from a higher-quality good or service exceed the marginal costs of providing that higher quality. In other words, managers must weigh the high costs of consistent quality against the resulting higher revenues, and they must base the quality standards for a good or service on the expected return on quality.
In the 1980s, quality gave organizations a competitive edge in the global marketplace. W. Edwards Deming and other advocates of TQM stressed improved quality as a means of enhancing an organization’s efficiency and profits. As a result, managers focused on increasing customer satisfaction and product or service quality, and organizations recognized the value of producing highly reliable products. Companies emphasized kaizen, or the gradual and ongoing improvement of products and processes while reducing costs. Quality control methods such as statistical analysis, computer-aided design, and Six Sigma elimi- nated defects in the design and manufacture of products. Today more than 90 percent of the Fortune 500 companies use a combination of those methods.
The story of Motorola and its Six Sigma quality standard illustrates how product quality quickly improved. In 1978, Motorola was losing market share as a result of aggressive competition from high-quality Japanese goods. In response, Motorola set the goal of Six Sigma quality, which meant that Motorola’s cus- tomers would perceive the company’s products and services as perfect. It used the DMAIC (define, measure, analyze, improve, control) and DMADV (define, measure, analyze, design, verify) methods to improve both existing processes and new ones. Motorola applied the Six Sigma quality standard to all aspects of its operations—not just to production. Even Motorola’s Corporate Finance Depart- ment measures defects per unit, tracking its number of errors per monthly close and the time it takes to close the books each month.
Thousands of companies, including Amazon.com, have embraced the data- driven approach of Six Sigma to reduce errors. But Six Sigma has its drawbacks,
530 CHAPTER 13 Quality Management and Measurement
The Walt Disney character Minnie Mouse interacts with customers waiting in line at Disney’s Magic Kingdom in Orlando, Florida. Disney theme parks use characters to keep waiting customers amused, thereby maximizing customers’ satisfaction with the theme park experience.
Courtesy of Joe Raedle/Getty Images.
including diminishing worker morale and invention, and many companies are rethinking Six Sigma as a business cure-all.
Two respected techniques made popular by Six Sigma, benchmarking and process mapping, are still widely used and allow managers to understand and measure quality improvements.
� Benchmarking is the measurement of the gap between the quality of a company’s process and the quality of a parallel process at the best-in-class company. For example, Motorola improved its order-processing system by studying order processing at Lands’ End.
� Process mapping is a method of using a flow diagram to indicate process inputs, outputs, constraints, and flows to help managers identify unnecessary efforts and inefficiencies in a business process. Quality problems and their causes are visually tracked using control charts, histograms, cause-and-effect diagrams, and Pareto diagrams. As a result, customer satisfaction with a product or service and with the buying experience both before and after the sale is enhanced.
Service businesses also recognize the importance of quality and seek to maxi- mize customers’ satisfaction with their services. For example, Disney theme parks minimize customers’ impatience as they wait in long lines by having Disney char- acters interact and play with the crowd. A potential customer problem becomes another opportunity to deliver Disney magic.
In summary, a manager’s concept of quality must continuously evolve to ful- fill customers’ needs and expectations and to meet the demands of the changing business environment. Quality has many dimensions. Not only must a product or service be defect-free and dependable; it must also embody such intangibles as prestige and good taste. Managers must meet or exceed a variety of expecta- tions about customer service and create innovative new products and services that anticipate the opportunities offered by an ever-changing marketplace. The concept of quality means more than having zero defects in a product or service; it means doing everything possible to have zero defections of customers.
The Evolving Concept of Quality 531
STOP & APPLY
Ecommerce has changed the way goods and services are obtained. How do companies like Amazon .com continue to anticipate customer needs? To answer this question, visit Amazon.com’s website.
SOLUTION Ecommerce companies use their huge databases to spot customer trends and maintain their competitive advantage. Such innovations as customer-specific web pages, prepublication book sales, and rapid delivery have benefits for both the company and its customers.
Recognition of Quality
LO5 Recognize the awards and organizations that promote quality.
Many awards and organizations have been established to recognize and promote the importance of quality. Three of the most prestigious awards are the Deming prizes, the EFQM Excellence Award, and the Malcolm Baldrige Quality Award. In addition, the International Organization for Standardization works to pro- mote quality standards worldwide.
Deming Prizes In 1951, the Japanese Union of Scientists and Engineers estab- lished the Deming Application Prize to honor individuals or groups who have con- tributed to the development and dissemination of total quality control. Consider- ation for the prize was originally limited to Japanese companies, but interest in it was so great that the rules were revised to allow the participation of companies outside Japan. Today, the organization awards several Deming prizes to companies and indi- viduals who achieve distinctive results by carrying out total quality control.
EFQM Excellence Award Since the 1990s the nonprofit European Foundation for Quality Management has presented the EFQM Excellence Award annually to businesses and organizations operating in Europe that excel in quality management. The EFQM has also developed a quality framework called the EFQM Excellence Model to help businesses
� Define their vision and measurable goals.
� Understand business systems and their causal relationships and links.
� Identify and promote successful internal and external customer experiences.
� Self-assess their current organizational health.
Malcolm Baldrige National Quality Award In 1987, the U.S. Congress created the Malcolm Baldrige National Quality Award to recognize U.S. organizations for their achievements in quality and business performance and to raise awareness of the importance of quality and performance excellence. Organi- zations are evaluated on the basis of the Baldrige performance excellence criteria, standards that are divided into seven categories:
� Leadership
� Strategic planning
� Customer and market focus
� Measurement, analysis, and knowledge management
� Work force focus
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� Process management
� Results
Thousands of organizations throughout the world accept the Baldrige criteria as the standards for performance excellence and use them for training and self-as- sessment, whether they plan to compete for the award or not. Award winners are showcased annually on the Internet (www.quality.nist.gov) and are encouraged to share their best practices with others.
ISO Standards The International Organization for Standardization (ISO) is a worldwide federation of national standards bodies (http://www.iso.org). It promotes standardization with a view to facilitating the international exchange of goods and services. For example, by developing a standard format for credit cards, standard film speed codes, and standard graphical symbols for use on equipment and diagrams, the ISO has saved time and money for both individuals and businesses worldwide.
To standardize quality management and quality assurance, the ISO has devel- oped families of standards that have been implemented by more than a million organizations in 175 countries. The two most popular standards families are ISO 9000 and ISO 14000. The ISO 14000 series provides an environmental man- agement framework to minimize the harmful environmental effects of business activities and continually improve environmental performance.
ISO 9000 is a set of guidelines for businesses that covers the design, develop- ment, production, final inspection and testing, installation, and servicing of products, processes, and services. Because many organizations do business only with ISO-cer- tified companies, these guidelines have been adopted worldwide. To become ISO certified, an organization must pass a rigorous third-party audit of its manufacturing and service processes. As a result, certified companies have detailed documentation of their operations. There are eight quality management principles of ISO 9000:
� Customer focus
� Leadership
� Involvement of people
� Process approach
� System approach to management
� Continual involvement
� Factual approach to decision making
� Mutually beneficial supplier relationships
Study Note Some ISO standards vary between countries. For example, the standard size of computer paper in the United States is different from the standard size in European countries.
STOP & APPLY
Some quality standards or principles appear to be comparable among the organizations that promote quality. List some of the shared principles.
SOLUTION Quality principles shared by the Baldrige award and ISO include customer focus or customer and market focus; leadership; involvement of people or work force focus; process approach or process management; and factual approach to decision making or measurement, analysis, and knowledge management. There is some overlap in the other areas as well.
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A LOOK BACK AT � AMAZON.COM This chapter’s Decision Point posed the following questions:
• How do Amazon.com’s managers maintain the company’s competitive edge? • What measures of quality can Amazon.com use to evaluate operating
performance?
Doing business over the Internet has added a rich dimension to quality. At Amazon .com, the quality of a customer’s experience is enhanced by the company’s manage- ment information system. By maintaining customer profiles based on previous visits and purchases, Amazon.com can greet customers as they return to the site with a web page customized to their preferences. And by integrating its supply-chain software with its warehousing and data-mining applications, Amazon.com can ensure timely and efficient deliveries to its warehouses and its customers.
Amazon.com’s managers also use their information system’s highly developed infrastructure to meet the changing expectations of their diverse customer base. In assessing customer satisfaction and the responsiveness of the company’s supply chain and value chain, these managers use both nonfinancial and financial measures. To maintain a competitive edge, they will continue to need detailed, real-time informa- tion, both financial and nonfinancial, about every aspect of the company’s operations and the highly competitive environment of ecommerce.
Suppose that three months ago one of Amazon’s subsidiaries installed a new manufac- turing system in its New Products Division. A lean approach is now followed for every- thing from ordering materials and parts to product shipment and delivery. The division’s superintendent is very interested in the initial results of the venture. The following data have been collected for your analysis:
Review Problem
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534 CHAPTER 13 Quality Management and Measurement
Required 1. Analyze the nonfinancial measures of quality of the division for the eight-week
period. Focus on the following areas of performance:
a. Production performance
b. Delivery cycle time
c. Customer satisfaction
2. Summarize your findings in a report to the division’s superintendent.
Answers to Review Problem
1. Analysis of nonfinancial measures of performance. The data given were reorganized as shown below, and one additional piece of information, average waste time, was calculated from the data.
2. Memorandum to the division superintendent:
My analysis of the operating data for the division for the last eight weeks revealed the following:
• Production Performance: Machine downtime is increasing. Also, the equipment utilization rate is down. Machine maintenance time originally decreased, but it has increased in the past two weeks. Department managers should be aware of these potential problem areas.
• Delivery Cycle Time: We are having trouble maintaining the averages for delivery cycle time established eight weeks ago. On-time delivery percentages are slipping. Waste time is increasing, which is contrary to our goals. Backlogged orders are decreasing, which is a good sign from a lean viewpoint but could spell problems in the future. On the positive side, setup time seems to be under control. Emphasis needs to be placed on reducing lead time, cycle time, and process time.
• Customer Satisfaction: Customer satisfaction seems to be improving, as the number of complaints is decreasing rapidly. However, warranty claims have risen significantly in the past three weeks, which may be a signal of quality problems.
Overall, we can see good signs from the new equipment, but we need to pay special attention to all potential problem areas.
A Look Back at Amazon.com 535
STOP & REVIEW
In a management information system (MIS), the primary focus is on the manage- ment of activities, not on costs. By focusing on activities, an MIS provides man- agers with improved knowledge of the processes for which they are responsible. The MIS pinpoints resource usage for each activity and fosters managerial deci- sions that lead to continuous improvement throughout the organization.
As managers plan, they use the MIS database to obtain relevant and reli- able information for formulating strategic plans, making forecasts, and preparing budgets. When managers perform their duties, they use the financial and nonfi- nancial information in the MIS database to implement decisions about personnel, resources, and activities that will minimize waste and improve the quality of their organization’s products or services. When they evaluate performance, managers identify and track financial and nonfinancial performance measures to evaluate all major business functions. By enabling the timely comparison of actual to expected performance, the MIS allows managers to reward performance promptly, take speedy corrective actions, and analyze and revise performance measurement plans. And when they communicate, managers are able to generate customized reports that evaluate performance and provide useful real-time information for decision making.
Total quality management is an organizational environment in which all business functions work together to build quality into a firm’s products or services. The costs of quality are measures of the costs that are specifically related to the achieve- ment or nonachievement of product or service quality. The costs of quality have two components. One is the cost of conforming to a customer’s product or ser- vice standards by preventing defects and failures and by appraising quality and performance. The other is the cost of nonconformance—the costs incurred when defects are discovered before a product is shipped and the costs incurred after a defective product or faulty service is delivered to the customer.
The objective of TQM is to reduce or eliminate the costs of nonconformance, the internal and external failure costs that are associated with customer dissatisfac- tion. To this end, managers can justify high initial costs of conformance if they minimize the total costs of quality over the product’s or service’s life cycle.
Nonfinancial measures of quality are related to product design, vendor perfor- mance, production performance, delivery cycle time, and customer satisfaction. Those measures, together with the costs of quality, help a firm meet its goal of continuously improving product or service quality and the production process.
A manager’s concept of quality must continuously evolve to fulfill customers’ needs and expectations and to meet the demands of the changing business envi- ronment. Quality has many dimensions that extend beyond the mere creation and delivery of a product or service. Managers must satisfy customers today and create innovative products and services for tomorrow. The evolving concept of quality means more than having zero defects in a product or service; it means doing everything possible to have zero defections of customers.
LO1 Describe a management information system, and explain how it enhances
management decision making.
LO2 Defi ne total quality management (TQM), and
identify fi nancial and nonfi nancial measures
of quality.
LO3 Use measures of quality to evaluate operating
performance.
LO4 Discuss the evolving concept of quality.
536 CHAPTER 13 Quality Management and Measurement
The importance of quality has been acknowledged worldwide through the grant- ing of numerous awards, certificates, and prizes for quality. Three of the most prestigious awards are the Deming prizes, the EFQM Excellence Award, and the Malcolm Baldrige Quality Award. In addition, the International Organization for Standardization promotes quality management through the ISO 9000 and 14000 families of standards.
LO5 Recognize the awards and organizations that
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REVIEW of Concepts and Terminology
Stop & Review 537
The following concepts and terms were introduced in this chapter:
Appraisal costs 521
Benchmarking 531
Computer-aided design (CAD) 522
Computer-integrated manufacturing (CIM) systems 523
Costs of conformance 520
Costs of nonconformance 520
Costs of quality 520
Delivery cycle time 523
Delivery time 523
Deming prizes 532
EFQM Excellence Award 532
Enterprise resource planning (ERP) system 518
External failure costs 521
Internal failure costs 521
ISO 9000 533
ISO 14000 533
Kaizen 530
Malcolm Baldrige National Quality Award 532
Management information system (MIS) 518
Prevention costs 521
Process mapping 531
Production cycle time 523
Purchase-order lead time 523
Quality 520
Return on quality (ROQ) 530
Total quality management (TQM) 520
CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Short Exercises Traits of a Management Information System SE 1. What kinds of information does a management information system capture? How do managers use such information?
Continuous Improvement SE 2. Maxy Politt is the controller for Pratt Industries. She has been asked to develop a plan for installing a management information system in her company. The president has already approved the concept and has given Politt the go- ahead. What kind of information will Politt need to give managers to help them with their decision making?
Costs of Quality in a Service Business SE 3. Elam Insurance Agency incurred the following activity costs related to ser- vice quality. Identify those that are costs of conformance (CC) and those that are costs of nonconformance (CN).
Policy processing improvements $76,400 Customer complaints response 34,100 Policy writer training 12,300 Policy error losses 82,700 Policy proofing 39,500
Measures of Quality SE 4. Internal reports on quality at the Lakeside Publishing Company generated the following information for the School Division for the first three months of the year:
Total sales $50,000,000 Costs of quality: Prevention $ 523,000 Appraisal 77,000 Internal failure 860,000 External failure 640,000
Compute the following:
a. Total costs of quality as a percentage of sales b. Ratio of costs of conformance to total costs of quality c. Ratio of costs of nonconformance to total costs of quality d. Costs of nonconformance as a percentage of total sales
Nonfinancial Measures of Quality SE 5. For a fast-food restaurant that specializes in deluxe cheeseburgers, identify two nonfinancial measures of good product quality and two nonfinancial mea- sures of poor product quality.
Vendor Quality SE 6. Cite some specific measures of vendor quality that Nick Michael could use when he installs a quality-certification program for the vendors that supply his company, Stamp It, Inc., with direct materials.
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Measures of Delivery Cycle Time SE 7. Quality Cosmetics, Inc., has developed a set of nonfinancial measures to evaluate on-time product delivery for one of its best-selling cosmetics. The fol- lowing data have been generated for the past four weeks:
Purchase-Order Production Delivery Week Lead Time Cycle Time Time
1 3.0 days 3.5 days 4.0 days 2 2.3 days 3.5 days 3.5 days 3 2.4 days 3.3 days 3.4 days 4 2.5 days 3.2 days 3.3 days
Compute total delivery cycle time for each week. Evaluate the delivery perfor- mance. Is there an area that needs management’s attention?
Return on Quality SE 8. For many years, June Pirolo has used return on quality (ROQ) to evaluate quality. What assumptions about quality did she make?
Quality and Cycle Time SE 9. Motorola’s Finance Department has adapted the concept of delivery cycle time to include the measurement of cycle times for processing customer credit memos, invoices, and orders. Why would such performance measures contribute to Motorola’s quest for Six Sigma quality?
Quality Award Recipients SE 10. What types of organizations are represented by recent recipients of the Malcolm Baldrige Award? Consult the website at http://www.quality.nist.gov.
Exercises Adapting to Changing Information Needs E 1. “What’s all the fuss about managers’ needing to focus on activities instead of costs?” demanded Sam Wards, the controller of Tyme Flies. “The bottom line is all that matters, and our company’s current management information system is just fine for figuring that out. I know that our system is ten years old, but if it isn’t broken, why should we fix it?” How would you respond to Sam Wards?
Costs of Conformance in a Service Business E 2. Home Health Care, LLP, incurred the following service-related activity costs for the month. Prepare an analysis of the costs of conformance by identifying the prevention costs and appraisal costs, and compute the percentage of sales repre- sented by prevention costs, appraisal costs, and total costs of conformance.
Total sales $25,000 Quality training of employees 500 Vendor audits 400 Quality-certified vendors 100 Preventive maintenance 300 Quality sampling of services 200 Field testing of new services 250 Quality circles 50 Quality improvement projects 150 Technical service support 75 Inspection of services rendered 175
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Chapter Assignments 539
Costs of Nonconformance in a Service Business E 3. Home Health Care, LLP, incurred the following service-related activity costs for the month. Prepare an analysis of the costs of nonconformance by identifying the internal failure costs and external failure costs, and compute the percentage of sales represented by internal failure costs, external failure costs, and total costs of nonconformance.
Total sales $25,000 Reinspection of rework 50 Investigation of service defects 300 Lawsuits 0 Quality-related downtime 75 Failure analysis 50 Customer complaint processing 500 Retesting of service scheduling 25 Restoration of reputation 0 Lost sales 100 Replacement services 1,000
Measures of Quality in a Service Business E 4. Rehab Health Care, LLC, incurred the following service-related activity costs for the month:
Total sales $42,000 Customer complaint processing 1,200 Employee training 400 Reinspection and retesting 500 Design review of service procedures 300 Technical support 200 Investigation of service defects 800 Sample testing of vendors 100 Inspection of supplies 150 Quality audits 250 Quality-related downtime 300
Prepare an analysis of the costs of quality for Rehab Health Care, LLC. Catego- rize the costs as (a) costs of conformance, with subsets of prevention costs and appraisal costs, or (b) costs of nonconformance, with subsets of internal failure costs and external failure costs. Compute the percentage of sales represented by prevention costs, appraisal costs, total costs of conformance, internal failure costs, external failure costs, total costs of nonconformance, and total costs of quality. Also compute the ratio of costs of conformance to total costs of quality and the ratio of costs of nonconformance to total costs of quality.
Costs of Quality E 5. Lager Corp. produces and supplies automotive manufacturers with the mechanisms used to adjust the positions of front seating units. Several competi- tors have recently entered the market, and management is concerned that the quality of the company’s current products may be surpassed by the quality of the new competitors’ products. The controller was asked to conduct an analysis of the efforts in January to improve product quality. His analysis generated the fol- lowing costs of quality:
Training of employees $22,400 Customer service 13,600 Reinspection of rework 28,000
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540 CHAPTER 13 Quality Management and Measurement
Quality audits $31,300 Design review 27,500 Warranty claims 67,100 Sample testing of materials 27,400 Returned goods 98,700 Preventive maintenance 26,500 Quality engineering 18,700 Setup for testing new products 42,100 Scrap and rework 76,500 Losses caused by vendor scrap 65,800 Product simulation 28,400
1. Prepare a detailed analysis of the costs of quality. 2. Comment on the company’s current efforts to improve product quality.
Measuring Costs of Quality E 6. A corporation has two departments that produce two separate product lines. The company has been implementing total quality management over the past year. Revenue and costs of quality for that year are presented below.
Dept. G Dept. H Totals Annual sales $9,200,000 $11,000,000 $20,200,000 Costs of quality Prevention costs $ 186,000 $ 124,500 $ 310,500 Appraisal costs 136,000 68,000 204,000 Internal failure costs 94,000 197,500 291,500 External failure costs 44,000 160,000 204,000 Totals $ 460,000 $ 550,000 $ 1,010,000
Which department is taking a more serious approach to implementing TQM? Base your answer on the following computations:
a. Total costs of quality as a percentage of sales b. Ratio of costs of conformance to total costs of quality c. Ratio of costs of nonconformance to total costs of quality d. Costs of nonconformance as a percentage of sales
Measures of Product Design Quality E 7. Being first to market with its newest product, the pocket e-book, was the goal of management at Read It, Inc. Comment on how the company’s measures of product design quality, which follow, compare with the industry benchmarks.
Read It, Industry Measures of Product Design Quality Inc. Benchmark
Number of design defects detected 50 50 Unresolved design defects at time of product introduction 10 5 Average time between defect detection and correction (hours) 4 8 Time to market (time from design idea to market) (days) 60 100
Measures of Vendor Performance E 8. Hal Justin, the manager of a hotel that caters to traveling businesspeople, is reviewing the nonfinancial measures of quality for the hotel’s dry-cleaning service. Six months ago, he contracted with a local dry-cleaning company to provide the
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Chapter Assignments 541
service to hotel guests. The cleaner promised a four-hour turnaround on all dry- cleaning orders. Comment on the following measures for the last six months.
January February March April May June Percentage of complaints 1% 2% 1% 2% 2% 1% Percentage of on-time deliveries 100% 75% 100% 80% 85% 100% Number of orders 300 400 400 500 600 600
Measures of Production Performance E 9. Analyze the following nonfinancial measures of quality for Holiday Express, Inc., a supplier of mistletoe, for a recent four-week period. Focus specifically on measures of production performance.
Measures of Quality Week 1 Week 2 Week 3 Week 4 Percentage of defective products per million produced 1.0% 0.8% 0.6% 0.5% Equipment utilization rate 90% 91% 89% 90% Machine downtime (hours) 12 10 13 12 Machine maintenance time (hours) 8 8 8 8 Machine setup time (hours) 4 2 5 4
Measures of Delivery Cycle Time E 10. Compute the missing numbers for a, b, c, and d for the delivery cycle time for Companies M, N, Q, and P.
Purchase-Order Production Delivery Total Delivery Company Lead Time Cycle Time Time Cycle Time
M a 2 1 4 N 2 4 b 9 Q 10 c 15 30 P 2 7 1 d
Analysis of Waste Time E 11. Calculate the missing numbers for a, b, c, and d to analyze the waste time for the following orders. Comment on your findings.
Name of Production Average Process Average Setup Waste Order Cycle Time Time Time Time Nguyen 6 a 1 1 Smith b 9 4 2 Gomez 9 5 c 3 Patel 8 3 1 d
Nonfinancial Measures of Quality and TQM E 12. “A satisfied customer is the most important goal of this company!” was the opening remark of the corporate president, Alice Nunes, at the monthly execu- tive committee meeting of Santiago Company. The company manufactures tube products for customers in 16 western states. It has four divisions, each producing a different type of tubing material. Nunes, a proponent of total quality manage- ment, was reacting to the latest measures of quality from the four divisions. The data for the four divisions follow.
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542 CHAPTER 13 Quality Management and Measurement
Brass Plastics Aluminum Copper Company Division Division Division Division Averages
Vendor on-time delivery 97.20% 91.40% 98.10% 88.20% 93.73%* Production quality rates (defective parts per million) 1,440 2,720 1,370 4,470 2,500 On-time shipments 89.20% 78.40% 91.80% 75.60% 83.75% Returned orders 1.10% 4.60% 0.80% 6.90% 3.35% Number of customer complaints 24 56 10 62 38 Number of warranty claims 7 12 4 14 9.3*
*Rounded.
Why was Nunes upset? Which division or divisions do not appear to have satisfied customers? What criteria did you use to make your decision?
Nonfinancial Data Analysis E 13. Takada Company makes racing bicycles. Its Lightning model is considered the top of the line in the industry. Three months ago, to improve quality and reduce production time, Takada Company purchased and installed a computer- integrated manufacturing system for the Lightning model. Management is inter- ested in cutting time in all phases of the delivery cycle. The controller’s office gathered these data for the past four-week period:
Week 1 2 3 4
Average process time (hours) 24.6 24.4 23.8 23.2 Average setup time (hours) 1.4 1.3 1.2 1.1 Customer complaints 7 6 8 9 Delivery time (hours) 34.8 35.2 36.4 38.2 On-time deliveries (%) 98.1 97.7 97.2 96.3 Production backlog (units) 8,230 8,340 8,320 8,430 Production cycle time (hours) 28.5 27.9 27.2 26.4 Purchase-order lead time (hours) 38.5 36.2 35.5 34.1 Warranty claims 2 3 3 2
Analyze the performance of the Lightning model for the four-week period, focus- ing specifically on product delivery cycle time and on customer satisfaction.
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Innovation and Quality E 14. Ecommerce has changed the way goods and services are obtained. How do companies like Barnes and Noble or Borders or Books-A-Million continue to anticipate customer needs? To answer this question, visit their websites.
Quality Awards E 15. How do the Malcolm Baldrige Quality Award and the ISO 9000 standards differ? Consult their websites at www.quality.nist.gov and www.iso.org.
Problems Costs and Nonfinancial Measures of Quality P 1. Minturn Enterprises, Inc., operates as three autonomous companies, each with a chief executive officer who oversees its operations. At a recent corporate meeting, the company CEOs agreed to adopt total quality management and to track, record, and analyze their costs and nonfinancial measures of quality. All three companies are operating in highly competitive markets. Sales and quality- related data for September follow. Carbondale Wolcott Silverthorne Company Company Company
Annual sales $11,600,000 $13,300,000 $10,800,000 Costs of quality Vendor audits $ 69,000 $ 184,800 $ 130,800 Quality audits 58,900 115,550 141,700 Failure analysis 188,500 92,400 16,350 Design review of products 80,500 176,700 218,000 Scrap and rework 207,000 160,800 21,200 Quality-certified suppliers 49,200 105,600 231,600 Preventive maintenance 92,000 158,400 163,500 Warranty adjustments 149,550 105,600 49,050 Product recalls 201,250 198,000 80,050 Quality training of employees 149,500 237,600 272,500 End-of-process sampling and testing 34,500 145,200 202,700 Reinspection of rework 126,500 66,000 27,250 Returned goods 212,750 72,600 16,350 Customer complaint processing 109,250 162,450 38,150 Total costs of quality $ 1,728,400 $ 1,981,700 $ 1,609,200 Nonfinancial measures of quality Number of warranty claims 61 36 12 Customer complaints 107 52 18 Defective parts per million 4,610 2,190 1,012 Returned orders 9.20% 4.10% 0.90%
Required 1. Prepare an analysis of the costs of quality for the three divisions. Categorize
the costs as (a) costs of conformance, with subsets of prevention costs and appraisal costs, or (b) costs of nonconformance, with subsets of internal fail- ure costs and external failure costs. Compute the total costs in each category for each company.
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2. For each company compute the percentage of sales represented by prevention costs, appraisal costs, total costs of conformance, internal failure costs, exter- nal failure costs, total costs of nonconformance, and total costs of quality.
3. Interpret the cost-of-quality data for each company. Is its product of high or low quality? Why? Is each company headed in the right direction to be com- petitive?
4. Evaluate the nonfinancial measures of quality in terms of customer satisfac- tion. Are the results consistent with your analysis in requirement 3? Explain your answer.
Analysis of Nonfinancial Data P 2. Enterprises, Inc., manufactures several lines of small machinery. Before the company installed automated equipment, the total delivery cycle time for its Coin machine models averaged about three weeks. Last year, management decided to purchase a new computer-integrated manufacturing system for the Coin line. The following is a summary of operating data for the past eight weeks for the Coin line:
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Week 1 2 3 4 5 6 7 8 Average process time (hours) 7.20 7.20 7.10 7.40 7.60 7.20 6.80 6.60 Average setup time (hours) 2.20 2.20 2.10 1.90 1.90 1.80 2.00 1.90 Customer complaints 5 6 4 7 6 8 9 9 Delivery time (hours) 36.20 37.40 37.20 36.40 35.90 35.80 34.80 34.20 Equipment utilization rate (%) 98.10 98.20 98.40 98.10 97.80 97.60 97.80 97.80 Machine downtime (hours) 82.30 84.20 85.90 84.30 83.40 82.20 82.80 80.40 Machine maintenance time (hours) 50.40 52.80 49.50 46.40 47.20 45.80 44.80 42.90 On-time deliveries (%) 92.40 92.50 93.20 94.20 94.40 94.10 95.80 94.60 Production backlog (units) 15,230 15,440 15,200 16,100 14,890 13,560 13,980 13,440 Production cycle time (hours) 12.20 12.60 11.90 11.80 12.20 11.60 11.20 10.60 Purchase-order lead time (hours) 26.20 26.80 26.50 25.90 25.70 25.30 24.80 24.20 Warranty claims 2 2 3 2 3 4 3 3
Required 1. Analyze the performance of the Coin machine line for the eight-week period.
Focus on performance in the following areas. Carry your answers to two decimal places. a. Production performance b. Delivery cycle time, including computations of delivery cycle time and
waste time c. Customer satisfaction
2. Summarize your findings in a report to the company’s president, Wilhem Devore.
Chapter Assignments 545
Costs of Quality P 3. Karen Setten, regional manager of Heavenly Pies, is evaluating the perfor- mance of four pie kitchens in her region. In accordance with the company’s costs- of-quality standards of performance, the four locations provided these data for the past six months:
Aspen Basalt Frisco Dillon Sales $1,800,000 $1,500,000 $1,400,000 $1,200,000 Prevention costs $ 32,000 $ 48,000 $ 16,000 $ 20,000 Appraisal costs 42,000 32,000 18,000 25,000 Internal failure costs 24,000 21,000 42,000 30,000 External failure costs 3,000 16,000 45,000 5,000 Total costs of quality $ 131,000 $ 117,000 $ 121,000 $ 100,000
Required 1. For each location, compute the percentages of sales represented by preven-
tion costs, appraisal costs, total costs of conformance, internal failure costs, external failure costs, total costs of nonconformance, and total costs of quality. Carry your answers to two decimal places.
2. For each location, calculate the ratio of costs of conformance to costs of qual- ity and the ratio of costs of nonconformance to costs of quality.
3. Interpret the cost-of-quality data for each location. Rank the locations in terms of quality.
Interpreting Measures of Quality P 4. Watts Corporation supplies electronic circuitry to major appliance manufac- turers in all parts of the world. Producing a high-quality product in each of the company’s four divisions is the mission of management. Each division is required to record and report its efforts to achieve quality in all of its primary product lines. The following information for the most recent three-month period was submitted to the chief financial officer:
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Glenwood Division Lakes Division Springs Division Gilman Division % of % of % of % of Amount Revenue Amount Revenue Amount Revenue Amount Revenue Costs of Quality Costs of Conformance Prevention costs: Quality training of employees $ 4,400 $ 15,600 $ 23,600 $ 8,900 Process engineering 3,100 19,700 45,900 9,400 Preventive maintenance 5,800 14,400 13,800 11,100 Total prevention costs $ 13,300 0.95% $ 49,700 3.11% $ 83,300 5.55% $ 29,400 1.73%
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Glenwood Division Lakes Division Springs Division Gilman Division % of % of % of % of Amount Revenue Amount Revenue Amount Revenue Amount Revenue Appraisal costs: End-of-process sampling and testing $ 3,500 $ 19,500 $ 21,400 $ 6,900
Quality audits of products 6,100 11,900 17,600 8,700 Vendor audits 4,100 10,100 9,800 7,300 Total appraisal costs $ 13,700 0.98% $ 41,500 2.59% $ 48,800 3.25% $ 22,900 1.35% Total costs of conformance $ 27,000 1.93% $ 91,200 5.70% $132,100 8.80% $ 52,300 3.08% Costs of Nonconformance Internal failure costs: Quality-related downtime $ 26,800 $ 8,300 $ 6,500 $ 22,600 Scrap and rework 17,500 9,100 7,800 16,200 Scrap disposal losses 31,200 7,200 3,600 19,900 Total internal failure costs $ 75,500 5.39% $ 24,600 1.54% $ 17,900 1.19% $ 58,700 3.45% External failure costs: Warranty claims $ 22,600 $ 4,400 $ 2,500 $ 17,100 Customer complaint processing 31,600 8,100 6,400 22,300 Returned goods 29,900 5,600 3,100 19,800 Total external failure costs $ 84,100 6.01% $ 18,100 1.13% $ 12,000 0.80% $ 59,200 3.48% Total costs of nonconformance $159,600 11.40% $ 42,700 2.67% $ 29,900 1.99% $117,900 6.93% Total costs of quality $186,600 13.33% $133,900 8.37% $162,000 10.79% $170,200 10.01%
Ratios of Nonfinancial Measures: Number of sales to number of warranty claims 168 to 1 372 to 1 996 to 1 225 to 1
Number of products produced to number of products reworked 1,420 to 1 3,257 to 1 6,430 to 1 2,140 to 1 Change in throughput time (positive amount means time reduction) (�4.615%) 2.163% 5.600% (�1.241%)
Total number of deliveries to number of late deliveries 86 to 1 168 to 1 290 to 1 128 to 1
Chapter Assignments 547
Required 1. Rank the divisions in order of their apparent product quality. 2. What three measures were most important in your rankings in 1? Why? 3. Which division is most successful in its bid to improve quality? What mea-
sures illustrate its high-quality rating? 4. Consider the two divisions producing the lowest-quality products. What
actions would you recommend to the management of each division? Where should their quality dollars be spent?
Alternate Problems Costs and Nonfinancial Measures of Quality P 5. The Janelle Company operates as three autonomous divisions. Each divi- sion has a general manager in charge of product development, production, and distribution. Management recently adopted total quality management, and the divisions now track, record, and analyze their costs and nonfinancial measures of quality. All three divisions are operating in highly competitive marketplaces. Sales and quality-related data for April are summarized below.
East Central West Division Division Division
Annual sales $8,500,000 $9,500,000 $13,000,000 Costs of quality Field testing $ 51,600 $ 112,800 $ 183,950 Quality audits 17,200 79,100 109,650 Failure analysis 103,100 14,700 92,700 Quality training of employees 60,200 188,000 167,700 Scrap and rework 151,000 18,800 154,800 Quality-certified suppliers 34,400 94,000 108,200 Preventive maintenance 65,800 148,000 141,900 Warranty claims 107,500 42,300 106,050 Customer complaint processing 151,500 108,100 154,800 Process engineering 94,600 235,000 232,200 End-of-process sampling and testing 24,700 178,600 141,900 Scrap disposal losses 77,400 23,500 64,500 Returned goods 152,500 16,200 45,150 Product recalls 64,500 32,900 64,500 Total costs of quality $1,156,000 $1,292,000 $ 1,768,000 Nonfinancial measures of quality Defective parts per million 3,410 1,104 1,940 Returned orders 7.40% 1.10% 3.20% Customer complaints 62 12 30 Number of warranty claims 74 16 52
Required 1. Prepare an analysis of the costs of quality for the three divisions. Categorize
the costs as (a) costs of conformance, with subsets of prevention costs and appraisal costs, or (b) costs of nonconformance, with subsets of internal fail- ure costs and external failure costs. Compute the total costs for each category for each division.
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2. For each division, compute the percentage of sales represented by prevention costs, appraisal costs, total costs of conformance, internal failure costs, exter- nal failure costs, total costs of nonconformance, and total costs of quality.
3. Interpret the cost-of-quality data for each division. Is each division’s product of high or low quality? Explain your answers. Are the divisions headed in the right direction to be competitive?
4. Evaluate the nonfinancial measures of quality in terms of customer satisfac- tion. Are the results consistent with your analysis in requirement 3? Explain your answers.
Analysis of Nonfinancial Data P 6. Park Electronics Company is known for its high-quality products and on- time deliveries. Six months ago, it installed a computer-integrated manufactur- ing system in its Sensitive Components Department. The new equipment pro- duces the entire component, so the finished product is ready to be shipped when needed. During the past eight-week period, the controller’s staff gathered the data that appear below.
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Week 1 2 3 4 5 6 7 8 Average process time (hours) 10.90 11.10 10.60 10.80 11.20 11.80 12.20 13.60 Average setup time (hours) 2.50 2.60 2.60 2.80 2.70 2.40 2.20 2.20 Customer complaints 11 10 23 15 9 7 5 6 Delivery time (hours) 26.20 26.40 26.10 25.90 26.20 26.60 27.10 26.40 Equipment utilization rate (%) 96.20 96.10 96.30 97.20 97.40 96.20 96.40 95.30 Machine downtime (hours) 106.40 108.10 120.20 110.40 112.80 102.20 124.60 136.20 Machine maintenance time (hours) 64.80 66.70 72.60 74.20 76.80 66.60 80.40 88.20 On-time deliveries (%) 97.20 97.50 97.60 98.20 98.40 96.40 94.80 92.60 Production backlog (units) 10,246 10,288 10,450 10,680 10,880 11,280 11,350 12,100 Production cycle time (hours) 16.50 16.40 16.30 16.10 16.30 17.60 19.80 21.80 Purchase-order lead time (hours) 15.20 15.10 14.90 14.60 14.60 13.20 12.40 12.60 Warranty claims 4 8 2 1 6 4 2 3
Required 1. Analyze the performance of the Sensitive Components Department for the
eight-week period. Focus on performance in the following areas: (a) produc- tion performance, (b) delivery cycle time (include computations of delivery cycle time and waste time), and (c) customer satisfaction. Carry your answers to two decimal places.
2. Summarize your findings in a report to the department’s superintendent, André Park.
Costs of Quality P 7. Creed Napier, the regional manager of E-Taxes, Inc., is evaluating the per- formance of four ecommerce tax preparation sites in her region. The following data for the past six months were presented to her by each site in accordance with the company’s costs-of-quality standards of performance:
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Small Business Big Business Self-Employed Partnership Portal Portal Portal Portal
Sales $5,000,000 $10,000,000 $8,000,000 $6,000,000 Prevention costs $ 62,000 $ 58,000 $ 16,000 $ 20,000 Appraisal costs 32,000 42,000 28,000 15,000 Internal failure costs 54,000 31,000 32,000 40,000 External failure costs 3,000 26,000 55,000 35,000 Total costs of quality $ 171,000 $ 157,000 $ 131,000 $ 110,000
Required 1. For each site, compute the percentages of sales represented by prevention
costs, appraisal costs, total costs of conformance, internal failure costs, exter- nal failure costs, total costs of nonconformance, and total costs of quality.
2. For each site, calculate the ratio of costs of conformance to costs of quality and the ratio of costs of nonconformance to costs of quality.
3. Interpret the cost-of-quality data for each site. Rank the sites in terms of quality.
Interpreting Measures of Quality P 8. Travis Corporation has five divisions, each manufacturing a product line that competes in the global marketplace. The company is planning to compete for the Malcolm Baldrige Award, so management requires that each division record and report its efforts to achieve quality in its product line. The information below was submitted to the company’s controller for the most recent six-month period.
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Required 1. Prepare an analysis of the costs of quality for each division. Categorize the
costs as costs of conformance or costs of nonconformance. Carry your answers to two decimal places.
550 CHAPTER 13 Quality Management and Measurement
2. For each division, compute the percentage of total revenue for each of the four cost-of-quality categories and the ratios for the nonfinancial data.
3. Rank the divisions in order of their apparent product quality. 4. What three measures were most important in your rankings in requirement
3? Why? 5. Which division has been most successful in its bid to improve quality? What
measures illustrate its high quality rating? 6. Consider the two divisions producing the lowest-quality products. What
actions would you recommend to the management of each division? Where should their quality dollars be spent?
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ENHANCING Your Knowledge, Skills, and Critical Thinking
MIS and Ethics C 1. Three months ago, Maxwell Enterprises hired a consultant, Stacy Slone, to assist in the design and installation of a new management information system for the company. Mike Cams, one of Maxwell’s systems design engineers, was assigned to work with Slone on the project. During the three-month period, Slone and Cams met six times and developed a tentative design and installation plan for the MIS. Before the plan was to be unveiled to top management, Cams asked his supervisor, Todd Bowman, to look it over and comment on the design.
Included in the plan was the consolidation of three engineering functions into one. Both of the supervisors of the other two functions had seniority over Bowman, so he believed that the design would lead to his losing his management position. He communicated this to Cams and ended his comments with the fol- lowing statement: “If you don’t redesign the system to accommodate all three of the existing engineering functions, I will give you an unsatisfactory performance evaluation for this year!”
How should Cams respond to Bowman’s assertion? Should he handle the problem alone, keeping it inside the company, or communicate the comment to Slone? Outline Carns’s options, and be prepared to discuss them in class.
Evaluating Performance Measures C 2. Ahern Company and Siedle Company compete in the same industry. Each company is located in a large midwestern city, and each employs between 300 and 350 people. Both companies have adopted a total quality management approach, and both want to improve their ability to compete in the marketplace. They have installed common performance measures to help track their quest for quality and a competitive advantage.
During the most recent three-month period, Ahern Company and Siedle Company generated the data that follow.
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Chapter Assignments 551
Ahern Company Siedle Company Performance Measures Financial Nonfinancial Financial Nonfinancial Production performance Equipment utilization rate 89.4% 92.1% Machine downtime (in machine hours) 720 490 Delivery cycle time On-time deliveries 92.1% 96.5% Purchase-order lead time (hours) 17 18 Production cycle time (hours) 14 16 Waste time (hours) 3 2 Customer satisfaction Customer complaints 28 24 Scrap and rework costs $14,390 $13,680 Field service costs 9,240 7,700
1. For each measure, indicate which company has the better performance. 2. Which company is more successful in achieving a total quality environment
and an improved competitive position? Explain your answer.
Reports on Quality Data C 3. Jim Macklin is chief executive officer of Red Cliff Machinery, Inc. The com- pany adopted a JIT operating environment five years ago. Since then, each seg- ment of the company has been converted, and a complete computer-integrated manufacturing system operates in all parts of the company’s five plants. Process- ing of Red Cliff Machinery’s products now averages less than four days once the materials have been put into production.
Macklin is worried about customer satisfaction and has asked you, as the con- troller, for some advice and help. He has also asked the Marketing Department to perform a quick survey of customers to determine weak areas in customer rela- tions. Here is a summary of four customers’ replies:
Customer A: Customer for five years; waits an average of six weeks for delivery; located 1,200 miles from plant; returns an average of 3 percent of products; receives 90 percent on-time deliveries; never hears from sales person after placing order; likes quality or would go with competitor.
Customer B: Customer for seven years; waits an average of five weeks for deliv- ery; orders usually sit in backlog for at least three weeks; located 50 miles from plant; returns about 5 percent of products; receives 95 percent on-time deliveries; has great rapport with sales person; sales person is why this cus- tomer is loyal.
Customer C: Customer for twelve years; waits an average of seven weeks for delivery; located 1,500 miles from plant; returns about 4 percent of prod- ucts; receives 92 percent on-time deliveries; sales person is available but of little help in getting faster delivery; customer is thinking about dealing with another source for its product needs.
Customer D: Customer for fifteen years; very pleased with company’s product; waits almost five weeks for delivery; located 120 miles from plant; returns only 2 percent of goods received; rapport with sales person is very good; follow-up
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service of sales person is excellent; would like delivery cycle time reduced to equal that of competitors; usually deals with three-week backlog.
1. Identify the areas of concern, and give at least three examples of reports that will help managers improve the company’s response to customer needs.
2. Assume that you are asked to write a report that will provide information about customer satisfaction. In preparation for writing the report, answer the following questions: a. What kinds of information do you need to prepare this report? b. Why is this information relevant? c. Where would you find this information (i.e., what sources would you
use)? d. When would you want to obtain this information?
Quality Measures and Techniques C 4. Motorola’s Total Customer Satisfaction (TCS) Teams are cross-functional teams that use customer-focused methods to solve quality and process problems. According to Motorola’s website, one TCS Team success story involved an inter- national supplier with quality and delivery problems. These problems required additional order expediting and rework and were causing customer dissatisfac- tion. The TCS Team’s report to management disclosed the following: • By evaluating and revising the product’s design with input from the interna-
tional supplier, the team created a more robust finished product. • The team’s adoption of process capability studies, together with continuous
monitoring, resulted in improved quality for the international supplier. • When sourcing was moved to a local supplier, the number of times the inven-
tory turned over annually improved. It went from 26 to 52 times a year. • Over the three-year life of the product, the team’s changes resulted in
$831,438 in cost savings. 1. From the TCS Team’s report, identify the key issues involved in solving the
international supplier’s quality and process problems. 2. How could the team have applied the process-based techniques of bench-
marking and process mapping to improve quality?
Cookie Company (Continuing Case) C 5. In this chapter, in preparation for developing a website for your company, you will compare the quality of cookie manufacturers’ websites. Visit three sites from the following list: • www.CherylandCo.com • www.DavidsCookies.com • www.famous-amos.com • www.Gojigourmet.com • www.MrsFields.com
What features does each site offer its customers? Do the sites offer both pre- and post-sale assistance? In your opinion, how have these websites affected the way cookies are sold? What features will your company’s website have?
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The Management Process
C H A P T E R
Financial Analysis of Performance
T he purpose of financial reporting is to communicate to credi-tors, investors, and other interested parties the financial results of a business in a useful and understandable way. The fundamental
responsibility for reporting those financial results rests with the busi-
ness’s management. When the financial statements are published in
quarterly or annual reports, managers are required to analyze and dis-
cuss company performance results. External parties use these unau-
dited manager insights along with the audited financial statements to
evaluate a company’s financial performance and judge management
effectiveness. Because financial measures play a key role in executive
compensation, there is always the risk that they will be manipulated.
External users of financial statements therefore need to be familiar
with the analytical tools and techniques used in financial performance
analysis and the assumptions that underlie them.
L E A R N I N G O B J E C T I V E S
LO1 Describe the objectives, standards of comparison, sources of information, and compensation issues in measuring financial performance.
LO2 Apply horizontal analysis, trend analysis, vertical analysis, and ratio analysis to financial statements.
LO3 Apply ratio analysis to financial statements in a comprehensive evaluation of a company’s financial performance.
PLAN Prepare forward-looking financial statements based on budgets and forecasts.
∇
PERFORM
Prepare financial statements.∇
REPORT
Publish financial statements and management analyses.
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EVALUATE
Assess financial performance using various objectives and standards of comparison.
∇
Apply analysis tools and techniquesto the financial statements.
∇
Comparisons within and across financial statements help managers assess financial performance.
(pp. 556–563)
(pp. 563–570)
(pp. 571–578)
14
554
� What standards should be used to evaluate Starbucks’ performance?
� What analytical tools are available to measure performance?
� How successful has the company’s management been in creating value for shareholders?
DECISION POINT � A MANAGER’S FOCUS STARBUCKS CORPORATION
Formed in 1985, Starbucks is today the world’s leading roaster and retailer of specialty coffee. The company purchases and roasts whole coffee beans and sells them, along with a variety of freshly brewed cof- fees and other beverages, food items, and coffee-related merchandise, in its retail shops. It also produces and sells bottled coffee drinks, a line of premium ice creams, and, most recently, instant coffee products. Star- bucks is one of the most recognized and respected brands in the world.
Like many other companies, Starbucks uses financial perfor- mance measures, primarily earnings per share, in determining com- pensation for top management. Earnings per share and some of the measures that drive earnings per share appear in the company’s annual report and are shown in the Financial Highlights below.1 By linking compensation to financial performance, Starbucks provides its executives with incentive to improve the company’s performance. Compensation and financial performance are thus linked to increas- ing shareholders’ value.
STARBUCKS’ FINANCIAL HIGHLIGHTS (In millions, except profit margin and earnings per share) 2008 2007 2006 2005
Net revenues $10,383.0 $9,411.5 $7,786.9 $6,369.3 Net earnings $315.5 $672.6 $564.3 $494.4 Profit margin 3.0% 7.1% 7.2% 7.8% Earnings per share—basic $0.43 $0.90 $0.74 $0.63
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Foundations of Financial Performance Measurement
LO1 Describe the objectives, standards of comparison, sources of information, and com- pensation issues in measuring financial performance.
Financial performance measurement, also called financial statement analysis, uses all the techniques available to show how important items in a company’s financial statements relate to the company’s financial objectives. Persons with a strong interest in measuring a company’s financial performance fall into two groups:
1. A company’s top managers, who set and strive to achieve financial perfor- mance objectives; middle-level managers of business processes; and lower- level employees who own stock in the company
2. Creditors and investors, as well as customers who have cooperative agree- ments with the company
Financial Performance Measurement: Management’s Objectives All the strategic and operating plans that management formulates to achieve a com- pany’s goals must eventually be stated in terms of financial objectives. A primary objective is to increase the wealth of the company’s stockholders, but this objective must be divided into categories. A complete financial plan should have financial objectives and related performance objectives in all the following categories:
Financial Objective Performance Objective
Liquidity The company must be able to pay bills when due and meet unexpected needs for cash.
Profitability It must earn a satisfactory net income.
Long-term solvency It must be able to survive for many years.
Cash flow adequacy It must generate sufficient cash through operating, investing, and financing activities.
Market strength It must be able to increase stockholders’ wealth.
One of management’s primary responsibilities is to achieve the company’s financial objectives. This requires:
� Monitoring key financial performance measures constantly for each objective listed above.
� Determining the cause of any deviations from the measures, and taking cor- rective action.
� Comparing actual performance with the key performance measures in monthly, quarterly, and annual reports.
� Providing information and data for long-term trend analyses.
Managers communicate financial plans, risks, and results on the company website, in published reports, and in press releases. Many of these reports are required by the Securities and Exchange Commission (SEC) for publicly traded companies. They are public documents and can be viewed by anyone.
Financial Performance Measurement: Creditors’ and Investors’ Objectives Creditors and investors use financial performance evaluation to judge a compa- ny’s past performance and present position. They also use it to assess a company’s future potential and the risk connected with acting on that potential.
556 CHAPTER 14 Financial Analysis of Performance
� An investor focuses on a company’s potential earnings ability because that ability will affect the market price of the company’s stock and the amount of dividends the company will pay.
� A creditor focuses on the company’s potential debt-paying ability.
Past performance is often a good indicator of future performance. To evaluate a company’s past performance, creditors and investors look at trends in past sales, expenses, net income, cash flow, and return on investment. To evaluate its cur- rent position, they look at its assets, liabilities, cash position, debt in relation to equity, and levels of inventories and receivables. Knowing a company’s past per- formance and current position can be important in judging its future potential and the related risk. The risk involved in making an investment or loan depends on how easy it is to predict future profitability or liquidity.
� In return for taking a greater risk, investors often look for a higher expected return (an increase in market price plus dividends).
� Creditors who take a greater risk by advancing funds to a new company may demand a higher interest rate and more assurance of repayment (a secured loan, for instance). The higher interest rate reimburses them for assuming the higher risk.
Standards of Comparison When analyzing financial statements, decision makers must judge whether the relationships they find in the statements are favorable or unfavorable. Three stan- dards of comparison that they commonly use are rule-of-thumb measures, a com- pany’s past performance, and industry norms.
Rule-of-Thumb Measures Many managers, financial analysts, investors, and lenders apply general standards, or rule-of-thumb measures, to key financial ratios. For example, most analysts today agree that a current ratio (current assets divided by current liabilities) of 2:1 is acceptable.
In its Industry Norms and Key Business Ratios, the credit-rating firm of Dun & Bradstreet offers such rules of thumb as the following:
� Current debt to tangible net worth: A business is usually in trouble when this relationship exceeds 80 percent.
� Inventory to net working capital: Ordinarily, this relationship should not exceed 80 percent.
Although rule-of thumb measures may suggest areas that need further inves- tigation, there is no proof that the levels they specify apply to all companies. A company with a current ratio higher than 2:1 may have a poor credit policy (causing accounts receivable to be too large), too much inventory, or poor cash management. Another company may have a ratio lower than 2:1 but still have excellent management in all three of those areas. Thus, rule-of-thumb measures must be used with caution.
Past Performance Comparing financial measures or ratios of the same com- pany over time is an improvement over using rule-of-thumb measures. Such a comparison gives the analyst some basis for judging whether the measure or ratio is getting better or worse. Thus, it may be helpful in showing future trends. How- ever, trends reverse at times, so such projections must be made with care.
Study Note Rules of thumb evolve and change as the business environment changes. Not long ago, an acceptable current ratio was higher than today’s 2:1.
Foundations of Financial Performance Measurement 557
Another problem with analyzing trends is that past performance may not be enough to meet a company’s present needs. For example, even though a company improves its return on investment from 3 percent in one year to 4 percent the next year, the 4 percent return may not be adequate for the company’s current needs. In addition, using a company’s past performance as a standard of compari- son is not helpful in judging its performance relative to that of other companies.
Industry Norms Using industry norms as a standard of comparison overcomes some of the limitations of comparing a company’s measures or ratios over time. Industry norms show how a company compares with other companies in the same industry. For example, if companies in a particular industry have an average rate of return on investment of 8 percent, a 3 or 4 percent rate of return is prob- ably not adequate. Industry norms can also be used to judge trends. Suppose that because of a downturn in the economy, a company’s profit margin dropped from 12 percent to 10 percent, while the average drop in profit margin of other companies in the same industry was from 12 to 4 percent. By this standard, the company would have done relatively well. Sometimes, instead of industry aver- ages, data for the industry leader or a specific competitor are used for analysis.
Using industry norms as a standard of comparison has three limitations:
1. Companies in the same industry may not be strictly comparable. For example, consider two companies in the oil industry. One purchases oil products and mar- kets them through service stations. The other, an international company, discov- ers, produces, refines, and markets its own oil products. Because of the disparity in their operations, these two companies cannot be directly compared.
2. Many large companies have multiple segments and operate in more than one industry. Some of these diversified companies, or conglomerates, operate in many unrelated industries. The individual segments of a diversified company generally have different rates of profitability and different degrees of risk. In analyzing a diversified company’s consolidated financial statements, it is often impossible to use industry norms as a standard because there simply are no comparable companies.
� The FASB provides a partial solution to this problem. It requires diver- sified companies to report profit or loss, certain revenue and expense items, and assets for each of their segments. Segment information may be
FOCUS ON BUSINESS PRACTICE
In recent years, companies have increasingly used pro forma statements—statements as they would appear with- out certain items—as a way of presenting a better picture of their operations than would be the case in reports prepared under GAAP. In one quarter, Amazon.com reported a “pro forma net” loss of $76 million; under GAAP, its net loss was $234 million. Pro forma statements, which are unaudited, have come to mean whatever a company’s management wants them to mean. As a result, the SEC has issued new rules that prohibit companies from giving more
prominence to non-GAAP measures and from using terms that are similar to GAAP measures.2 Nevertheless, compa- nies still report pro forma results. A common practice of companies such as Google, eBay, and Starbucks is to provide in the notes to the financial statements income as it would be without the expense related to compensation for stock options.3 Analysts should rely exclusively on finan- cial statements that are prepared using GAAP and that are audited by an independent CPA.
Look Carefully at the Numbers
558 CHAPTER 14 Financial Analysis of Performance
reported for operations in different industries or different geographical areas, or for major customers.4
� shows how Starbucks reports data on sales, income, and assets for its United States, International, and Global Consumer Prod- ucts Group (CPG) segments.
� These data allow the analyst to compute important profitability perfor- mance measures, such as profit margin, asset turnover, and return on assets, for each segment and to compare them with the appropriate indus- try norms.
3. Another limitation of industry norms is that even when companies in the same industry have similar operations, they may use different acceptable accounting procedures. For example, they may use different methods of valu- ing inventories and different methods of depreciating assets.
Despite these limitations, if little information about a company’s past perfor- mance is available, industry norms probably offer the best available standards for judging current performance—as long as they are used with care.
Sources of Information The major sources of information about public corporations are reports published by the corporations themselves, reports filed with the SEC, business periodicals, and credit and investment advisory services.
Reports Published by the Corporation A public corporation’s annual report is an important source of financial information. Management is responsible for publishing these reports. From a financial analyst’s perspective, the main parts of an annual report are management’s analysis of the past year’s operations; the financial statements; the notes to the financial statements, which include a sum- mary of significant accounting policies; the auditors’ report; and financial high- lights for a five- or ten-year period.
Most public corporations also publish interim financial statements each quarter and sometimes each month. These reports, which present limited infor- mation in the form of condensed financial statements, are not subject to a full audit by an independent auditor. The financial community watches interim state- ments closely for early signs of change in a company’s earnings trend.
Reports Filed with the SEC Public corporations in the United States must file annual reports, quarterly reports, and current reports with the Securities and Exchange Commission (SEC). If they have more than $10 million in assets and more than 500 shareholders, they must file these reports electronically at www.sec.gov/edgar.shtml, where anyone can access them free of charge.
� Form 10-K: The SEC requires companies to file their annual reports on a standard form, called Form 10-K. Form 10-K contains more information than a company’s annual report and is therefore a valuable source of informa- tion. Analysis and comments made by Starbuck’s management in their Form 10-K are referenced throughout this chapter.
� Form 10-Q: Companies file their quarterly reports with the SEC on Form 10-Q. This report presents important facts about interim financial performance.
� Form 8-K: The current report, which is filed on Form 8-K, must be submit- ted to the SEC within a few days of the date of certain significant events, such as the sale or purchase of a division or a change in auditors. The current report is often the first indicator of significant changes that will affect a com- pany’s financial performance in the future.
m j
S
Study Note Each segment of a diversified company represents an investment that the home office or parent company evaluates and reviews frequently.
Foundations of Financial Performance Measurement 559
Exhibit 14-1
Unallocated United States International Global CPG Corporate Total
(Dollar amounts in millions) Fiscal 2008: Net Revenues: Company-operated retail $6,997.7 $1,774.2 $ — $ — $ 8,771.9 Specialty: Licensing 504.2 274.8 392.6 — 1,171.6 Foodservice and other 385.1 54.4 — — 439.5 Total specialty 889.3 329.2 392.6 — 1,611.1 Total net revenues 7,887.0 2,103.4 392.6 — 10,383.0 Depreciation and amortization 401.7 108.8 — 38.8 549.3 Income (loss) from equity investees (1.3) 54.2 60.7 — 113.6 Operating income/(loss) 528.1 110.0 205.3 (339.5) 503.9 Earnings/(loss) before income taxes 541.6 119.4 205.3 (406.8) 459.5 Equity method investments (0.5) 223.6 44.8 — 267.9 Identifiable assets 2,362.9 1,272.7 116.0 1,921.0 5,672.6 Net impairment and disposition losses 275.1 19.0 — 30.9 325.0 Net capital expenditures 534.7 253.6 — 196.2 984.5
Fiscal 2007: Net Revenues: Company-operated retail $6,560.9 $1,437.4 $ — $ — $ 7,998.3 Specialty: Licensing 439.1 220.9 366.3 — 1,026.3 Foodservice and other 349.0 37.9 — — 386.9 Total specialty 788.1 258.8 366.3 — 1,413.2 Total net revenues 7,349.0 1,696.2 366.3 — 9,411.5 Depreciation and amortization 348.2 84.2 — 34.7 467.1 Income from equity investees 0.8 45.7 61.5 — 108.0 Operating income/(loss) 1,070.5 137.7 183.6 (337.9) 1,053.9 Earnings/(loss) before income taxes 1,079.7 147.2 183.6 (354.2) 1,056.3 Equity method investments 0.8 196.9 36.8 — 234.5 Identifiable assets 2,454.6 1,116.1 91.6 1,681.6 5,343.9 Net impairment and disposition losses 9.3 15.1 — 1.6 26.0 Net capital expenditures 779.2 189.8 — 111.3 1,080.3
Source: Data from Starbucks Corporation, Form 10-K, 2008.
EXHIBIT
Business Periodicals and Credit and Investment Advisory Services Financial analysts must keep up with current events in the financial world.
� Newspapers and magazines: A leading source of financial news is the Wall Street Journal. It is the most complete financial newspaper in the United States and is published every business day. Online subscriptions are also avail- able. Useful print periodicals that are published every week or every two weeks include Forbes, Barron’s, Fortune, and the Financial Times.
560 CHAPTER 14 Financial Analysis of Performance
14-1 Selected Segment Information for Starbucks Corporation
� Credit and investment advisory services: The publications of Moody’s Inves- tors Service and Standard & Poor’s provide details about a company’s finan- cial history. Data on industry norms, average ratios, and credit ratings are available from agencies like Dun & Bradstreet. Dun & Bradstreet’s Industry Norms and Key Business Ratios offers an annual analysis of 14 ratios for each of 125 industry groups, classified as retailing, wholesaling, manufacturing, and construction. Annual Statement Studies, published by Risk Management Association (formerly Robert Morris Associates), presents many facts and ratios for 223 different industries. The publications of a number of other agencies are also available for a yearly fee.
An example of specialized financial reporting readily available to the pub- lic is Mergent’s Dividend Achievers. It profiles companies that have increased their dividends consistently over the past ten years. A listing from that publication—for PepsiCo Inc.—is presented in . As you can see, a wealth of information about the company, including the market action of its stock, its business operations, recent developments and prospects, and earn- ings and dividend data, is summarized on one page. We use the kind of data contained in Mergent’s summaries in many of the analyses and ratios that we present later in this chapter.
Executive Compensation As we noted earlier in the text, one purpose of the Sarbanes-Oxley Act of 2002 was to strengthen the corporate governance of public corporations. Under this act, a public corporation’s board of directors must establish a compensation committee made up of independent directors to determine how the company’s top executives will be compensated. The company must disclose the components of compensation and the criteria it uses to remunerate top executives in docu- ments that it files with the SEC.
The components of Starbucks’ compensation of executive officers are typical of those used by many companies:
� Annual base salary
� Incentive bonuses
� Stock option awards5
Incentive bonuses and stock option awards are based on financial performance measures that the compensation committee identifies as important to the company’s long-term success. Many companies tie incentive bonuses to measures like growth in revenues and return on assets or return on equity. Starbucks bases 80 percent of its incentive bonus on an “earnings per share target approved by the compensation committee” and 20 percent on the executive’s “specific individual performance.” The Financial Highlights at the beginning of the chapter show that Starbucks’ earnings per share increased from 2005 to 2007, but decreased in 2008.
From one vantage point, earnings per share is a “bottom-line” number that encompasses all the other performance measures. However, using a single per- formance measure as the basis for determining compensation has the potential of leading to practices that are not in the best interests of the company or its stockholders. For instance, management could boost earnings per share by reduc- ing the number of shares outstanding (the denominator in the earnings per share equation) while not improving earnings. It could accomplish this by using cash to repurchase shares of the company’s stock (treasury stock), rather than investing the cash in more profitable operations.
Foundations of Financial Performance Measurement 561
Exhibit 14-2
EXHIBIT
Source: PepsiCo listing from Mergent’s Dividend Achievers Fall 2007: Featuring Second-Quarter Results for 2007. Reprinted by permission of John Wiley & Sons Inc.
562 CHAPTER 14 Financial Analysis of Performance
14-2 Listing from Mergent’s Dividend Achievers
As you study the comprehensive financial analysis of Starbucks in the coming pages, consider that knowledge of performance measurement not only is impor- tant for evaluating a company but also leads to an understanding of the criteria by which a board of directors evaluates and compensates management.
& APPLY
SOLUTION 1. b; 2. c; 3. a; 4. d; 5. b; 6. c; 7. d; 8. c
STOP Identify each of the following as (a) an objective of financial statement analysis, (b) a standard for financial statement analysis, (c) a source of information for financial statement analysis, or (d) an executive compensation issue:
1. A company’s past performance 2. Investment advisory services 3. Assessment of a company’s future potential 4. Incentive bonuses
5. Industry norms 6. Annual report 7. Creating shareholder value 8. Form 10-K
Tools and Techniques of Financial Analysis
LO2 Apply horizontal analysis, trend analysis, vertical analysis, and ratio analysis to financial statements.
To gain insight into a company’s financial performance, one must look beyond the individual numbers to the relationship between the numbers and their change from one period to another. The tools of financial analysis—horizontal analysis, trend analysis, vertical analysis, and ratio analysis—are intended to show these rela- tionships and changes. To illustrate how these tools are used, we devote the rest of this chapter to a comprehensive financial analysis of Starbucks Corporation.
Horizontal Analysis Comparative financial statements provide financial information for the current year and the previous year. To gain insight into year-to-year changes, analysts use horizontal analysis, in which changes from the previous year to the current year are computed in both dollar amounts and percentages. The percentage change relates the size of the change to the size of the dollar amounts involved.
present Starbucks Corporation’s comparative balance sheets and income statements and show both the dollar and percentage changes. The percentage change is computed as follows:
Percentage Change � 100 � (Amount of Change)Base Year Amount
Percentage Change � 100 � $51.5 million � 3.0% $1,696.5 million
h a r
s T
Study Note It is important to ascertain the base amount used when a percentage describes an item. For example, inventory may be 50 percent of total current assets but only 10 percent of total assets.
Tools and Techniques of Financial Analysis 563
Exhibits 14-3 and 14-4
The base year is always the first year to be considered in any set of data. For example, when comparing data for 2007 and 2008, 2007 is the base year. As the balance sheets in Exhibit 14-3 show, between 2007 and 2008, Starbucks’ total current assets increased by $51.5 million, from $1,696.5 million to $1,748.0 mil- lion, or by 3.0 percent. This is computed as follows:
When examining such changes, it is important to consider the dollar amount of the change as well as the percentage change in each component. For example, the difference between the percentage increase in goodwill, 23.6 percent, and total current assets, 3.0 percent, is about 20 percent. However, the dollar increase in goodwill is similar to the dollar increase in current assets ($50.9 million versus $51.5 million).
Starbucks’ balance sheets for this period, illustrated in also show an increase in total assets of $328.7 million, or 6.2 percent. In addition,
EXHIBIT
Starbucks Corporation Consolidated Balance Sheets
September 28, 2008, and September 30, 2007
Increase (Decrease)
(Dollar amounts in millions) 2008 2007 Amount Percentage Assets Current assets: Cash and cash equivalents $ 269.8 $ 281.3 $ (11.5) (4.1) Short-term investments 52.5 157.4 (104.9) (66.6) Accounts receivable, net 329.5 287.9 41.6 14.4 Inventories 692.8 691.7 1.1 0.2 Prepaid and other current assets 169.2 148.8 20.4 13.7 Deferred income taxes, net 234.2 129.4 104.8 81.0 Total current assets $1,748.0 $1,696.5 $ 51.5 3.0 Long-term investments 374.0 279.9 94.1 33.6 Property, plant, and equipment, net 2,956.4 2,890.4 66.0 2.3 Other assets 261.1 219.4 41.7 19.0 Other intangible assets 66.6 42.1 24.5 58.2 Goodwill 266.5 215.6 50.9 23.6 Total assets $5,672.6 $5,343.9 $328.7 6.2
Liabilities and Shareholders’ Equity Current liabilities: Commercial paper and short-term borrowings $ 713.0 $ 710.3 $ 2.7 0.4
Accounts payable 324.9 390.8 (65.9) (16.9) Accrued compensation and related costs 253.6 292.4 (38.8) (13.3) Accrued occupancy costs 136.1 74.6 61.5 82.4 Accrued taxes 76.1 92.5 (16.4) (17.7) Insurance reserves 152.5 137.0 15.5 11.3 Other accrued expenses 164.4 160.3 4.1 2.6
Deferred revenue 368.4 296.9 71.5 24.1 Current portion of long-term debt 0.7 0.8 (0.1) (12.5) Total current liabilities $2,189.7 $2,155.6 $ 34.1 1.6 Long-term debt and other liabilities 992.0 904.2 87.8 9.7 Shareholders’ equity 2,490.9 2,284.1 206.8 9.1 Total liabilities and shareholders’ equity $5,672.6 $5,343.9 $328.7 6.2
Source: Data from Starbucks Corporation, Form 10-K, 2008.
564 CHAPTER 14 Financial Analysis of Performance
14-3 Comparative Balance Sheets with Horizontal Analysis
Exhibit 14-3,
EXHIBIT
Starbucks Corporation Consolidated Income Statements
For the Years Ended September 28, 2008, and September 30, 2007
Increase (Decrease) (Dollar amounts in millions except per share amounts) 2008 2007 Amount Percentage
Net revenues $10,383.0 $9,411.5 $ 971.5 10.3 Cost of sales, including occupancy costs 4,645.3 3,999.1 646.2 16.2 Gross margin $ 5,737.7 $5,412.4 $ 325.3 6.0 Operating expenses Store operating expenses $ 3,745.1 $3,215.9 $ 529.2 16.5 Other operating expenses 330.1 294.2 35.9 12.2 Depreciation and amortization expenses 549.3 467.2 82.1 17.6 General and administrative expenses 456.0 489.2 (33.2) (6.8) Restructuring charges 266.9 — 266.9 100.0 Total operating expenses $ 5,347.4 $4,466.5 $ 880.9 19.7 Operating income $ 390.3 $ 945.9 $(555.6) (58.7) Other income, net 122.6 148.4 (25.8) (17.4) Interest expense (53.4) (38.0) (15.4) 40.5 Income before taxes $ 459.5 $1,056.3 $(596.8) (56.5) Provision for income taxes 144.0 383.7 (239.7) (62.5) Income before cumulative change for FIN 47, net of taxes $ 315.5 $ 672.6 $(357.1) (53.1) Cumulative effect of accounting change for FIN 47, net of taxes — — — 0.0
Net income $ 315.5 $ 672.6 $(357.1) (53.1)
Per common share: Net income per common share before cumulative effect of change in accounting principle—basic $ 0.43 $ 0.90 $ (0.47) (52.2) Cumulative effect of accounting change for FIN 47, net of taxes — — — 0.0
Net income per common share—basic $ 0.43 $ 0.90 $ (0.47) (52.2) Net income per common share before cumulative effect of change in accounting principle—diluted $ 0.43 $ 0.87 $ (0.44) (50.6) Cumulative effect of accounting change for FIN 47, net of taxes — — — 0.0
Net income per common share—diluted $ 0.43 $ 0.87 $ (0.44) (50.6) Shares used in calculation of net income per common share—basic 731.5 749.8 (18.3) (2.4) Shares used in calculation of net income per common share—diluted 741.7 770.1 (28.4) (3.7)
Source: Data from Starbucks Corporation, Form 10-K, 2008.
Tools and Techniques of Financial Analysis 565
14-4 Comparative Income Statements with Horizontal Analysis
they show that shareholders’ equity increased by $206.8 million, or 9.1 percent. All of this indicates that Starbucks is a growing company.
Starbucks’ income statements in show that net revenues increased by $971.5 million, or 10.3 percent, while gross margin increased by $325.3 mil- lion, or 6.0 percent. This indicates that cost of sales grew faster than net revenues. Starbucks’ total operating expenses increased by $880.9 million, or 19.7 percent, much faster than the 10.3 percent increase in net revenues. As a result, operating income declined by $555.6 million, or 58.7 percent, and net income decreased by $357.1 million, or 53.1 percent. In management’s words,
Approximately 260 basis points of the decrease in operating margin was a result of restructuring charges, primarily related to the significant U.S. store closures. Softness in U.S. revenues along with higher cost of sales including occupancy costs and store operating expenses were also significant drivers in the margin decline.6
Trend Analysis Trend analysis is a variation of horizontal analysis. With this tool, the managers and analysts calculate percentage changes for several successive years instead of for just two years. Because of its long-term view, trend analysis can highlight basic changes in the nature of a business.
In addition to presenting comparative financial statements, many compa- nies present a summary of key data for five or more years. shows a trend analysis of Starbucks’ six-year summary of net revenues and operating income.
Trend analysis uses an index number to show changes in related items over time. For an index number, the base year is set at 100 percent. Other years are measured in relation to that amount. For example, the 2007 index for Starbucks’ net revenues is figured as follows (dollar amounts are in millions):
Index � 100 � ( Index Year Amount )Base Year Amount � 100 � ( $9,411.5 ) � 230.9%$4,075.5
Study Note To reflect the general five- year economic cycle of the U.S. economy, trend analysis usually covers a five-year period. Starbucks analysis shows six years due to the economic downturn in 2008. Cycles of other lengths exist and are tracked by the National Bureau of Economic Research. Trend analysis needs to be of sufficient length to show a company’s performance in both up and down markets.
EXHIBIT Trend Analysis
Starbucks Corporation Net Revenues and Operating Income
Trend Analysis
2008 2007 2006 2005 2004 2003
Dollar values (In millions) Net revenues $10,383.0 $9,411.5 $7,786.9 $6,369.3 $5,294.2 $4,075.5 Operating income 390.3 945.9 800.0 703.9 549.5 386.3
Trend analysis (In percentages) Net revenues 254.8 230.9 191.1 156.3 129.9 100.0 Operating income 101.0 244.9 207.1 182.2 142.2 100.0
Source: Data from Starbucks Corporation, Form 10-K, 2008 and Form 10-K, 2007.
566 CHAPTER 14 Financial Analysis of Performance
Exhibit 14-5
Exhibit 14-4
14-5
In the words of Starbucks’ management,
We have just completed a very difficult fiscal 2008, and after 16 years of continuous growth as a public company, we were for the first time talking about slowing growth, store closures and cost reductions.7
Vertical Analysis Vertical analysis shows how the different components of a financial statement relate to a total figure in the statement. The manager or analyst sets the total figure at 100 percent and computes each component’s percentage of that total. The resulting financial statement, which is expressed entirely in percentages, is called a common- size statement. Vertical analysis and common-size statements are useful in com- paring the importance of specific components in the operation of a business and in identifying important changes in the components from one year to the next.
Common-size balance sheets and common-size income statements for Starbucks Corporation are shown in financial statement form in
. (On the balance sheet, the total figure is total assets or total liabilities and stockholders’ equity, and on the income statement, it is net revenues.) The main conclusions to be drawn from this analysis of Starbucks are that the com- pany’s assets consist largely of current assets and property, plant, and equipment and that the company finances assets primarily through current liabilities and a growing amount of long-term liabilities.
Looking at the common-size balance sheets in you can see that the composition of Starbucks’ assets moved from current assets to long-term investments and goodwill. You can also see that the relationship of liabilities and
EXHIBIT Common-Size Balance Sheets Starbucks Corporation
Common-Size Balance Sheets September 28, 2008, and September 30, 2007, and October 1, 2006
2008 2007 2006
Assets Current assets 30.8% 31.7% 34.5% Property, plant, and equipment, net 52.1 54.1 51.7 Long-term investments 6.6 5.2 5.1 Other assets 4.6 4.1 4.2 Goodwill 4.7 4.0 3.6 Other intangible assets 1.2 0.8 0.9 Total assets 100.0% 100.0% 100.0%
Liabilities and Shareholders’ Equity Current liabilities 38.6 40.3% 43.7% Long-term debt and other liabilities 17.5 16.9 6.0 Shareholders’ equity 43.9 42.7 50.3 Total liabilities and shareholders’ equity 100.0% 100.0% 100.0%
Note: Amounts do not precisely total 100 percent in all cases due to rounding.
Source: Data from Starbucks Corporation, Form 10-K, 2008 and Form 10-K, 2007.
Note: Not all items are presented.
Tools and Techniques of Financial Analysis 567
The trend analysis in Exhibit 14-5 shows that Starbucks’ net revenues increased over the six-year period. Operating income grew faster than net revenues in every year except 2008 when it fell to 2003 levels.
Exhibits 14-6 and 14-7
Exhibit 14-6,
14-6
Starbucks business is highly sensitive to increases and decreases in customer traffic. Increased customer visits create sales leverage, meaning that fixed expenses, such as occupancy costs, are spread across a greater revenue base, thereby improving operating margins. But the reverse is also true—sales de- leveraging creates downward pressure on margins. The softness in U.S. rev- enues during fiscal 2008 impacted nearly all consolidated and U.S. segment operating expense line items when viewed as a percentage of sales.8
Common-size statements are often used to make comparisons between com- panies. They allow managers and analysts to compare the operating and financing characteristics of two companies of different size in the same industry. For example, a Starbuck’s manager might want to compare Starbucks with other specialty coffee retailers like Caribou Coffee in terms of percentage of total assets financed by debt or in terms of operating expenses as a percentage of net revenues. Common-size statements would show those and other relationships. These statements can also be used to compare the characteristics of companies that report in different currencies.
EXHIBIT Common-Size Income Statements Starbucks Corporation
Common-Size Income Statements For the Years Ended September 28, 2008 and September 30, 2007,
and October 1, 2006
2008 2007 2006
Net revenues 100.0% 100.0% 100.0% Cost of sales, including occupancy costs 44.7 42.5 40.8 Gross margin 55.3% 57.5% 59.2% Operating expenses: Store operating expenses 36.1% 34.2% 34.5% Other operating expenses 3.2 3.1 3.3 Depreciation and amortization expenses 5.3 5.0 5.0 General and administrative expenses 4.4 5.2 6.2 Restructuring charges 2.5 — — Total operating expenses 51.5% 47.5% 48.9% Operating income 3.8% 10.1% 10.3% Other income, net 0.6 1.2 1.4 Income before taxes 4.4% 11.2% 11.6% Provision for income taxes 1.4 4.1 4.2 Income before cumulative change for FIN 47, net of taxes 3.0% 7.1% 7.5% Cumulative effect of accounting change for FIN 47, net of taxes — — (0.2)
Net income 3.0% 7.1% 7.2%
Note: Amounts do not precisely total 100 percent in all cases due to rounding.
Source: Data from Starbucks Corporation, Form 10-K, 2008 and Form 10-K, 2007.
568 CHAPTER 14 Financial Analysis of Performance
14-7
equity moved from stockholders’ equity and current liabilities to long-term debt and other liabilities. The common-size income statements in Exhibit 14-7 show that Starbucks continues to reduce its general and administrative expenses from 2006 to 2008 while store operating expenses continue to increase. In manage- ment’s words,
Ratio Analysis Ratio analysis identifies key relationships between the components of the finan- cial statements. Ratios are useful tools for evaluating a company’s financial posi- tion and operations and may reveal areas that need further investigation. To interpret ratios correctly, one must have a general understanding of the company and its environment, financial data for several years or for several companies, and an understanding of the data underlying the numerator and denominator.
Ratios can be expressed in several ways. For example, a ratio of net income of $100,000 to sales of $1,000,000 can be stated as follows:
1. Net income is 1/10, or 10 percent, of sales.
2. The ratio of sales to net income is 10 to 1 (10:1), or sales are 10 times net income.
3. For every dollar of sales, the company has an average net income of 10 cents.
& APPLYSTOP Using 2007 as the base year, prepare a trend analysis of the following data for Sample Company, and tell whether the situation shown by the trends is favorable or unfavorable. (Round your answers to one decimal place.)
2011 2010 2009 2008 2007
Net sales $1,520 $980 $1,200 $880 $1,000 Cost of goods sold 620 600 540 700 600 General and administrative expenses 290 184 188 160 180 Operating income 610 196 472 20 220
Compute the amount and percentage changes for the following balance sheets for Sample Company, and comment on the changes from 2010 to 2011. (Round the percentage changes to one decimal place.)
Sample Company Comparative Balance Sheets December 31, 2011 and 2010
2011 2010
Assets Current assets $ 600 $ 800 Property, plant, and equipment (net) 10,500 7,200 Total assets $11,100 $8,000
Liabilities and Stockholders’ Equity Current liabilities $ 1,200 $ 900 Long-term liabilities 5,000 3,000 Stockholders’ equity 4,900 4,100 Total liabilities and stockholders’ equity $11,100 $8,000
(continued)
Tools and Techniques of Financial Analysis 569
Express the partial comparative income statements for Sample Company that follow as common-size state- ments, and comment on the changes from 2010 to 2011. (Round computations to one decimal place.)
Sample Company Partial Comparative Income Statements
For the Years Ended December 31, 2011 and 2010
2011 2010 Net sales $12,000 $10,000 Cost of goods sold 7,200 6,000 Gross margin $ 4,800 $ 4,000 Selling and general expenses 4,000 3,800 Operating income $ 800 $ 200
SOLUTION
Trend Analysis Solution 2011 2010 2009 2008 2007
Net sales 152.0% 98.0% 120.0% 88.0% 100.0% Cost of goods sold 103.3 100.0 90.0 116.7 100.0 General and administrative expenses 161.1 102.2 104.4 88.9 100.0 Operating income 277.3 89.1 214.5 9.1 100.0
Comment: No clear trends are apparent, as sales, expenses, and operating income fluctuated year to year.
Horizontal Analysis Solution Sample Company
Comparative Balance Sheets December 31, 2011 and 2010
Increase (Decrease) 2011 2010 Amount Percentage
Assets Current assets $ 600 $ 800 $( 200) 25.0% Property, plant, and equipment (net) 10,500 7,200 3,300 45.8 Total assets $11,100 $8,000 $3,100 38.8%
Liabilities and Stockholders’ Equity Current liabilities $ 1,200 $ 900 $ 300 33.3% Long-term liabilities 5,000 3,000 2,000 66.7 Stockholders’ equity 4,900 4,100 800 19.5 Total liabilities and stockholders’ equity $11,100 $8,000 $3,100 38.8%
Comment: All categories increased except for current assets. The largest increase was in long-term liabilities.
Vertical Analysis Solution Sample Company
Partial Comparative Income Statements For the Years Ended December 31, 2011 and 2010
2011 2010 Net sales 100.0% 100.0% Cost of goods sold 60.0 60.0 Gross margin 40.0% 40.0% Selling and general expenses 33.3 38.0 Operating income 6.7% 2.0%
Comment: Operating income increased because expenses decreased as a percentage of sales.
570 CHAPTER 14 Financial Analysis of Performance
Comprehensive Illustration of Ratio Analysis
LO3 Apply ratio analysis to financial statements in a comprehensive evaluation of a company’s financial performance.
In this section, to illustrate how managers and analysts use ratio analysis in evalu- ating a company’s financial performance, we perform a comprehensive ratio anal- ysis of Starbucks’ performance in 2006, 2007, and 2008. Compare the following excerpt from the discussion and analysis section of Starbucks’ 2007 annual report with what you have already learned from manager analyses of the 2008 perfor- mance. These manager insights provide the context for our evaluation of the company’s liquidity, profitability, long-term solvency, cash flow adequacy, and market strength:
Starbucks achieved solid performance in fiscal 2007—meeting its targets for store openings, revenue growth, comparable store sales growth, and earnings per share—despite a challenging economic and operating environment, and significant cost increases from dairy. The Company completed the fiscal year with encouraging trends and momentum in its International business but faced increasing challenges in its U.S. business. While U.S. comparable store sales were within the Company’s stated target range, it was accomplished through two price increases which offset flat-to-negative transaction count trends in the U.S. business. The pressure on traffic is consistent with simi- lar trends reported across both the retail and restaurant industry. Manage- ment believes that the combination of the economic slowdown and the price increases implemented in fiscal 2007 to help mitigate significant cost pres- sures have impacted the frequency of customer visits to Starbucks stores.
Evaluating Liquidity As you know, liquidity is a company’s ability to pay bills when they are due and to meet unexpected needs for cash. Because debts are paid out of working capital, all liquidity ratios involve working capital or some part of it. (Cash flow ratios are also closely related to liquidity.)
presents Starbucks’ liquidity ratios in 2006, 2007, and 2008. The current ratio and the quick ratio are measures of short-term debt-paying ability. The principal difference between the two ratios is that the numerator of the current ratio includes inventories and prepaid expenses. Inventories take longer to convert to cash than the quick assets included in the numerator of the quick ratio. Starbucks’ current ratio remained stable at 0.8 during 2006–2008. Its quick ratio was 0.4 in 2006 and remained stable at 0.3 during 2007 and 2008. These ratios indicate consistent cash management policies by Starbucks.
The receivable turnover measures the relative size of accounts receivable and the effectiveness of credit policies. The related ratio of days’ sales uncollected expresses the average number of days between sales on account and the account payment. Starbucks’ receivables appear to be slowing. The receivable turnover continues its trend downward from 37.5 times in 2006 to 36.7 times in 2007 to 33.6 times in 2008. Or, as expressed in days’ sales uncollected, it is taking a day longer to collect from customers since 2006. The number of days is quite low because the majority of Starbucks’ revenues are from cash sales.
The inventory turnover measures the relative size of inventories and gen- erally how many times per year the inventory is restocked. The related ratio of days’ inventory on hand expresses in general terms how long inventory gener- ally stays on the shelf before it is sold. Starbuck’s inventory turnover increased from 5.4 times in 2006 to 6.0 times in 2007 to 6.7 times in 2008. This resulted in a favorable decrease in days’ inventory on hand, from 67.6 days in 2006 to 60.8 days in 2007 to 54.5 days in 2008.
The operating cycle is the time it takes to acquire and sell products and then to collect for them. It is computed by adding the days’ sales uncollected to the
Study Note When examining ratios in published sources, be aware that publishers often redefine the content of the ratios provided by the companies. While the general content is similar, variations occur. Be sure to ascertain and evaluate the information that a published source uses to calculate ratios.
Comprehensive Illustration of Ratio Analysis 571
Exhibit 14-8
EXHIBIT
2008 2007 2006
Current ratio: Measure of short-term debt-paying ability
Current Assets _______________ Current Liabilities $1,748.0 ________ $2,189.7
� 0.8 times $1,696.5 ________ $2,155.6
� 0.8 times $1,529.8 ________ $1,935.6
� 0.8 times
Quick ratio: Measure of short-term debt-paying ability Cash � Marketable
Securities � Receivables _____________________ Current Liabilities $269.8 � $52.5 � $329.5 _____________________
$2,189.7 $281.3 � $157.4 � $287.9 ______________________
$2,155.6 $312.6 � $141.0 � $224.3 ______________________
$1,935.6
$651.8 ________ $2,189.7
� 0.3 times $726.6 ________ $2,155.6
� 0.3 times $677.9 ________ $1,935.6
� 0.4 times
Receivable turnover: Measure of relative size of accounts receivable and effectiveness of credit policies
Net Sales _________________________ Average Accounts Receivable $10,383.0 ___________________
($329.5 � $287.9) � 2 $9,411.5 ___________________
($287.9 � $224.3) � 2 $7,786.9 ________________
($224.3 � $190.8*) � 2
$10,383.0 _________ $308.7
� 33.6 times $9,411.5 ________ $256.1
� 36.7 times $7,786.9 ________ $207.5
� 37.5 times
Days’ sales uncollected: Measure of average days taken to collect receivables
Days in Year
_________________ Receivable Turnover 365 days
_________ 33.6 times � 10.9 days 365 days
_________ 36.7 times � 9.9 days 365 days
_________ 37.5 times � 9.7 days
Inventory turnover: Measure of relative size of inventory
Costs of Goods Sold _________________ Average Inventory $4,645.3 ___________________
($692.8 � $691.7) � 2 $3,999.1 ___________________
($691.7 � $636.2) � 2 $3,178.8 ____________________
($636.2 � $546.3*) � 2
$4,645.3 ________ $692.3
� 6.7 times $3,999.1 ________ $663.9
� 6.0 times $3,178.8 ________ $591.3
� 5.4 times
Days’ inventory on hand: Measure of average days taken to sell inventory
Days in Year
_________________ Inventory Turnover 365 days
________ 6.7 times � 54.5 days 365 days
________ 6.0 times � 60.8 days 365 days
________ 5.4 times � 67.6 days
Payables turnover: Measure of relative size of accounts payable
Costs of Goods Sold �/�
Change in Inventory
_______________________ Average Accounts Payable $4,645.3 � $1.1 ___________________
($324.9 � $390.8) � 2 $3,999.1 � $55.4 ___________________
($390.8 � $340.9) � 2 $3,178.8 � $89.9* ___________________
($340.9 � $221.0) � 2
� 13.0 times � 11.1 times � 11.6 times
Days’ payable: Measure of average days taken to pay accounts payable
Days in Year
_______________ Payables Turnover 365 days
_________ 13.0 times � 28.1 days 365 days
_________ 11.1 times � 32.9 days 365 days
_________ 11.6 times � 31.5 days
*Figures for 2005 are from the balance sheet in Starbucks’ Form 10-K, 2006.
Source: Data from Starbucks Corporation, Form 10-K, 2008, Form 10-K, 2007, and Form 10-K, 2006.
days’ inventory on hand. Starbucks’ operating cycle continues its positive trend primarily because of improving inventory management. It has decreased from 77.3 days in 2006 (9.7 days � 67.6 days) to 70.7 days in 2007 (9.9 days � 60.8 days) to 65.3 days (10.9 days � 54.5 days) in 2008.
572 CHAPTER 14 Financial Analysis of Performance
14-8 Liquidity Ratios of Starbucks Corporation (Dollar amounts in millions)
Related to the operating cycle is the payables turnover, which is the number of days a company takes to pay its accounts payable. The related ratio of days’ payable expresses the average number of days it takes a company to pay its bills. Starbucks’ payables turnover varied from 11.6 times in 2006 to 11.1 times in 2007 to 13.0 times, or, stated in terms of days’ payable, it took about 31.5 days in 2006, 32.9 days in 2007, and 28.1 days in 2008 for Starbucks to pay its accounts payables.
If the days’ payable is subtracted from the operating cycle, you can determine a company’s financing period—the number of days that financing is required. Starbucks’ financing period continues to shrink from 45.8 days in 2006 (77.3 days � 31.5 days) to 37.8 days in 2007 (70.7 days � 32.9 days) to 37.2 days (65.3 days � 28.1 days) in 2008. Overall, the company’s liquidity improved.
Evaluating Profitability Managers, investors, and creditors are interested in evaluating not only a com- pany’s liquidity but also its profitability—that is, its ability to earn a satisfactory income. Profitability is closely linked to liquidity because earnings ultimately pro- duce the cash flow needed for liquidity. shows Starbucks’ profit- ability ratios in 2006, 2007, and 2008.
Profit margin focuses on income statement results and measures how well a company manages its costs per dollar of sales. Asset turnover focuses on how efficiently balance sheet assets are used to produce sales. Return on assets combines these two ratios to measure the earning power of a business. Starbucks’ profit margin decreased from 7.2 to 7.1 to 3.0 percent between 2006 and 2008. Its asset turnover remained relatively stable at 2.0 times in 2006 and 1.9 times
Study Note In accounting literature, profit is expressed in different ways—for example, as income before income taxes, income after income taxes, or operating income. To draw appropriate conclusions from profitability ratios, you must be aware of the content of net income data.
EXHIBIT Profitability Ratios of Starbucks Corporation (Dollar amounts in millions)
2008 2007 2006
Profit margin: Measure of net income produced by each dollar of sales
Net Income __________ Net Sales $315.5 _________
$10,383.0 � 3.0% $672.6 ________
$9,411.5 � 7.1% $564.3 ________
$7,786.9 � 7.2%
Asset turnover: Measure of how efficiently assets are used to produce sales
$10,383.0 ______________________ ($5,672.6 � $5,343.9) � 2
$ 9,411.5 ______________________ ($5,343.9 � $4,428.9) � 2
$7,786.9 _______________________ ($4,428.9 � $3,513.7*) � 2
Net Sales __________________ Average Total Assets $10,383.0 _________ $5,508.3
� 1.9 times $9,411.5 ________ $4,886.4
� 1.9 times $7,786.9 ________ $3,971.3
� 2.0 times
Return on assets: Measure of overall earning power or profitability
Net Income __________________ Average Total Assets $ 315.5 ________
$5,508.3 � 5.7% $672.6 ________
$4,886.4 � 13.8% $564.3 ________
$3,971.3 � 14.2%
Return on equity: Measure of the profitability of stockholders’ investments
Net Income _________________________ Average Stockholders’ Equity $315.5 ______________________
($2,490.9 � $2,284.1) � 2 $672.6 ______________________
($2,284.1 � $2,228.5) � 2 $564.3 ______________________
($2,228.5 � $2,090.3) � 2
$ 315.5 ________ $2,387.5
� 13.2% $672.6 ________ $2,256.3
� 29.8% $564.3 ________ $2,159.4
� 26.1%
*Figures for 2005 are from the five-year selected financial data in Starbucks’ Form 10-K, 2006.
Source: Data from Starbucks Corporation, Form 10-K, 2008, Form 10-K, 2007, and Form 10-K, 2006.
Comprehensive Illustration of Ratio Analysis 573
Exhibit 14-9
14-9
in 2007 and 2008. The result is a decrease in the company’s earning power, or return on assets, from 14.2 percent in 2006 to 13.8 percent in 2007 to 5.7 per- cent in 2008. The computations that follow show the relationship among these three profitability ratios.
Profit Margin Asset Turnover Return on Assets*
Net Income Net Sales Net Income Net Sales � Average Total Assets � Average Total Assets
2006 7.2% � 2.0 times � 14.4%
2007 7.1 � 1.9 � 13.5
2008 3.0 � 1.9 � 5.7
Return on equity measures the earning power of a company’s stockholders investment. Starbucks’ return on equity had mixed results for its shareholders of 26.1 percent in 2006 to 29.8 percent in 2007 to 13.2 percent in 2008.
A word of caution: Although we have used net income in computing profit- ability ratios for Starbucks, net income is not always a good indicator of a compa- ny’s sustainable earnings. For instance, if a company has discontinued operations, income from continuing operations may be a better measure of sustainable earn- ings. For a company that has one-time items on its income statement—such as restructurings, gains, or losses—income from operations before these items may be a better measure. Some managers and analysts like to use earnings before inter- est and taxes, or EBIT, for the earnings measure because it excludes the effects of the company’s borrowings and the tax rates from the analysis. Whatever figure one uses for earnings, it is important to try to determine the effects of various components on future operations.
Evaluating Long-Term Solvency Long-term solvency has to do with a company’s ability to survive for many years. The aim of evaluating long-term solvency is to detect early signs that a company is headed for financial difficulty. Increasing amounts of debt in a company’s capi- tal structure mean that the company is becoming more heavily leveraged. This condition may have a negative effect on long-term solvency because it represents increasing legal obligations to pay interest periodically and the principal at matu- rity. Failure to make those payments can result in bankruptcy. Alternatively, if interest rates are low, many companies will elect to borrow to finance operations to grow business and earn a healthy return, but only if they can earn a return on assets greater than the cost of interest.
Declining profitability and liquidity ratios are key indicators of possible fail- ure. Two other ratios that analysts consider when assessing long-term solvency are debt to equity and interest coverage, which are shown in . The debt to equity ratio measures capital structure and leverage by showing the amount of a company’s assets provided by creditors in relation to the amount provided by stockholders. Starbucks’ debt to equity ratio increased from .99 times in 2006 to 1.3 times in 2007 and 2008, representing an increased reliance on debt financing. Recall from that Starbucks’ long-term debt and other liabilities more than doubled. However, the company has little short-term debt and a strong current ratio. Starbucks’ long-term solvency is not in danger.
If debt is risky, why have any? The answer is that the level of debt is a mat- ter of balance. Despite its riskiness, debt is a flexible means of financing certain
Study Note The analysis of both asset turnover and return on assets is improved if only productive assets are used in the calculations. For example, when investments in unfinished new plant construction or in plants that are now obsolete or nonoperating are removed from the asset base, the result is a better picture of the productivity of assets.
a
u a d a p t o o d
Study Note Liquidity is a firm’s ability to meet its current obligations; solvency is its ability to meet maturing obligations as they come due without losing the ability to continue operations.
574 CHAPTER 14 Financial Analysis of Performance
Exhibit 14-10
Exhibit 14-6
*The small difference in the computations of return on assets in Exhibit 14-9 and the computations below results from the rounding of the ratios.
FOCUS ON BUSINESS PRACTICE
Efforts to link management compensation to perfor- mance measures and the creation of shareholder wealth are increasing. Starbucks uses earning per share (EPS) for this purpose. Some other companies, including Wal- greens, use a better approach. Walgreens’ use of return on invested capital, which is closely related to return on assets, shows whether or not management is employing the assets
profitably. Better still would be to compare the company’s return on assets to its cost of debt and equity capital, as does Target.9 Many analysts believe that this measure, which is called economic value added (EVA), is superior to EPS. If the return on assets exceeds the cost of financing the assets with debt and equity, then management is indeed creating value for the shareholders.
What’s the Best Way to Measure Performance for Management Compensation?
EXHIBIT Long-term Solvency Ratios of Starbucks Corporation (Dollar amounts in millions)
2008 2007 2006
Debt to equity ratio: Measure of capital structure and leverage
Total Liabilities _________________ Stockholders’ Equity $3,181.7 ________ $2,490.9
� 1.3 times $3,059.8 ________ $2,284.1
� 1.3 times $2,200.4 ________ $2,228.5
� .99 times
Interest coverage ratio: Measure of creditors’ protection from default on interest payments Income Before Income Taxes � Interest Expense $459.5 � $53.4 _____________
$53.5 $1,056.3 � $38.0 _______________
$38.0 $906.3 � $8.4 _______________
$8.4
Interest Expense � 9.6 times � 28.8 times � 108.9 times
Source: Starbucks Corporation, Form 10-K, 2008 and Form 10-K, 2007.
business operations. The interest paid on debt is tax-deductible, whereas divi- dends on stock are not. Because debt usually carries a fixed interest charge, the cost of financing can be limited, and leverage can be used to advantage. If a company can earn a return on assets greater than the cost of interest, it makes an overall profit. In addition, being a debtor in periods of inflation has advantages because the debt, which is a fixed dollar amount, can be repaid with cheaper dol- lars. However, the company runs the risk of not earning a return on assets equal to the cost of financing the assets, thereby incurring a loss.
The interest coverage ratio measures the degree of protection creditors have from default on interest payments. As shown in , Starbucks’ interest coverage declined from 108.9 times in 2006 to 28.8 in 2007 to 9.6 in 2008 due to large increases in interest. Interest coverage is still at a safe level but deteriorating rapidly.
Evaluating the Adequacy of Cash Flows Because cash flows are needed to pay debts when they are due, cash flow measures are closely related to liquidity and long-term solvency. presents Starbucks’ cash flow adequacy ratios in 2006, 2007, and 2008. Cash flow yield shows the cash-generating ability of a company’s operations; it is measured by dividing cash flows from operating activities by net income. Starbucks’ net cash flows from operating activities went from $1,1316.6 million in 2006 to $1,331.2 million in 2007 to $1,258.7 million in 2008. Its cash flow yield was stable at 2.0 times in 2006 and 2007 but rose to 4.0 times in 2008.
Study Note Because of innovative financing plans and other means of acquiring assets, lease payments and similar types of fixed obligations should be considered when evaluating long-term solvency.
Comprehensive Illustration of Ratio Analysis 575
14-10
Exhibit 14-10
Exhibit 14-11
The largest contributor to net cash flow from operating activities is deprecia- tion expense. In 2008, $604.5 million in depreciation was added back. This is almost half of Starbucks’ 2008 net cash flows from operating activities.
Cash flows to sales and cash flows to assets measure the ability of sales or assets to generate operating cash flow. Cash flows to sales continue to trend downward from 14.5 to 14.1 to 12.1 percent from 2006 to 2008. Cash flows to assets also continue to decrease from 28.5 to 27.2 to 22.9 percent over the three- year period. This means the company’s net sales and average total assets increased faster than the cash flows provided by its operations.
Free cash flow is the cash remaining after providing for commitments such as dividends and net capital expenditures. As shown in , free cash flow for Starbucks appears to be on the rebound to $274.2 million in 2008 after declining from $360.4 million in 2006 to $250.9 million in 2007. One factor is reduced spending on net capital expenditures (the difference between purchases and sales of plant assets).
Another factor in Starbucks’ free cash flows is that the company pays no divi- dends. In top management’s words regarding future liquidity and cash flows: “We generate strong cash flows and have solid liquidity, and we are executing rigorous cost-containment initiatives to improve our bottom line.10
f
a f d r a
d “ r
Study Note When the computation for free cash flow uses “net capital expenditures” in place of “purchases of plant assets minus sales of plant assets,” it means that the company’s sales of plant assets were too small or immaterial to be broken out.
EXHIBIT Cash Flow Adequacy Ratios of Starbucks Corporation (Dollar amounts in millions)
2008 2007 2006
Cash flow yield: Measure of the ability to generate operating cash flows in relation to net income
$1,258.7 ________ $315.5
� 4.0 times $1,331.2 ________ $672.6
� 2.0 times $1,131.6 ________ $564.3
� 2.0 times
Cash flows to sales: Measure of the ability of sales to generate operating cash flows
$1,258.7 _________ $10,383.0
� 12.1% $1,331.2 ________ $9,411.5
� 14.1% $1,131.6 ________ $7,786.9
� 14.5%
Cash flows to assets: Measure of the ability of assets to generate operating cash flows
$1,258.7 ______________________
($5,672,6 � $5,343.9) � 2 $1,331.2 ______________________
($5,343.9 � $4,428.9) � 2 $1,131.6 _______________________
($4,428.9 � $3,513.7*) � 2
$1,258.7 ________ $5,508.3
� 22.9% $1,331.2 ________ $4,886.4
� 27.2% $1,131.6 ________ $3,971.3
� 28.5%
Free cash flow: Measure of cash remaining after providing for commitments
Net Cash Flows from $1,258.7 � $0 � $984.5 $1,331.2 � $0 � $1,080.3 $1,131.6* � $0 � $771.2 Operating Activities � Dividends � Net Capital Expenditures** � $274.2 � $250.9 � $360.4
*The 2005 figure is from the five-year selected financial data in Starbucks’ Form 10-K, 2006.
**Net capital expenditures are called “net additions to property, plant and equipment” on Starbucks’ statements of cash flows.
Source: Data from Starbucks Corporation, Form 10-K, 2008, Form 10-K, 2007, and Form 10-K, 2006.
Net Cash Flows from Operating Activities Net Income
Net Cash Flows from Operating Activities Net Sales
Net Cash Flows from Operating Activities Average Total Assets
576 CHAPTER 14 Financial Analysis of Performance
14-11
Exhibit 14-11
EXHIBIT Market Strength Ratios of Starbucks Corporation
2008 2007 2006 Price/earnings (P/E) ratio: Measure of investors’ confidence in a company
Market Price per Share
___________________ Earnings per Share $15.25* _______
$0.43 � 35.5 times $27.08* _______
$0.90 � 30.1 times $33.78* _______
$0.74 � 45.6 times
Dividends yield: Measure of a stock’s current return to an investor
Dividents per Share
___________________ Market Price per Share Starbucks does not pay a dividend.
*Market price is the average for the fourth quarter reported in Starbucks’ annual report.
Source: Data from Starbucks Corporation, Form 10-K, 2008, and Form 10-K 2007.
Evaluating Market Strength Market price is the price at which a company’s stock is bought and sold. It indi- cates how investors view the potential return and risk connected with owning the stock. Market price by itself is not very informative, however, because companies have different numbers of shares outstanding, different earnings, and different div- idend policies. Thus, market price must be related to earnings by considering the price/earnings (P/E) ratio and the dividends yield. Those ratios for Starbucks appear in . We computed them by using the average market prices of Starbucks’ stock during the fourth quarter of 2006, 2007, and 2008.
The price/earnings (P/E) ratio, which measures investors’ confidence in a company, is the ratio of the market price per share to earnings per share. The P/E ratio is useful in comparing the earnings of different companies and the value of a company’s shares in relation to values in the overall market. With a higher P/E ratio, the investor obtains less underlying earnings per dollar invested. Starbucks’ P/E ratio fluctuated from 45.6 times in 2006 to 30.1 times in 2007 to 35.5 times in 2008, reflecting investor uneasiness in the stock market and the economy. Starbuck’s stock price continued to slide from about $34 in 2006 to about $15 in 2008. Starbucks earnings per share had mixed results of $0.74 in 2006, $0.90 in 2007, and $0.43 in 2008. In the 2008 Form 10-K management discussion and analysis of results, management stated, “Restructur- ing charges and costs associated with the execution of the transformation agenda impacted EPS by approximately $0.28 per share in fiscal 2008.”
The dividends yield measures a stock’s current return to an investor in the form of dividends. Because Starbucks pays no dividends, we can conclude that those who invest in the company expect their return to come from increases in the stock’s market value.
& APPLYSTOP The Corner Cup, a local coffee bistro, engaged in the transactions listed in the first column of the following table. Opposite each transaction is a ratio and space to mark the effect of each transaction on the ratio. Place an X in the appropriate column to show whether the transaction increased, decreased, or had no effect on the ratio.
(continued)
Comprehensive Illustration of Ratio Analysis 577
Exhibit 14-12
14-12
Effect
Transaction Ratio Increase Decrease None
a. Accrued salaries. Current ratio b. Purchased inventory. Quick ratio c. Increased allowance for Receivable turnover uncollectible accounts. d. Purchased inventory on credit. Payables turnover e. Sold treasury stock. Profit margin f. Borrowed cash by issuing bond payable. Asset turnover g. Paid wages expense. Return on assets h. Repaid bond payable. Debt to equity i. Accrued interest expense. Interest coverage k. Sold merchandise on account. Return on equity l. Recorded depreciation expense. Cash flow yield m. Sold equipment. Free cash flow
SOLUTION Effect
Transaction Ratio Increase Decrease None
a. Accrued salaries. Current ratio X b. Purchased inventory. Quick ratio X c. Increased allowance for Receivable turnover X uncollectible accounts. d. Purchased inventory on credit. Payables turnover X e. Sold treasury stock. Profit margin X f. Borrowed cash by issuing bond payable. Asset turnover X g. Paid wages expense. Return on assets X h. Repaid bond payable. Debt to equity X i. Accrued interest expense. Interest coverage X k. Sold merchandise on account. Return on equity X l. Recorded depreciation expense. Cash flow yield X m. Sold equipment. Free cash flow X
A LOOK BACK AT � STARBUCKS CORPORATION To assess a company’s financial performance, managers, stockholders, creditors, and other interested parties use measures that are linked to creating shareholder value. The Financial Highlights at the beginning of the chapter show that Starbucks’ revenues, earnings, profit margin, and earnings per share appear highly sensitive to customer volume and economic ups and downs. However, but for a comprehensive view of the company’s performance, users of Starbucks’ financial statements must consider the following questions:
• What standards should be used to evaluate Starbucks’ performance? • What analytical tools are available to measure performance? • How successful has the company’s management been in creating value for
shareholders?
Starbucks’ performance should be compared with the performance of other compa- nies in the same industry—the food and beverage specialty retail business. In addition,
578 CHAPTER 14 Financial Analysis of Performance
Review Problem
Comparative Analysis of Two Companies
LO3
Starbucks’ performance in the current year should be compared with its performance in past years. To make this comparison, analysts employ horizontal or trend analysis, vertical analysis, and ratio analysis.
This chapter’s comprehensive ratio analysis of Starbucks clearly shows the compa- ny’s financial condition as stable for liquidity measures, with signs of weakness in 2008 in its profitability, long-term solvency, and cash flow adequacy ratios. This performance resulted in a decrease in earnings per share to $0.43 in 2008 after an increase in earn- ings per share from 2006 to 2007 of $0.74 to $0.90. Shareholder value appears in decline as evidenced by the 2006–2008 downward trend in share price from $34 to $27 to $15.
At Starbucks’ 2008 annual meeting, CEO Howard Schultz summed up his manage- ment’s analysis this way:
Despite the challenging economic environment, Starbucks is profitable, has a strong balance sheet and generates solid cash from operations. Our customers’ connection with, and trust in the Starbucks brand remains at a high level. We are laser-focused on delivering the finest quality coffee and getting the customer experience right every time.11
As for the future, Starbucks has two objectives: to increase profits in existing stores and to make strategic investments in key initiatives—for example, entering the instant coffee market. “We’ve been putting our feet into the shoes of our customers and responding directly to their needs,” said Schultz. “Our customers are telling us they want value and quality and we will deliver that in a way that is both meaningful to them and authentic to Starbucks.12
Suppose a company like Starbucks decided to analyze the coffee vending machine business as a new way to deliver value and convenience to customers. To learn more about selling hot beverages from machines in office buildings and schools, manage- ment decides to perform a comprehensive financial analysis of two successful cold bev- erage vending machine companies: Quik Cup and Big Taste. The balance sheets and income statements of Quik Cup and Big Taste are presented on the following pages.
The following information pertaining to 2010 is also available:
1. Quik Cup’s statement of cash flows shows that it had net cash flows from operations of $2,200,000. Big Taste’s statement of cash flows shows that its net cash flows from operations were $3,000,000.
2. Net capital expenditures were $2,100,000 for Quik Cup and $1,800,000 for Big Taste.
3. Quik Cup paid dividends of $500,000, and Big Taste paid dividends of $600,000.
4. The market prices of the stocks of Quik Cup and Big Taste were $30 and $20, respectively.
Financial information pertaining to prior years is not readily available.
Required Perform a comprehensive ratio analysis of both Quik Cup and Big Taste following the steps outlined here. Assume that all notes payable of these two companies are current liabilities and that all their bonds payable are long-term liabilities. Show dollar amounts in thousands, use end-of-year balances for averages, assume no change in inventory, and round all ratios and percentages to one decimal place.
1. Prepare an analysis of liquidity.
2. Prepare an analysis of profitability.
3. Prepare an analysis of long-term solvency.
4. Prepare an analysis of cash flow adequacy.
A Look Back at Starbucks Corporation 579
5. Prepare an analysis of market strength.
6. In each analysis, indicate the company that apparently had the more favorable ratio. (Consider differences of .1 or less to be neutral.)
7. In what ways would having access to prior years’ information aid this analysis?
A primary objective in management’s use of financial performance measurement is to increase the wealth of the company’s stockholders. Creditors and investors use financial performance measurement to judge a company’s past performance and current position, as well as its future potential and the risk associated with it. Creditors use the information gained from their analyses to make reliable loans that will be repaid with interest. Investors use the information to make invest- ments that will provide a return that is worth the risk.
LO1 Describe the objectives, standards of comparison,
sources of information, and compensation issues
in measuring fi nancial performance.
LO1 Describe the objectives, standards of comparison,
sooururceces s of information, anand d compensatitionon i issssues
inin m measusuriringng fi nancial peperfrforo maancnce.e.
A B C 1 Balance Sheets 2 December 31, 2010 3 (In thousands) 4 Quik Cup Big Taste 5 Assets 6 Cash $ 2,000 $ 4,500 7 Accounts receivable (net) 2,000 6,500 8 Inventory 2,000 5,000 9 Property, plant, and equipment (net) 20,000 35,000 10 Other assets 4,000 5,000 11 Total assets $30,000 $56,000 12 13 Liabilities and Stockholders’ Equity 14 Accounts payable $ 2,500 $ 3,000 15 Notes payable 1,500 4,000 16 Bonds payable 10,000 30,000 17 Common stock, $1 par value 1,000 3,000 18 Additional paid-in capital 9,000 9,000 19 Retained earnings 6,000 7,000 20 Total liabilities and stockholders’ equity $30,000 $56,000 21
A B C 1 Income Statements 2 For the Year Ended December 31, 2010 3 (In thousands, except per share amounts) 4 Quik Cup Big Taste 5 Net sales $53,000 $86,000 6 Costs and expenses 7 Cost of goods sold $37,000 $61,000 8 Selling expenses 7,000 10,000 9 Administrative expenses 4,000 5,000 10 Total costs and expenses $48,000 $76,000 11 Income from operations $ 5,000 $10,000 12 Interest expense 1,400 3,200 13 Income before income taxes $ 3,600 $ 6,800 14 Income taxes 1,800 3,400 15 Net income $ 1,800 $ 3,400 16 Earnings per share $ 1.80 $ 1.13 17
580 CHAPTER 14 Financial Analysis of Performance
Answers to Review Problem
A B C D 1 Ratio Name Quik Cup Big Taste 6. Company
with More Favorable Ratio
2 1. Liquidity analysis
3 a. Current ratio $2,000 � $2,000 � $2,000 ______________________ $2,500 � $1,500
$4,500 � $6,500 � $5,000 ______________________ $3,000 � $4,000
Big Taste
4 � $6,000 ______ $4,000
� 1.5 times � $16,000 _______ $7,000
� 2.3 times
5 b. Quick ratio $2,000 � $2,000 ______________ $2,500 � $1,500
� $11,000 _______ $7,000
� 1.6 times Big Taste
6 c. Receivable $53,000 _______ $2,000
� 26.5 times $86,00 ______ $6,500
� 13.2 times Quik Cup turnover
7 d. Days’ sales 365 days
_________ 26.5 times � 13.8 days 365 days
_________ 13.2 times � 27.6 days Quik Cup uncollected
8 e. Inventory $37,000 _______ $2,000
� 18.5 times $61,000 _______ $5,000
� 12.2 times Quik Cup turnover
9 f. Days’ inventory 365 days
_________ 18.5 times � 19.7 days 365 days
_________ 12.2 times � 29.9 days Quik Cup on hand
10 g. Payables $37,000 _______ $2,500
� 14.8 times $61,000 _______ $3,000
� 20.3 times Big Taste turnover
11 h. Days’ payable 365 days
_________ 20.3 times � 18.30 days 365 days
_________ 20.3 times � 18.0 days Big Taste
12 Note: This analysis indicates the company with the apparently more favorable ratio. 13 Class discussion may focus on conditions under which different conclusions may be drawn.
A B C D 1 Ratio Name Quik Cup Big Taste 6. Company
with More Favorable Ratio
2 2. Profitability analysis
3 a. Profit margin $1,800 _______ $53,000
� 3.4% $3,400 _______ $86,000
� 4.0% Big Taste
4 b. Asset turnover $53,000 _______ $30,000
� 1.8 times $86,000 _______ $56,000
� 1.5 times Quik Cup
5 c. Return on assets $1,800 _______ $30,000
� 6.0% $1,800 _______ $30,000
� 6.0% Neutral
6 d. Return on equity $1,800 ______________________ $1,000 � $9,000 � $6,000
$3,400 ______________________ $3,000 � $9,000 � $7,000
Big Taste
� $1,800 _______ $16,000
� 11.3% � $3,400 _______ $19,000
� 17.9%
A Look Back at Starbucks Corporation 581
A B C D 1 Ratio Name Quik Cup Big Taste 6. Company
with More Favorable Ratio
2 3. Long-term solvency analysis
3 a. Debt to equity ratio $2,500 � $1,500 � $10,000 _______________________ $1,000 � $9,000 � $6,000
$3,000 � $4,000 � $30,000 _______________________ $3,000 � $9,000 � $7,000
Quik Cup
4 � $14,000 _______ $16,000
� 0.9 time � $37,000 _______ $19,000
� 1.9 times
5 b. Interest coverage $3,600 � $1,400 ______________ $1,400
6,800 � $3,200 _____________ $3,200
Quik Cup ratio
6 � $5,000 ______ $1,400
� 3.6 times � $10,000 _______ $3,200
� 3.1 times
A B C D 1 Ratio Name Quik Cup Big Taste 6. Company
with More Favorable Ratio
2 4. Cash flow adequacy analysis
3 a. Cash flow yield $2,200 ______ $1,800
� 1.2 times $2,200 ______ $1,800
� 1.2 times Quik Cup
4 b. Cash flows to sales $2,200 _______ $53,000
� 4.2% $3,000 _______ $86,000
� 3.5% Quik Cup
5 c. Cash flows to $2,200 _______ $30,000
� 7.3% 3,000 _______ $56,000
� 5.4% Quik Cup assets
6 d. Free cash flow $2,200 � $500 � $2,100 $3,000 � $600 � $1,800 Big Taste 7 � ($400) � $600
A B C D 1 Ratio Name Quik Cup Big Taste 6. Company
with More Favorable Ratio
2 5. Market strength analysis
3 a. Price/earnings ratio $30 _____ $1.80
� 16.7 times $20 _____ $1.13
� 17.7 times Big Taste
4 b. Dividends yield $500,000 � 1,000,000 ___________________ $30
$600,000 � 3,000,000 ___________________ $20
5 � $0.50 _____ $30
� 1.7% � $0.20 _____ $20
� 1/0% Quik
6 7. Prior years’ information would be helpful in two ways. First, turnover, return, and cash flows to assets ratios could be based on average amounts. Second, a trend analysis could be performed for each company.
582 CHAPTER 14 Financial Analysis of Performance
A primary objective in management’s use of financial performance measurement is to increase the wealth of the company’s stockholders. Creditors and investors use financial performance measurement to judge a company’s past performance and current position, as well as its future potential and the risk associated with it. Creditors use the information gained from their analyses to make reliable loans that will be repaid with interest. Investors use the information to make invest- ments that will provide a return that is worth the risk.
Three standards of comparison commonly used in evaluating financial perfor- mance are rule-of-thumb measures, a company’s past performance, and industry norms. Rule-of-thumb measures are weak because of a lack of evidence that they can be widely applied. A company’s past performance can offer a guideline for measuring improvement, but it is not helpful in judging performance relative to the performance of other companies. Although the use of industry norms over- comes this last problem, its disadvantage is that firms are not always comparable, even in the same industry.
The main sources of information about public corporations are reports that the corporations publish themselves, such as annual reports and interim financial statements; reports filed with the SEC; business periodicals; and credit and invest- ment advisory services.
In public corporations, a committee made up of independent directors appointed by the board of directors determines the compensation of top execu- tives. Although earnings per share can be regarded as a “bottom-line” number that encompasses all the other performance measures, using it as the sole basis for determining executive compensation may lead to management practices that are not in the best interests of the company or its stockholders.
Horizontal analysis involves the computation of changes in both dollar amounts and percentages from year to year.
Trend analysis is an extension of horizontal analysis in that it calculates per- centage changes for several years. The analyst computes the changes by setting a base year equal to 100 and calculating the results for subsequent years as percent- ages of the base year.
Vertical analysis uses percentages to show the relationship of the component parts of a financial statement to a total figure in the statement. The resulting financial statements, which are expressed entirely in percentages, are called common-size statements.
Ratio analysis is a technique of financial performance evaluation that identifies key relationships between the components of the financial statements. To inter- pret ratios correctly, the analyst must have a general understanding of the com- pany and its environment, financial data for several years or for several companies, and an understanding of the data underlying the numerators and denominators.
LO2 Apply horizontal analy- sis, trend analysis, verti-
cal analysis, and ratio analysis to fi nancial
statements.
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a comprehensive evalu- ation of a company’s
fi nancial performance.
STOP & REVIEW
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Stop & Review 583
A comprehensive ratio analysis includes the evaluation of a company’s liquidity, as well as its profitability, long-term solvency, cash flow adequacy, and market strength. The ratios for measuring these characteristics are illustrated in Exhibits 14-8 through 14-12.
REVIEW of Concepts and Terminology
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584 CHAPTER 14 Financial Analysis of Performance
The following concepts and terms were introduced in this chapter:
Base year 563
Common-size statement 567
Compensation committee 561
Diversified companies 558
Financial performance measure- ment 556
Free cash flow 576
Horizontal analysis 563
Index number 566
Interim financial statements 559
Operating cycle 571
Ratio analysis 569
Trend analysis 566
Vertical analysis 567
Asset turnover 573
Cash flows to assets 576
Cash flows to sales 576
Cash flow yield 575
Current ratio 571
Days’ inventory on hand 571
Days’ payable 573
Days’ sales uncollected 571
Debt to equity ratio 574
Dividends yield 577
Interest coverage ratio 575
Inventory turnover 571
Payables turnover 573
Price/earnings (P/E) ratio 577
Profit margin 573
Quick ratio 571
Receivable turnover 571
Return on assets 573
Return on equity 574
Short Exercises
Objectives and Standards of Financial Performance Evaluation SE 1. Indicate whether each of the following items is (a) an objective or (b) a standard of comparison of financial statement analysis:
1. Industry norms 2. Assessment of a company’s past performance 3. The company’s past performance 4. Assessment of future potential and related risk 5. Rule-of-thumb measures
Sources of Information SE 2. For each piece of information in the list that follows, indicate whether the best source would be (a) reports published by the company, (b) SEC reports, (c) business periodicals, or (d) credit and investment advisory services.
1. Current market value of a company’s stock 2. Management’s analysis of the past year’s operations 3. Objective assessment of a company’s financial performance 4. Most complete body of financial disclosures 5. Current events affecting the company
Trend Analysis SE 3. Using 2009 as the base year, prepare a trend analysis for the following data, and tell whether the results suggest a favorable or unfavorable trend. (Round your answers to one decimal place.)
2011 2010 2009 Net sales $158,000 $136,000 $112,000 Accounts receivable (net) 43,000 32,000 21,000
Horizontal Analysis SE 4. The comparative income statements and balance sheets of Sarot, Inc., appear on the opposite page. Compute the amount and percentage changes for the income statements, and comment on the changes from 2009 to 2010. (Round the percentage changes to one decimal place.)
Vertical Analysis SE 5. Express the comparative balance sheets of Sarot, Inc. (shown on the oppo- site page) as common-size statements, and comment on the changes from 2009 to 2010. (Round computations to one decimal place.)
Liquidity Analysis SE 6. Using the information for Sarot, Inc., in SE 4 and SE 5, compute the current ratio, quick ratio, receivable turnover, days’ sales uncollected, inventory turnover, days’ inventory on hand, payables turnover, and days’ payable for 2009 and 2010. Inventories were $16,000 in 2008, $20,000 in 2009, and $28,000 in 2010. Accounts receivable were $24,000 in 2008, $32,000 in 2009, and $40,000 in 2010. Accounts payable were $36,000 in 2008, $40,000 in 2009, and $48,000
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CHAPTER ASSIGNMENTS BUILDING Your Basic Knowledge and Skills
Chapter Assignments 585
Sarot, Inc. Comparative Income Statements For the Years Ended December 31, 2010 and 2009 2010 2009
Net sales $720,000 $580,000 Cost of goods sold 448,000 352,000 Gross margin $272,000 $228,000 Operating expenses 160,000 120,000 Operating income $112,000 $108,000 Interest expense 28,000 20,000 Income before income taxes $ 84,000 $ 88,000 Income taxes expense 28,000 32,000 Net income $ 56,000 $ 56,000 Earnings per share $ 2.80 $ 2.80
in 2010. The company had no marketable securities or prepaid assets. Comment on the results. (Round computations to one decimal place.)
Profitability Analysis SE 7. Using the information for Sarot, Inc., in SE 4 and SE 5, compute the profit margin, asset turnover, return on assets, and return on equity for 2009 and 2010. In 2008, total assets were $400,000 and total stockholders’ equity was $120,000. Comment on the results. (Round computations to one decimal place.)
Long-term Solvency Analysis SE 8. Using the information for Sarot, Inc., in SE 4 and SE 5, compute the debt to equity ratio and the interest coverage ratio for 2009 and 2010. Comment on the results. (Round computations to one decimal place.)
Cash Flow Adequacy Analysis SE 9. Using the information for Sarot, Inc., in SE 4, SE 5, and SE 7, compute the cash flow yield, cash flows to sales, cash flows to assets, and free cash flow for 2009 and 2010. Net cash flows from operating activities were $84,000 in 2009 and $64,000 in 2010. Net capital expenditures were $120,000 in 2009 and
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Sarot, Inc. Comparative Balance Sheets December 31, 2010 and 2009 2010 2009
Assets Current assets $ 96,000 $ 80,000 Property, plant, and equipment (net) 520,000 400,000 Total assets $616,000 $480,000
Liabilities and Stockholders’ Equity Current liabilities $ 72,000 $ 88,000 Long-term liabilities 360,000 240,000 Stockholders’ equity 184,000 152,000 Total liabilities and stockholders’ equity $616,000 $480,000
586 CHAPTER 14 Financial Analysis of Performance
$160,000 in 2010. Cash dividends were $24,000 in both years. Comment on the results. (Round computations to one decimal place.)
Market Strength Analysis SE 10. Using the information for Sarot, Inc., in SE 4, SE 5, and SE 9, compute the price/earnings (P/E) ratio and dividends yield for 2009 and 2010. The com- pany had 20,000 shares of common stock outstanding in both years. The price of Sarot’s common stock was $60 in 2009 and $40 in 2010. Comment on the results. (Round computations to one decimal place.)
Exercises Discussion Questions E 1. Develop brief answers to each of the following questions:
1. Why is it essential that management compensation, including bonuses, be linked to financial goals and strategies that achieve shareholder value?
2. How are past performance and industry norms useful in evaluating a com- pany’s performance? What are their limitations?
3. In a five-year trend analysis, why do the dollar values remain the same for their respective years while the percentages usually change when a new five- year period is chosen?
Discussion Questions E 2. Develop brief answers to each of the following questions:
1. Why does a decrease in receivable turnover create the need for cash from operating activities?
2. Why would ratios that include one balance sheet account and one income statement account, such as receivable turnover or return on assets, be ques- tionable if they came from quarterly or other interim financial reports?
3. What is a limitation of free cash flow in comparing one company to another?
Issues in Financial Performance Evaluation: Objectives, Standards, Sources of Information, and Executive Compensation E 3. Identify each of the following as (a) an objective of financial statement analy- sis, (b) a standard for financial statement analysis, (c) a source of information for financial statement analysis, or (d) an executive compensation issue:
1. Average ratios of other companies in the same industry 2. Assessment of the future potential of an investment 3. Interim financial statements 4. Past ratios of the company 5. SEC Form 10-K 6. Assessment of risk 7. A company’s annual report 8. Linking performance to shareholder value
Standards for Financial Performance Evaluation E 4. Standard & Poor’s Ratings Group, the large financial company that evaluates the riskiness of companies’ debt, downgraded its rating of General Motors and Ford Motor Co. debt to “junk” bond status because of concerns about the companies’ profitability and cash flows. Despite aggressive cost cutting, both companies still face substantial future liabilities for health care and pension obligations. They are losing money or barely breaking even on auto operations that concentrate on slow-selling SUVs. High gas prices and competition force them to sell the cars at a discount.13
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Chapter Assignments 587
What standards do you think Standard & Poor’s would use to evaluate Ford’s progress? What performance measures would Standard & Poor’s most likely use in making its evaluation?
Using Segment Information E 5. Refer to , which shows the segment information of Starbucks Corporation. In what business segments does Starbucks operate? What is the rel- ative size of its business segments in terms of sales and income in the most recent year shown? Which segment is most profitable in terms of return on assets?
Using Investors’ Services E 6. Refer to , which contains the PepsiCo Inc. listing from Mer- gent’s Handbook of Dividend Achievers. Assume that an investor has asked you to assess PepsiCo’s recent history and prospects. Write a memorandum to the inves- tor that addresses the following points:
1. PepsiCo’s earnings history. What has been the general relationship between PepsiCo’s return on assets and its return on equity over the last seven years? What does this tell you about the way the company is financed? What figures back up your conclusion?
2. The trend of PepsiCo’s stock price and price/earnings (P/E) ratio for the seven years shown.
3. PepsiCo’s prospects, including developments likely to affect the company’s future.
Trend Analysis E 7. Using 2006 as the base year, prepare a trend analysis of the following data, and tell whether the situation shown by the trends is favorable or unfavorable. (Round your answers to one decimal place.)
2010 2009 2008 2007 2006 Net sales $25,520 $23,980 $24,200 $22,880 $22,000 Cost of goods sold 17,220 15,400 15,540 14,700 14,000 General and administrative expenses 5,280 5,184 5,088 4,896 4,800 Operating income 3,020 3,396 3,572 3,284 3,200
Horizontal Analysis E 8. Compute the amount and percentage changes for the following balance sheets for Davis Company, and comment on the changes from 2009 to 2010. (Round the percentage changes to one decimal place.)
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Davis Company Comparative Balance Sheets December 31, 2010 and 2009 2010 2009
Assets Current assets $ 18,600 $ 12,800 Property, plant, and equipment (net) 109,464 97,200 Total assets $128,064 $110,000
Liabilities and Stockholders’ Equity Current liabilities $ 11,200 $ 3,200 Long-term liabilities 35,000 40,000 Stockholders’ equity 81,864 66,800 Total liabilities and stockholders’ equity $128,064 $110,000
588 CHAPTER 14 Financial Analysis of Performance
Exhibit 14-1
Exhibit 14-2
Vertical Analysis E 9. Express the partial comparative income statements for Davis Company that follow as common-size statements, and comment on the changes from 2009 to 2010. (Round computations to one decimal place.)
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Liquidity Analysis E 10. Partial comparative balance sheet and income statement information for Smith Company is as follows:
2011 2010 Cash $ 27,200 $ 20,800 Marketable securities 14,400 34,400 Accounts receivable (net) 89,600 71,200 Inventory 108,800 99,200 Total current assets $240,000 $225,600 Accounts payable $ 80,000 $ 56,400 Net sales $645,120 $441,440 Cost of goods sold 435,200 406,720 Gross margin $209,920 $ 34,720
In 2009, the year-end balances for Accounts Receivable and Inventory were $64,800 and $102,400, respectively. Accounts Payable was $61,200 in 2009 and is the only current liability. Compute the current ratio, quick ratio, receivable turnover, days’ sales uncollected, inventory turnover, days’ inventory on hand, payables turnover, and days’ payable for each year. (Round computations to one decimal place.) Comment on the change in the company’s liquidity position.
Operating Cycle E 11. Using the information for Smith Company in E 10, compute the operating cycle and finance period for both years. Comment on the change in the com- pany’s operating cycle and required days of financing from 2010 to 2011.
Turnover Analysis E 12. Modern Suits Rental has been in business for four years. Because the com- pany has recently had a cash flow problem, management wonders whether there is a problem with receivables or inventories. Selected figures from the company’s financial statements (in thousands) follow.
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Davis Company Partial Comparative Income Statements
For the Years Ended December 31, 2010 and 2009 2010 2009
Net sales $212,000 $184,000 Cost of goods sold 127,200 119,600 Gross margin $ 84,800 $ 64,400 Selling expenses $ 53,000 $ 36,800 General expenses 25,440 18,400 Total operating expenses $ 78,440 $ 55,200 Operating income $ 6,360 $ 9,200
Chapter Assignments 589
2011 2010 2009 2008 Net sales $288.0 $224.0 $192.0 $160.0 Cost of goods sold 180.0 144.0 120.0 96.0 Accounts receivable (net) 48.0 40.0 32.0 24.0 Merchandise inventory 56.0 44.0 32.0 20.0 Accounts payable 26.0 20.0 16.0 10.0
Compute the receivable turnover, inventory turnover, and payables turnover for each of the four years, and comment on the results relative to the cash flow prob- lem that the firm has been experiencing. Merchandise inventory was $22,000, accounts receivable were $22,000, and accounts payable were $8,000 in 2007. (Round computations to one decimal place.)
Profitability Analysis E 13. Barr Company had total assets of $320,000 in 2008, $340,000 in 2009, and $380,000 in 2010. The company’s debt to equity ratio was .67 times in all three years. In 2009, Barr had net income of $38,556 on revenues of $612,000. In 2010, it had net income of $49,476 on revenues of $798,000. Compute the profit margin, asset turnover, return on assets, and return on equity for 2009 and 2010. Comment on the apparent cause of the increase or decrease in profitability. (Round the percentages and other ratios to one decimal place.)
Long-term Solvency and Market Strength Ratios E 14. An investor is trying to decide whether to invest in the long-term bonds and common stock of Companies P and R. Both companies operate in the same industry. Both also pay a dividend per share of $4 and have a yield of 5 percent on their long-term bonds. Other data for the two companies are as follows:
Company P Company R Total assets $2,400,000 $1,080,000 Total liabilities 1,080,000 594,000 Income before income taxes 288,000 129,600 Interest expense 97,200 53,460 Earnings per share 3.20 5.00 Market price of common stock 40.00 47.50
Compute the debt to equity, interest coverage, and price/earnings (P/E) ratios, as well as the dividends yield, and comment on the results. (Round computations to one decimal place.)
Cash Flow Adequacy Analysis E 15. Using the following data from the financial statements of Bali, Inc., com- pute the company’s cash flow yield, cash flows to sales, cash flows to assets, and free cash flow. (Round computations to one decimal place.)
Net sales $1,600,000 Net income 176,000 Net cash flows from operating activities 228,000 Total assets, beginning of year 1,445,000 Total assets, end of year 1,560,000 Cash dividends 60,000 Net capital expenditures 149,000
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590 CHAPTER 14 Financial Analysis of Performance
Problems Horizontal and Vertical Analysis P 1. Robert Corporation’s condensed comparative balance sheets and condensed comparative income statements for 2011 and 2010 follow.
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Robert Corporation Comparative Balance Sheets December 31, 2011 and 2010 2011 2010 Assets
Cash $ 40,600 $ 20,400 Accounts receivable (net) 117,800 114,600 Inventory 287,400 297,400 Property, plant, and equipment (net) 375,000 360,000 Total assets $820,800 $792,400
Liabilities and Stockholders’ Equity Accounts payable $133,800 $238,600 Notes payable (short-term) 100,000 200,000 Bonds payable 200,000 — Common stock, $10 par value 200,000 200,000 Retained earnings 187,000 153,800 Total liabilities and stockholders’ equity $820,800 $792,400
Robert Corporation Comparative Income Statements For the Years Ended December 31, 2011 and 2010 2011 2010
Net sales $1,638,400 $1,573,200 Cost of goods sold 1,044,400 1,004,200 Gross margin $ 594,000 $ 569,000 Operating expenses Selling expenses $ 238,400 $ 259,000 Administrative expenses 223,600 211,600 Total operating expenses $ 462,000 $ 470,600 Income from operations $ 132,000 $ 98,400 Interest expense 32,800 19,600 Income before income taxes $ 99,200 $ 78,800 Income taxes expense 31,200 28,400 Net income $ 68,000 $ 50,400 Earnings per share $ 3.40 $ 2.52
Chapter Assignments 591
Required 1. Prepare schedules showing the amount and percentage changes from 2010
to 2011 for the comparative income statements and the balance sheets. 2. Prepare common-size income statements and balance sheets for 2010 and
2011. 3. Comment on the results in requirements 1 and 2 by identifying favorable and
unfavorable changes in the components and composition of the statements.
Comprehensive Ratio Analysis P 2. Data for Robert Corporation in 2011and 2010 follow. These data should be used in conjunction with the data in P 1.
2011 2010 Net cash flows from operating activities ($98,000) $72,000 Net capital expenditures $20,000 $32,500 Dividends paid $22,000 $17,200 Number of common shares 20,000 20,000 Market price per share $18 $30
Selected balances at the end of 2009 were accounts receivable (net), $103,400; inventory, $273,600; total assets, $732,800; accounts payable, $193,300; and stockholders’ equity, $320,600. All Robert’s notes payable were current liabili- ties; all its bonds payable were long-term liabilities.
Required Perform a comprehensive ratio analysis. Round all answers to one decimal place.
1. Prepare a liquidity analysis by calculating for each year the (a) current ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inven- tory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each year the (a) profit mar- gin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each year the (a) debt to equity ratio and (b) interest coverage ratio.
4. Prepare a cash flow adequacy analysis by calculating for each year the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
5. Prepare a market strength analysis by calculating for each year the (a) price/ earnings (P/E) ratio and (b) dividends yield.
6. After making the calculations, indicate whether each ratio improved or dete- riorated from 2010 to 2011 (use F for favorable and U for unfavorable and consider changes of 0.1 or less to be neutral).
Effects of Transactions on Ratios P 3. Sung Corporation, a clothing retailer, engaged in the transactions listed in the first column of the table that follows. Opposite each transaction is a ratio and space to mark the effect of each transaction on the ratio.
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592 CHAPTER 14 Financial Analysis of Performance
Required Place an X in the appropriate column to show whether the transaction increased, decreased, or had no effect on the indicated ratio.
Comprehensive Ratio Analysis P 4. The condensed comparative income statements of Tola Corporation follow. The corporation’s condensed comparative balance sheets are presented on the next page. All figures are given in thousands of dollars, except earnings per share and market price per share. Additional data for Tola Corporation in 2011 and 2010 are as follows:
2011 2010 Net cash flows from operating activities $32,000 $49,500 Net capital expenditures $59,500 $19,000 Dividends paid $15,700 $17,500 Number of common shares 15,000 15,000 Market price per share $40 $60
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Effect Transaction Ratio Increase Decrease None
a. Issued common stock for cash. Asset turnover b. Declared cash dividend. Current ratio c. Sold treasury stock. Return on equity d. Borrowed cash by issuing note payable. Debt to equity ratio e. Paid salaries expense. Inventory turnover f. Purchased merchandise for cash. Current ratio g. Sold equipment for cash. Receivable turnover h. Sold merchandise on account. Quick ratio i. Paid current portion of long-term debt. Return on assets j. Gave sales discount. Profit margin k. Purchased marketable securities for cash. Quick ratio l. Declared 5% stock dividend. Current ratio m. Purchased a building. Free cash flow
Tola Corporation Comparative Income Statements For the Years Ended December 31, 2011 and 2010 2011 2010
Net sales $400,200 $371,300 Cost of goods sold 227,050 198,100 Gross margin $173,150 $173,200 Operating expenses Selling expenses $ 65,050 $ 52,300 Administrative expenses 70,150 57,750 Total operating expenses $135,200 $110,050 Income from operations $ 37,950 $ 63,150 Interest expense 12,500 10,000 Income before income taxes $ 25,450 $ 53,150 Income taxes expense 7,000 17,500 Net income $ 18,450 $ 35,650 Earnings per share $ 1.23 $ 2.38
Chapter Assignments 593
Tola Corporation Comparative Balance Sheets December 31, 2011 and 2010 2011 2010
Assets Cash $ 15,550 $ 13,600 Accounts receivable (net) 36,250 21,350 Inventory 61,300 53,900 Property, plant, and equipment (net) 288,850 253,750 Total assets $401,950 $342,600
Liabilities and Stockholders’ Equity Accounts payable $ 52,350 $ 36,150 Notes payable 25,000 25,000 Bonds payable 100,000 55,000 Common stock, $10 par value 150,000 150,000 Retained earnings 74,600 76,450 Total liabilities and stockholders’ equity $401,950 $342,600
Required Perform a comprehensive analyses. Round percentages and ratios to one decimal place. 1. Prepare a liquidity analysis by calculating for each year the (a) current
ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inventory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each year the (a) profit mar- gin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each year the (a) debt to equity ratio and (b) interest coverage ratio.
4. Prepare a cash flow adequacy analysis by calculating for each year the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
5. Prepare an analysis of market strength by calculating for each year the (a) price/earnings (P/E) ratio and (b) dividends yield.
6. After making the calculations, indicate whether each ratio improved or dete- riorated from 2010 to 2011 (use F for favorable and U for unfavorable and consider changes of 0.1 or less to be neutral).
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Balances of selected accounts at the end of 2009 were accounts receivable (net), $26,350; inventory, $49,700; accounts payable, $32,400; total assets, $323,900; and stockholders’ equity, $188,300. All of the bonds payable were long-term liabilities.
594 CHAPTER 14 Financial Analysis of Performance
Comprehensive Ratio Analysis of Two Companies P 5. Agnes Ball is considering an investment in the common stock of a chain of retail department stores. She has narrowed her choice to two retail companies, Fast Corporation and Style Corporation, whose income statements and balance sheets are presented below.
During the year, Fast Corporation paid a total of $50,000 in dividends. The market price per share of its stock is currently $60. In comparison, Style Cor- poration paid a total of $114,000 in dividends, and the current market price of its stock is $76 per share. Fast Corporation had net cash flows from opera- tions of $271,500 and net capital expenditures of $625,000. Style Corporation had net cash flows from operations of $492,500 and net capital expenditures of $1,050,000. Information for prior years is not readily available. Assume that all notes payable are current liabilities and all bonds payable are long-term liabilities and that there is no change in inventory.
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Income Statements Fast Style
Net sales $12,560,000 $25,210,000 Costs and expenses Cost of goods sold $ 6,142,000 $14,834,000 Selling expenses 4,822,600 7,108,200 Administrative expenses 986,000 2,434,000 Total costs and expenses $11,950,600 $24,376,200 Income from operations $ 609,400 $ 833,800 Interest expense 194,000 228,000 Income before income taxes $ 415,400 $ 605,800 Income taxes expense 200,000 300,000 Net income $ 215,400 $ 305,800 Earnings per share $ 4.31 $ 10.19
Balance Sheets Fast Style Assets
Cash $ 80,000 $ 192,400 Marketable securities (at cost) 203,400 84,600 Accounts receivable (net) 552,800 985,400 Inventory 629,800 1,253,400 Prepaid expenses 54,400 114,000 Property, plant, and equipment (net) 2,913,600 6,552,000 Intangibles and other assets 553,200 144,800 Total assets $4,987,200 $9,326,600
Liabilities and Stockholders’ Equity Accounts payable $ 344,000 $ 572,600 Notes payable 150,000 400,000 Income taxes payable 50,200 73,400 Bonds payable 2,000,000 2,000,000 Common stock, $20 par value 1,000,000 600,000 Additional paid-in capital 609,800 3,568,600 Retained earnings 833,200 2,112,000 Total liabilities and stockholders’ equity $4,987,200 $9,326,600
Chapter Assignments 595
Required Conduct a comprehensive ratio analysis for each company. Compare the results. Round percentages and ratios to one decimal place, and consider changes of .1 or less to be indeterminate.
1. Prepare a liquidity analysis by calculating for each company the (a) current ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inventory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each company the (a) profit margin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each company the (a) debt to equity ratio and (b) interest coverage ratio.
4. Prepare a cash flow adequacy analysis by calculating for each company the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
5. Prepare an analysis of market strength by calculating for each company the (a) price/earnings (P/E) ratio and (b) dividends yield.
6. Compare the two companies by inserting the ratio calculations from 1 through 5 in a table with the following column headings: Ratio, Name, Fast, Style, and Company with More Favorable Ratio. Indicate in the last column which company had the more favorable ratio in each case.
7. How could the analysis be improved if information about these companies’ prior years were available?
Alternate Problems Horizontal and Vertical Analysis P 6. Spain Corporation’s condensed comparative balance sheets and condensed comparative income statements for 2011 and 2010 follow.
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Spain Corporation Comparative Balance Sheets December 31, 2011 and 2010
2011 2010 Assets
Cash $ 50,000 $ 60,000 Accounts receivable (net) 120,000 100,000 Inventory 400,000 300,000 Property, plant, and equipment (net) 330,000 40,000 Total assets $900,000 $800,000
Liabilities and Stockholders’ Equity Accounts payable $200,000 $200,000 Notes payable (short-term) 100,000 200,000 Bonds payable 100,000 — Common stock, $20 par value 200,000 200,000 Retained earnings 300,000 200,000 Total liabilities and stockholders’ equity $900,000 $800,000
596 CHAPTER 14 Financial Analysis of Performance
Required 1. Prepare schedules showing the amount and percentage changes from 2010
to 2011 for the comparative income statements and the balance sheets. 2. Prepare common-size income statements and balance sheets for 2010
and 2011. 3. Comment on the results in requirements 1 and 2 by identifying favorable
and unfavorable changes in the components and composition of the statements.
Comprehensive Ratio Analysis P 7. Data for Spain Corporation in 2011and 2010 follow. These data should be used in conjunction with the data in P 6.
2011 2010 Net cash flows from operating activities ($50,000) $26,000 Net capital expenditures $10,000 $20,000 Dividends paid $10,000 $12,000 Number of common shares 10,000 10,000 Market price per share $20 $25
Selected balances at the end of 2009 were accounts receivable (net), $90,000; inventory, $270,000; total assets, $750,000; accounts payable, $150,000; and stockholders’ equity, $350,000. All Spain’s notes payable were current liabilities; all its bonds payable were long-term liabilities.
Required Perform a comprehensive ratio analysis. Round all answers to one decimal place. 1. Prepare a liquidity analysis by calculating for each year the (a) current
ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inventory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each year the (a) profit mar- gin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each year the (a) debt to equity ratio and (b) interest coverage ratio.
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Spain Corporation Comparative Income Statements For the Years Ended December 31, 2011 and 2010
2011 2010 Net sales $ 1,300,000 $ 1,200,000 Cost of goods sold 630,000 600,000 Gross margin $ 670,000 $ 600,000 Operating expenses Selling expenses $ 100,000 $ 100,000 Administrative expenses 400,000 300,000 Total operating expenses $ 500,000 $ 400,000 Income from operations $ 170,000 $ 200,000 Interest expense 30,000 20,000 Income before income taxes $ 140,000 $ 180,000 Income taxes expense 40,000 50,000 Net income $ 100,000 $ 130,000 Earnings per share $ 10.00 $ 13.00
Chapter Assignments 597
4. Prepare a cash flow adequacy analysis by calculating for each year the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
5. Prepare a market strength analysis by calculating for each year the (a) price/ earnings (P/E) ratio and (b) dividends yield.
6. After making the calculations, indicate whether each ratio improved or dete- riorated from 2010 to 2011 (use F for favorable and U for unfavorable and consider changes of 0.1 or less to be neutral).
Effects of Transactions on Ratios P 8. Alp Corporation engaged in the transactions listed in the first column of the following table. Opposite each transaction is a ratio and space to indicate the effect of each transaction on the ratio.
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Effect Transaction Ratio Increase Decrease None
a. Issued common stock for cash. Asset turnover b. Borrowed cash by issuing a note payable. Debt to equity ratio c. Purchase merchandise for cash. Current ratio d. Pay salary expense. Inventory turnover e. Sold equipment for cash. Receivable turnover f. Sold merchandise on account. Quick ratio g. Paid current portion of long-term debt. Return on assets h. Issued stock dividend. Current ratio i. Issued bonds payable. Asset turnover j. Accrued salaries. Current ratio k. Declared cash dividend. Current ratio l. Sold treasury stock. Profit margin m. Recorded depreciation for the year. Cash flow yield
Required Place an X in the appropriate column to show whether the transaction increased, decreased, or had no effect on the indicated ratio.
Comprehensive Ratio Analysis P 9. The condensed comparative income statements and balance sheets of UK Corporation are presented on the next page. All figures are given in thousands of dollars, except earnings per share and market price per share. Additional data for UK Corporation in 2011 and 2010 are as follows:
2011 2010 Net cash flows from operating activities $100,000 $80,000 Net capital expenditures $80,000 $50,000 Dividends paid $30,000 $25,000 Number of common shares 20,000 20,000 Market price per share $70 $50
Balances of selected accounts at the end of 2009 were accounts receivable (net), $15,000; inventory, $50,000; accounts payable, $24,000; total assets, $250,000; and stockholders’ equity, $200,000. All of the bonds payable were long-term liabilities.
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598 CHAPTER 14 Financial Analysis of Performance
UK Corporation Comparative Income Statements For the Years Ended December 31, 2011 and 2010
2011 2010 Net sales $400,000 $ 360,000 Cost of goods sold 200,000 200,000 Gross margin $200,000 $160,000 Operating expenses Selling expenses $ 50,000 $ 40,000 Administrative expenses 60,000 70,000 Total operating expenses $110,000 $ 110,000 Income from operations $ 90,000 $ 50,000 Interest expense 15,000 10,000 Income before income taxes $ 75,000 $ 40,000 Income taxes expense 10,000 6,000 Net income $ 65,000 $ 34,000 Earnings per share $ 3.25 $ 1.70
UK Corporation Comparative Balance Sheets December 31, 2011 and 2010
2011 2010 Assets Cash $ 25,000 $ 20,000 Accounts receivable (net) 21,000 18,000 Inventory 49,000 52,000 Property, plant, and equipment (net) 205,000 200,000 Total assets $300,000 $290,000
Liabilities and Stockholders’ Equity Accounts payable $ 50,000 $ 30,000 Notes payable 10,000 — Bonds payable 10,000 40,000 Common stock, $10 par value 200,000 200,000 Retained earnings 30,000 20,000 Total liabilities and stockholders’ equity $300,000 $290,000
Required Perform a comprehensive ratio analysis. Round percentages and ratios to one decimal place.
1. Prepare a liquidity analysis by calculating for each year the (a) current ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inven- tory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each year the (a) profit mar- gin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each year the (a) debt to equity ratio and (b) interest coverage ratio.
4. Prepare a cash flow adequacy analysis by calculating for each year the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
Chapter Assignments 599
5. Prepare an analysis of market strength by calculating for each year the (a) price/earnings (P/E) ratio and (b) dividends yield.
6. After making the calculations, indicate whether each ratio improved or dete- riorated from 2010 to 2011 (use F for favorable and U for unfavorable and consider changes of 0.1 or less to be neutral).
Comprehensive Ratio Analysis of Two Companies P 10. Caitlin Cleary is considering an investment in the common stock of a chain of souvenir stores. She has narrowed her choice to two companies, Dover Corpo- ration and Calais Corporation, whose income statements and balance sheets are presented here.
During the year, Dover Corporation paid a total of $50,000 in dividends. The market price per share of its stock is currently $60. In comparison, Calais Corporation paid a total of $114,000 in dividends, and the current market price of its stock is $76 per share. Dover Corporation had net cash flows from opera- tions of $271,500 and net capital expenditures of $625,000. Calais Corporation had net cash flows from operations of $492,500 and net capital expenditures of $1,050,000. Information for prior years is not readily available. Assume that all notes payable are current liabilities and all bonds payable are long-term liabilities and that there is no change in inventory.
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Income Statements Dover Calais
Net sales $13,000,000 $25,000,000 Costs and expenses Cost of goods sold $ 6,000,000 $14,000,000 Selling expenses 4,000,000 7,000,000 Administrative expenses 1,000,000 3,000,000 Total costs and expenses $11,000,000 $24,000,000 Income from operations $ 2,000,000 $ 1,000,000 Interest expense 200,000 150,000 Income before income taxes $ 1,800,000 $ 850,000 Income taxes expense 800,000 150,000 Net income $ 1,000,000 $ 600,000 Earnings per share $ 10.00 $ 10.00
Balance Sheets Dover Calais
Assets Cash $ 80,000 $ 180,000 Marketable securities (at cost) 200,000 20,000 Accounts receivable (net) 600,000 900,000 Inventory 700,000 1,300,000 Prepaid expenses 20,000 120,000 Property, plant, and equipment (net) 2,000,000 6,000,000 Intangibles and other assets 400,000 480,000 Total assets $4,000,000 $9,000,000
(Continued)
600 CHAPTER 14 Financial Analysis of Performance
Dover Calais Liabilities and Stockholders’ Equity Accounts payable $ 200,000 $ 600,000 Notes payable 700,000 400,000 Income taxes payable 80,000 70,000 Bonds payable 1,000,000 2,000,000 Common stock, $10 par value 1,000,000 600,000 Additional paid-in capital 120,000 2,330,000 Retained earnings 900,000 3,000,000 Total liabilities and stockholders’ equity $4,000,000 $9,000,000
Required Conduct a comprehensive ratio analysis for each company. Compare the results. Round percentages and ratios to one decimal place, and consider changes of 0.1 or less to be indeterminate.
1. Prepare a liquidity analysis by calculating for each company the (a) current ratio, (b) quick ratio, (c) receivable turnover, (d) days’ sales uncollected, (e) inventory turnover, (f) days’ inventory on hand, (g) payables turnover, and (h) days’ payable.
2. Prepare a profitability analysis by calculating for each company the (a) profit margin, (b) asset turnover, (c) return on assets, and (d) return on equity.
3. Prepare a long-term solvency analysis by calculating for each company the (a) debt to equity ratio and (b) interest coverage ratio.
4. Prepare a cash flow adequacy analysis by calculating for each company the (a) cash flow yield, (b) cash flows to sales, (c) cash flows to assets, and (d) free cash flow.
5. Prepare an analysis of market strength by calculating for each company the (a) price/earnings (P/E) ratio and (b) dividends yield.
6. Compare the two companies by inserting the ratio calculations from 1 through 5 in a table with the following column headings: Ratio, Name, Dover, Calais, and Company with More Favorable Ratio. Indicate in the last column which company had the more favorable ratio in each case.
7. How could the analysis be improved if information about these companies’ prior years were available?
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ENHANCING Your Knowledge, Skills, and Critical Thinking
Executive Compensation C 1. Executive compensation is often based on meeting certain targets for revenue growth, earnings, earnings per share, return on assets, or other performance mea- sures. But what if performance is not living up to expectations? Some companies are simply changing the targets. For instance, Sun Microsystems’ proxy as quoted in the Wall Street Journal states that “due to economic challenges experienced during the last fiscal year, our earnings per share and revenues are significantly below plan. As such, the Bonus Plan was amended to reduce the target bonus to 50% of the original plan and base the target bonus solely on the third and fourth quarters.”14 Sun Microsystems was not alone. Other companies, such as AT&T Wireless, Estee Lauder, and UST, also lowered targets for executive bonuses.
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Chapter Assignments 601
Do you think it is acceptable to change the bonus targets for executives dur- ing the year if the year turns out to be not as successful as planned? What if an unexpected, world-shaking event occurs and has a negative effect on business, such as 9/11 had on the airline industry? What are three standards of compari- son? Which of these might justify changing the bonus targets during the year?
Using Investors’ Services C 2. Go to the website for Moody’s Investors Service. Click on “ratings,” which will show revisions of debt ratings issued by Moody’s in the past few days. Choose a rating that has been upgraded or downgraded and read the short press announcement related to it. What reasons does Moody’s give for the change in rating? What is Moody’s assessment of the future of the company or institution? What financial performance measures are mentioned in the article? Summarize your findings and be prepared to share them in class.
Analyzing the Airline Industry C 3. Divide into groups. Assume your group is analyzing the fate of the larger airlines, such as United and American. You have the following information:
a. Between 1999 and now, the long-term debt, including lease obligations, of the largest airlines more than doubled.
b. The price of fuel has increased by one-third. c. Passenger loads are only now getting back to pre-9/11 levels. d. Severe price competition from discount airlines exists.
Identify the ratios that you consider most important to consider in assessing the future of the large airlines and discuss the effect of each of the above factors on the ratios. Be prepared to present all or part of your findings in class.
Comparison of International Companies’ Operating Cycles C 4. Ratio analysis enables one to compare the performance of companies whose financial statements are presented in different currencies. Selected data from 2006 for two large pharmaceutical companies—one American, Pfizer, Inc., and one Swiss, Roche—are presented next (in millions).15
Pfizer, Inc. (U.S.) Roche (Swiss) Net sales $48,371 SF42,041 Cost of goods sold 7,640 10,616 Accounts receivable 9,392 8,960 Inventories 6,111 5,592 Accounts payable 2,019 2,213
For each company, calculate the receivable turnover, days’ sales uncollected, inventory turnover, days’ inventory on hand, payables turnover, and days’ pay- able. Then determine the operating cycle and days of financing required for each company. (Accounts receivable in 2005 were $9,103 for Pfizer and SF7,698 for Roche. Inventories in 2005 were $5,478 for Pfizer and SF5,041 for Roche. Accounts payable in 2005 were $2,073 for Pfizer and SF2,373 for Roche.) Pre- pare a memo containing your analysis of the operating cycles of these companies.
Effect of a One-Time Item on a Loan Decision C 5. Apple a Day, Inc., and Unforgettable Edibles, Inc. are food catering busi- nesses that operate in the same metropolitan area. Their customers include For- tune 500 companies, regional firms, and individuals. The two firms reported similar profit margins for the current year, and both base bonuses for managers on the achievement of a target profit margin and return on equity. Each firm has submitted a loan request to you, a loan officer for City National Bank. They have provided you with the following information:
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602 CHAPTER 14 Financial Analysis of Performance
Unforgettable Apple a Day Edibles
Net sales $625,348 $717,900 Cost of goods sold 25,125 287,080 Gross margin $400,223 $430,820 Operating expenses 281,300 371,565 Operating income $118,923 $ 59,255 Gain on sale of real estate — 81,923 Interest expense (9,333) (15,338) Income before income taxes $109,590 $125,840 Income taxes expense 25,990 29,525 Net income $ 83,600 $ 96,315 Average stockholders’ equity $312,700 $390,560
1. Perform a vertical analysis and prepare a common-size income statement for each firm. Compute profit margin and return on equity.
2. Discuss these results, the bonus plan for management, and loan consider- ations. Identify the company that is the better loan risk.
Cookie Company (Continuing Case) C 6. In this segment of our continuing case, you will use the following data to analyze trends in your company’s financial performance over the past five years.
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Cookie Company Five-Year Summary of Operations and Other Related Data
2011 2010 2009 2008 2007
Summary of operations Sales $9,000 $8,000 $ 7,000 $6,500 $5,000 Cost of products sold 6,700 5,500 5,000 4,700 3,000 Interest expense 300 120 50 70 50 Provision for income taxes 400 380 350 230 150 Net income (before special items) 1,600 2,000 1,600 1,500 1,800 Other related data Dividends paid: common 46 40 35 30 20 Total assets 5,000 4,000 3,000 2,500 2,000 Total debt 2,000 1,000 500 750 500 Shareholders’ equity 3,000 3,000 2,500 1,750 1,500
Prepare a trend analysis for your company using 2007 as the base year, and dis- cuss the results. Identify important trends, state whether the trends are favorable or unfavorable, and discuss significant relationships among the trends.
Chapter Assignments 603
Present Value Tables
Periods 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 12%
1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909 0.893 2 0.980 0.961 0.943 0.925 0.907 0.890 0.873 0.857 0.842 0.826 0.797 3 0.971 0.942 0.915 0.889 0.864 0.840 0.816 0.794 0.772 0.751 0.712 4 0.961 0.924 0.888 0.855 0.823 0.792 0.763 0.735 0.708 0.683 0.636 5 0.951 0.906 0.883 0.822 0.784 0.747 0.713 0.681 0.650 0.621 0.567
6 0.942 0.888 0.837 0.790 0.746 0.705 0.666 0.630 0.596 0.564 0.507 7 0.933 0.871 0.813 0.760 0.711 0.665 0.623 0.583 0.547 0.513 0.452 8 0.923 0.853 0.789 0.731 0.677 0.627 0.582 0.540 0.502 0.467 0.404 9 0.914 0.837 0.766 0.703 0.645 0.592 0.544 0.500 0.460 0.424 0.361 10 0.905 0.820 0.744 0.676 0.614 0.558 0.508 0.463 0.422 0.386 0.322
11 0.896 0.804 0.722 0.650 0.585 0.527 0.475 0.429 0.388 0.350 0.287 12 0.887 0.788 0.701 0.625 0.557 0.497 0.444 0.397 0.356 0.319 0.257 13 0.879 0.773 0.681 0.601 0.530 0.469 0.415 0.368 0.326 0.290 0.229 14 0.870 0.758 0.661 0.577 0.505 0.442 0.388 0.340 0.299 0.263 0.205 15 0.861 0.743 0.642 0.555 0.481 0.417 0.362 0.315 0.275 0.239 0.183
16 0.853 0.728 0.623 0.534 0.458 0.394 0.339 0.292 0.252 0.218 0.163 17 0.844 0.714 0.605 0.513 0.436 0.371 0.317 0.270 0.231 0.198 0.146 18 0.836 0.700 0.587 0.494 0.416 0.350 0.296 0.250 0.212 0.180 0.130 19 0.828 0.686 0.570 0.475 0.396 0.331 0.277 0.232 0.194 0.164 0.116 20 0.820 0.673 0.554 0.456 0.377 0.312 0.258 0.215 0.178 0.149 0.104
21 0.811 0.660 0.538 0.439 0.359 0.294 0.242 0.199 0.164 0.135 0.093 22 0.803 0.647 0.522 0.422 0.342 0.278 0.226 0.184 0.150 0.123 0.083 23 0.795 0.634 0.507 0.406 0.326 0.262 0.211 0.170 0.138 0.112 0.074 24 0.788 0.622 0.492 0.390 0.310 0.247 0.197 0.158 0.126 0.102 0.066 25 0.780 0.610 0.478 0.375 0.295 0.233 0.184 0.146 0.116 0.092 0.059
26 0.772 0.598 0.464 0.361 0.281 0.220 0.172 0.135 0.106 0.084 0.053 27 0.764 0.586 0.450 0.347 0.268 0.207 0.161 0.125 0.098 0.076 0.047 28 0.757 0.574 0.437 0.333 0.255 0.196 0.150 0.116 0.090 0.069 0.042 29 0.749 0.563 0.424 0.321 0.243 0.185 0.141 0.107 0.082 0.063 0.037 30 0.742 0.552 0.412 0.308 0.231 0.174 0.131 0.099 0.075 0.057 0.033
40 0.672 0.453 0.307 0.208 0.142 0.097 0.067 0.046 0.032 0.022 0.011
50 0.608 0.372 0.228 0.141 0.087 0.054 0.034 0.021 0.013 0.009 0.003
TABLE 1 Present Value of $1 to Be Received at the End of a Given Number of Time Periods
A P P E N D I X
604
A
14% 15% 16% 18% 20% 25% 30% 35% 40% 45% 50% Periods
0.877 0.870 0.862 0.847 0.833 0.800 0.769 0.741 0.714 0.690 0.667 1 0.769 0.756 0.743 0.718 0.694 0.640 0.592 0.549 0.510 0.476 0.444 2 0.675 0.658 0.641 0.609 0.579 0.512 0.455 0.406 0.364 0.328 0.296 3 0.592 0.572 0.552 0.516 0.482 0.410 0.350 0.301 0.260 0.226 0.198 4 0.519 0.497 0.476 0.437 0.402 0.328 0.269 0.223 0.186 0.156 0.132 5
0.456 0.432 0.410 0.370 0.335 0.262 0.207 0.165 0.133 0.108 0.088 6 0.400 0.376 0.354 0.314 0.279 0.210 0.159 0.122 0.095 0.074 0.059 7 0.351 0.327 0.305 0.266 0.233 0.168 0.123 0.091 0.068 0.051 0.039 8 0.308 0.284 0.263 0.225 0.194 0.134 0.094 0.067 0.048 0.035 0.026 9 0.270 0.247 0.227 0.191 0.162 0.107 0.073 0.050 0.035 0.024 0.017 10
0.237 0.215 0.195 0.162 0.135 0.086 0.056 0.037 0.025 0.017 0.012 11 0.208 0.187 0.168 0.137 0.112 0.069 0.043 0.027 0.018 0.012 0.008 12 0.182 0.163 0.145 0.116 0.093 0.055 0.033 0.020 0.013 0.008 0.005 13 0.160 0.141 0.125 0.099 0.078 0.044 0.025 0.015 0.009 0.006 0.003 14 0.140 0.123 0.108 0.084 0.065 0.035 0.020 0.011 0.006 0.004 0.002 15
0.123 0.107 0.093 0.071 0.054 0.028 0.015 0.008 0.005 0.003 0.002 16 0.108 0.093 0.080 0.060 0.045 0.023 0.012 0.006 0.003 0.002 0.001 17 0.095 0.081 0.069 0.051 0.038 0.018 0.009 0.005 0.002 0.001 0.001 18 0.083 0.070 0.060 0.043 0.031 0.014 0.007 0.003 0.002 0.001 19 0.073 0.061 0.051 0.037 0.026 0.012 0.005 0.002 0.001 0.001 20
0.064 0.053 0.044 0.031 0.022 0.009 0.004 0.002 0.001 21 0.056 0.046 0.038 0.026 0.018 0.007 0.003 0.001 0.001 22 0.049 0.040 0.033 0.022 0.015 0.006 0.002 0.001 23 0.043 0.035 0.028 0.019 0.013 0.005 0.002 0.001 24 0.038 0.030 0.024 0.016 0.010 0.004 0.001 0.001 25
0.033 0.026 0.021 0.014 0.009 0.003 0.001 26 0.029 0.023 0.018 0.011 0.007 0.002 0.001 27 0.026 0.020 0.016 0.010 0.006 0.002 0.001 28 0.022 0.017 0.014 0.008 0.005 0.002 29 0.020 0.015 0.012 0.007 0.004 0.001 30 0.005 0.004 0.003 0.001 0.001 40
0.001 0.001 0.001 50
Table 1 is used to compute the value today of a single amount of cash to be received sometime in the future. To use Table 1, you must first know (1) the time period in years until funds will be received, (2) the stated annual rate of interest, and (3) the dollar amount to be received at the end of the time period.
Example—Table 1. What is the present value of $30,000 to be received 25 years from now, assuming a 14 percent interest rate? From Table 1, the required multiplier is 0.038, and the answer is:
$30,000 � 0.038 � $1,140
The factor values for Table 1 are:
PV Factor � (1 � r)�n
Present Value Tables 605
Periods 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 12%
1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909 0.893 2 1.970 1.942 1.913 1.886 1.859 1.833 1.808 1.783 1.759 1.736 1.690 3 2.941 2.884 2.829 2.775 2.723 2.673 2.624 2.577 2.531 2.487 2.402 4 3.902 3.808 3.717 3.630 3.546 3.465 3.387 3.312 3.240 3.170 3.037 5 4.853 4.713 4.580 4.452 4.329 4.212 4.100 3.993 3.890 3.791 3.605
6 5.795 5.601 5.417 5.242 5.076 4.917 4.767 4.623 4.486 4.355 4.111 7 6.728 6.472 6.230 6.002 5.786 5.582 5.389 5.206 5.033 4.868 4.564 8 7.652 7.325 7.020 6.733 6.463 6.210 5.971 5.747 5.535 5.335 4.968 9 8.566 8.162 7.786 7.435 7.108 6.802 6.515 6.247 5.995 5.759 5.328 10 9.471 8.983 8.530 8.111 7.722 7.360 7.024 6.710 6.418 6.145 5.650
11 10.368 9.787 9.253 8.760 8.306 7.887 7.499 7.139 6.805 6.495 5.938 12 11.255 10.575 9.954 9.385 8.863 8.384 7.943 7.536 7.161 6.814 6.194 13 12.134 11.348 10.635 9.986 9.394 8.853 8.358 7.904 7.487 7.103 6.424 14 13.004 12.106 11.296 10.563 9.899 9.295 8.745 8.244 7.786 7.367 6.628 15 13.865 12.849 11.938 11.118 10.380 9.712 9.108 8.559 8.061 7.606 6.811
16 14.718 13.578 12.561 11.652 10.838 10.106 9.447 8.851 8.313 7.824 6.974 17 15.562 14.292 13.166 12.166 11.274 10.477 9.763 9.122 8.544 8.022 7.120 18 16.398 14.992 13.754 12.659 11.690 10.828 10.059 9.372 8.756 8.201 7.250 19 17.226 15.678 14.324 13.134 12.085 11.158 10.336 9.604 8.950 8.365 7.366 20 18.046 16.351 14.878 13.590 12.462 11.470 10.594 9.818 9.129 8.514 7.469
21 18.857 17.011 15.415 14.029 12.821 11.764 10.836 10.017 9.292 8.649 7.562 22 19.660 17.658 15.937 14.451 13.163 12.042 11.061 10.201 9.442 8.772 7.645 23 20.456 18.292 16.444 14.857 13.489 12.303 11.272 10.371 9.580 8.883 7.718 24 21.243 18.914 16.936 15.247 13.799 12.550 11.469 10.529 9.707 8.985 7.784 25 22.023 19.523 17.413 15.622 14.094 12.783 11.654 10.675 9.823 9.077 7.843
26 22.795 20.121 17.877 15.983 14.375 13.003 11.826 10.810 9.929 9.161 7.896 27 23.560 20.707 18.327 16.330 14.643 13.211 11.987 10.935 10.027 9.237 7.943 28 24.316 21.281 18.764 16.663 14.898 13.406 12.137 11.051 10.116 9.307 7.984 29 25.066 21.844 19.189 16.984 15.141 13.591 12.278 11.158 10.198 9.370 8.022
30 25.808 22.396 19.600 17.292 15.373 13.765 12.409 11.258 10.274 9.427 8.055
40 32.835 27.355 23.115 19.793 17.159 15.046 13.332 11.925 10.757 9.779 8.244
50 39.196 31.424 25.730 21.482 18.256 15.762 13.801 12.234 10.962 9.915 8.305
TABLE 2 Present Value of $1 Received Each Period for a Given Number of Time Periods
Table 2 is used to compute the present value of a series of equal annual cash flows.
Example—Table 2. Arthur Howard won a contest on January 1, 2010, in which the prize was $30,000, payable in 15 annual installments of $2,000 each December 31, beginning in 2010. Assuming a 9 percent interest rate, what is the present value of Howard’s prize on January 1, 2010? From Table 2, the required multiplier is 8.061, and the answer is:
$2,000 � 8.061 � $16,122
The factor values for Table 2 are:
PVa Factor � 1 � (1 � r)�n ____________ r
606 APPENDIX A Present Value Tables
14% 15% 16% 18% 20% 25% 30% 35% 40% 45% 50% Periods
0.877 0.870 0.862 0.847 0.833 0.800 0.769 0.741 0.714 0.690 0.667 1 1.647 1.626 1.605 1.566 1.528 1.440 1.361 1.289 1.224 1.165 1.111 2 2.322 2.283 2.246 2.174 2.106 1.952 1.816 1.696 1.589 1.493 1.407 3 2.914 2.855 2.798 2.690 2.589 2.362 2.166 1.997 1.849 1.720 1.605 4 3.433 3.352 3.274 3.127 2.991 2.689 2.436 2.220 2.035 1.876 1.737 5
3.889 3.784 3.685 3.498 3.326 2.951 2.643 2.385 2.168 1.983 1.824 6 4.288 4.160 4.039 3.812 3.605 3.161 2.802 2.508 2.263 2.057 1.883 7 4.639 4.487 4.344 4.078 3.837 3.329 2.925 2.598 2.331 2.109 1.922 8 4.946 4.772 4.607 4.303 4.031 3.463 3.019 2.665 2.379 2.144 1.948 9 5.216 5.019 4.833 4.494 4.192 3.571 3.092 2.715 2.414 2.168 1.965 10
5.453 5.234 5.029 4.656 4.327 3.656 3.147 2.752 2.438 2.185 1.977 11 5.660 5.421 5.197 4.793 4.439 3.725 3.190 2.779 2.456 2.197 1.985 12 5.842 5.583 5.342 4.910 4.533 3.780 3.223 2.799 2.469 2.204 1.990 13 6.002 5.724 5.468 5.008 4.611 3.824 3.249 2.814 2.478 2.210 1.993 14 6.142 5.847 5.575 5.092 4.675 3.859 3.268 2.825 2.484 2.214 1.995 15
6.265 5.954 5.669 5.162 4.730 3.887 3.283 2.834 2.489 2.216 1.997 16 6.373 6.047 5.749 5.222 4.775 3.910 3.295 2.840 2.492 2.218 1.998 17 6.467 6.128 5.818 5.273 4.812 3.928 3.304 2.844 2.494 2.219 1.999 18 6.550 6.198 5.877 5.316 4.844 3.942 3.311 2.848 2.496 2.220 1.999 19 6.623 6.259 5.929 5.353 4.870 3.954 3.316 2.850 2.497 2.221 1.999 20
6.687 6.312 5.973 5.384 4.891 3.963 3.320 2.852 2.498 2.221 2.000 21 6.743 6.359 6.011 5.410 4.909 3.970 3.323 2.853 2.498 2.222 2.000 22 6.792 6.399 6.044 5.432 4.925 3.976 3.325 2.854 2.499 2.222 2.000 23 6.835 6.434 6.073 5.451 4.973 3.981 3.327 2.855 2.499 2.222 2.000 24 6.873 6.464 6.097 5.467 4.948 3.985 3.329 2.856 2.499 2.222 2.000 25
6.906 6.491 6.118 5.480 4.956 3.988 3.330 2.856 2.500 2.222 2.000 26 6.935 6.514 6.136 5.492 4.964 3.990 3.331 2.856 2.500 2.222 2.000 27 6.961 6.534 6.152 5.502 4.970 3.992 3.331 2.857 2.500 2.222 2.000 28 6.983 6.551 6.166 5.510 4.975 3.994 3.332 2.857 2.500 2.222 2.000 29 7.003 6.566 6.177 5.517 4.979 3.995 3.332 2.857 2.500 2.222 2.000 30
7.105 6.642 6.234 5.548 4.997 3.999 3.333 2.857 2.500 2.222 2.000 40
7.133 6.661 6.246 5.554 4.999 4.000 3.333 2.857 2.500 2.222 2.000 50
Table 2 is the columnar sum of Table 1. Table 2 applies to ordinary annuities, in which the first cash flow occurs one time period beyond the date for which the present value is computed.
An annuity due is a series of equal cash flows for N time periods, but the first payment occurs immediately. The present value of the first payment equals the face value of the cash flow; Table 2 then is used to measure the present value of N � 1 remaining cash flows.
Example—Table 2. Determine the present value on January 1, 2010, of 20 lease payments; each payment of $10,000 is due on January 1, beginning in 2010. Assume an interest rate of 8 percent.
Present Value � Immediate Payment � Present Value of 19 Subsequent Payments at 8%
� $10,000 � ($10,000 � 9.604) � $106,040
Present Value Tables 607
Chapter 9 1. David E. Keys and Anton Van Der Merwe, “Gaining Effec-
tive Organizational Control with RCA,” Strategic Finance, May 2002.
2. IRobot Corporation website: http://www.irobot.com.
Chapter 10 1. Stephanie Miles, “What’s a Check?” The Wall Street Jour-
nal, October 21, 2002, p. R5. 2. Alan Fuhrman, “Your e-Banking Future,” Strategic Finance,
April 2002. 3. Motorola Internet and Networking Group, “Why Motorola?”
www.motorola.com/MIMS/ISG/ING/quality.
Chapter 11 1. Paulette Thomas, “Case Study: Electronics Firm Ends Practice
Just in Time,” The Wall Street Journal, October 29, 2002. 2. From a speech by Jim Croft, vice president of finance and
administration of the Field Museum, Chicago, November 14, 2000.
Chapter 12 1. Christopher Lawton, Anheuser-Busch Rolls Out the Price
Jump,” The Wall Street Journal, October 23, 2002.
Chapter 14 1. Starbucks Corporation, Annual Report, 2008. 2. David Henry, “The Numbers Game,” BusinessWeek,
May 14, 2001. 3. Jonathan Weil, “‘Pro forma’ in Earnings Reports? . . . As
If,” The Wall Street Journal, April 24, 2003. 4. Statement of Financial Accounting Standards No.131, “Seg-
ment Disclosures” (Norwalk, Conn.: Financial Accounting Standards Board, 1997).
5. Starbucks Corporation, Annual Report, 2008. 6. Starbucks Corporation, Form 10-K, 2008. 7. Ibid. 8. Starbucks Corporation, Form 10-K, 2008, shareholders’ letter. 9. Target Corporation, Proxy Statement, May 18, 2005. 10. Starbucks Corporation, Form 10-K, 2008, shareholders’
letter. 11. Starbucks Financial Release, “Starbucks Details Strategy for
Profitable Growth,” March 18, 2009. 12. Ibid. 13. Lee Hawkins Jr., “S&P Cuts Rating on GM and Ford to
Junk Status,” The Wall Street Journal, May 6, 2005. 14. Jesse Drucker, “Performance Bonus Out of Reach? Move
the Target,” The Wall Street Journal, April 29, 2003. 15. Pfizer, Inc., Annual Report, 2005; Roche Group, Annual
Report, 2005.
Chapter 1 1. “Wal-Mart CEO Pleased with Sales,” Fort Meyers News-
Press, January 5, 2006. 2. http://imanet.org/about_ethics_statement.asp. 3. http://walmartstores.com/FactsNews/FactSheets/click
on link to “The Company of the Future: Fact Sheet.” 4. Andrew Ross Sorkin, “Albertsons Nears Deal, Yet Again, to
Sell Itself,” The New York Times, January 23, 2006. 5. Securities and Exchange Commission, “Final Rule: Certifi-
cation of Disclosure in Companies’ Quarterly and Annual Reports,” August 28, 2002, http:// www.sec.gov/rules/final/ 33-8124.htm.
6. Andra Gumbus and Susan D. Johnson, “The Balanced Score- card at Futura Industries,” Strategic Finance, July 2003.
7. http://walmartstores.com/FactsNews/FactSheets/click on link to “The Company of the Future: Fact Sheet.”
8. Securities and Exchange Commission, “Final Rule: Certifi- cation of Disclosure in Companies’ Quarterly and Annual Reports,” August 28, 2002, http://www.sec.gov/rules/ final/33-8124.htm.
9. Curtis C. Verschoor, “Economic Crime Results from Unethical Culture,” Strategic Finance, March 2009.
Chapter 5 1. Lance Thompson, “Examining Methods of VBM,” Strate-
gic Finance, December 2002. 2. “Just in Time, Toyota Production System & Lean Manufac-
turing,” http://www.strategosinc.com/just_in_time.htm. 3. Dan Morse, “Tennessee Producer Tries New Tactic in Sofas:
Speed,” The Wall Street Journal, November 19, 2002.
Chapter 6 1. http://investor.google.com/conduct.html.
Chapter 7 1. Omar Aguilar, “How Strategic Performance Management
Is Helping Companies Create Business Value,” Strategic Finance, January 2003.
2. Jeremy Hope and Robin Frase, “Who Needs Budgets?” Harvard Business Review, February 2003.
Chapter 8 1. PEAKS Resorts, www.peakscard.com. 2. Marc J. Epstein and Jean-François Manzoni, “The Balanced
Scorecard and Tableau de Bord: Translating Strategy into Action,” Management Accounting, August 1997.
3. Kerry A. McDonald, “Meyners Does a Reality Check,” Journal of Accountancy, February 2006.
4. V. G. Narayanan and Ananth Raman, “Aligning Incentives in Supply Chains,” Harvard Business Review, November 2004.
608
ENDNOTES
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Air Products and Chemicals, 433, 434, 435, 452
Albertson’s Inc., 7 Amazon.com, 397, 471, 517,
518, 530, 534, 558 Amtrak, 256 Anheuser-Busch, 481, 489 Apple Computer, 306 AT&T Wireless, 601
Bank of America, 393, 410 Brinker International, 308
Caribou Coffee, 568 Century 21, 92 Cold Stone Creamery, 91,
92, 105 Costco Wholesale, 7
Dean Foods, 129, 141, 148 Disney, 531 Domino’s Pizza, 388 Dow Chemical Company, 162 Du Pont, 314
eBay, 472, 477, 558 Enron Corporation, 10 Enterprise Rent-A-Car, 256 Estee Lauder, 605
Facebook, 208, 209 Field Museum, 444 Flickr, 207, 208, 209, 211, 228 Ford Motor Company, 587 Framerica Corporation, 249,
254, 271 Futura Industries, 21
Gap, Inc., 472 General Motors (GM), 587 Google, 208, 209, 558
H&R Block, 92, 297 Harley-Davidson, 16, 308 Hershey Company, 45, 46, 69 Hertz, 308
Ikea, 486, 487 Intel, 209, 477 iRobot Corporation, 345, 349,
360, 371
Jiffy Lube, 308
Koss Corporation, 437 Kroger, 7
La-Z Boy, Inc., 167, 168, 173, 182, 185, 209
Lab 126, 471, 493 Lands’ End, 531 Levi Strauss & Co., 92 Lexus, 472 Lowe’s, 254
McDonald’s, 42 Mercedes Benz, 472 Meyners + Company, 320 Michaels, 254 Moody’s Investors Service, 602 Motorola, 530
Nordstrom, 308, 472
Old Navy, 472
PepsiCo, 489, 561, 562, 588 Pfizer, 602 Priceline.com, 472, 473, 477
Roche, 605
Safeway, 7, 489 Sony, 487 Southwest Airlines, 46, 48, 50 Standard & Poor’s, 591 Starbucks, 555, 558, 559, 563–
569, 571–577, 578, 588
Stern Stewart & Company, 317 Sun Microsystems Inc., 601 Supervalue Inc., 7
Talbots, 254 Target, 575 Toyota Motor Corporation, 94,
95, 472 Trader Joe’s, 7
United Parcel Service (UPS), 32, 50, 92, 256
United Way, 308 UPS, 32, 50, 92, 256 U.S. Postal Service, 214 UST, 605
Vail Resorts, 301, 303, 305, 319, 323
Wal-Mart, 3, 5, 6, 7, 8, 13, 16, 22, 25, 46, 50, 209, 308, 472, 489
Walgreens, 575 Walt Disney Company, 531 Whole Foods Market, 7 WorldCom, 10, 268
Yahoo!, 477
COMPANY INDEX
610
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ABC. See Activity-based costing (ABC)
ABM, 16–17, 487, 518 Absorption costing, 311 Account,
Finished Goods Inventory, 54, 146
uncollectible. See Uncollectible accounts
Work in Process Inventory. See Work in Process Inventory account
Accounting rate-of-return method, 450–451
Activity-based costing (ABC), 17, 67 ABM vs. lean, 184 continuous improvement, 17 overhead allocation, 67 value-based systems, 171,
172–174 Activity-based management
(ABM), 16–17, 171 See also Value-based
systems continuous improvement, 16–17
lean operations, compared, 184
quality management, 518 target costing, 487
Actual costing, 60–61 Allocation
cost, 63 overhead, 63–68
Annual operating plan, 251 Annual Statement Studies, 561 Annuities, ordinary, 444–445 Appraisal costs, 521 Artificial prices, 492 Asset turnover, 314, 573, 574 Auction-based pricing, 477 Authorized reporting, 351 Average costing method, 132 Avoidable costs, 402
Backflush costing, 180–183 Balance Sheet,
trial. See Trial balance budgeted, 269–270
Balance sheet method, 480 Balanced scorecard,
20–21, 303 Barron’s, 560 Base year, 563 Batch-level activities, 173 Beginning inventory
average costing method, 144 FIFO costing method,
137, 138 Benchmarking, 22, 531 Bill of activities, 174–175
Book Value, capital investment
analysis, 440 Breakeven analysis, 220–224, 227 Breakeven point, 220, 222 Budget, 250
capital expenditures, 266 cash, 266–269 continuous, 252 costs of goods manufactured,
263, 264 direct labor, 261 direct materials purchases,
259–260 financial, 253 flexible, 310 master, 253–256 operating, 253 production, 258–259 sales, 257–258 selling and administrative
expense, 262–263 standard costing, 346 variable, 310
Budget approach, 252 Budget authority, 251 Budget committee, 251 Budget implementation, 252 Budget period, 252 Budgeted balance sheet,
269–270 Budgeted fixed overhead
variance, 366 Budgeted income statement, 265 Budgeting, 250
advantages, 250 basics, 251–253 capital, 434 ethics, 268 financial budgets,
265–270 See Financial budgets
long-term goals, 251 master budget, 253–256 operating budgets, 257–264
See also Operating budgets
participative, 252 short-term goals, 251 static, 252 zero-based, 252
Business plan, 7
C-V-P analysis, 218–219, 225–228
CAD, 522, 523 Capital budgeting, 434 Capital expenditures budget, 266 Capital investment analysis, 434
accounting rate-of-return method, 450–451
carrying value of assets, 440 cost of capital, 437–438 depreciation expense/income
taxes, 440–441 disposal/residual values, 441 equal vs. unequal cash flows,
440 expected benefits, 439–440 investment proposal ranking,
438–439 management process,
435–437 minimum rate of ROI, 437 net present value method,
446–448 payback period method,
449–450 time value of money,
442–445 Capital investment
decisions, 434 Capital investment proposals,
438–439 Carrying value, 440 Cash budget, 266–269 Cash collections, 267 Cash flows,
equal annual, 440 financial performance
analysis, 575 free, 576 unequal annual, 440
Cash flow yield, 575 Cash flows to assets, 576 Cash flows to sales, 576 Cash payments for direct materials,
267, 268 CEO, 9 CFO, 9 Check processing, 395 Chief executive officer (CEO), 9 Chief financial officer (CFO), 9 CIM, 523 CM, 217, 221–222 Committed costs, 486 Common costs, 402, 408 Common-size statement,
567, 568 Communication
budgeting process, 252 job order costing, 92 management accounting, 9–11 performance measurement,
305 quality management, and
MIS, 519 Compensation committee, 561 Completed units, 99 Compound interest, 443 Computer-aided design (CAD),
522, 523
Computer-integrated manufac- turing (CIM), 523
Conglomerates, 558 Continuous budget, 252 Continuous improvement,
15–18 Contribution margin (CM),
217, 221–222 Contribution margin income
statement, 217 Controllable costs and revenues,
306 Conversion costs, 59, 134, 179
equivalent production, 134, 135
JIT operations, 179 product cost elements, 59
Core competency, 13 Cost
behavior, 48 classifications and their uses,
46–47 financial reporting classifica-
tions, 48–49 financial statements, 50–53 managers’ use of informa-
tion, 46 manufacturing organizations,
inventory accounts, 54–58
organizational use of information, 46
product cost elements, 58–62 quality, 526–528 traceability, 47–48 value-adding vs. nonvalue-
adding, 48 Cost allocation, 63 Cost-based pricing methods,
478–483 gross margin pricing,
479–480 pricing services, 482–483 return on asset pricing,
480–481 Cost behavior, 208
breakeven analysis, 220–224 C-V-P analysis, 218–220,
225–228 contribution margin income
statement, 217–218 engineering method, 214 high-low method, 215–216 management, 208–213 regression analysis, 217 scatter diagram, 214–215
Cost center, 307, 310–311 Cost control, 352–354 Cost driver, 63, 211 Cost hierarchy, 173–176 Cost object, 63
SUBJECT INDEX
612
Subject Index 613
Cost of capital, 317, 437 Cost of goods manufactured, 57 Cost of goods manufactured and
transferred out average costing method,
144, 145 FIFO costing method,
137, 140 Cost of goods manufactured
budget, 263, 264 Cost of goods sold,
financial statements/cost reporting, 53
job order costing, 100 Cost-plus contracts, 102 Cost-plus transfer price, 489 Cost pool, 63 Cost savings, 440 Cost-volume-profit (C-V-P)
analysis, 218–219, 225–228
Costing. See Job order costing; Process costing
Costs of conformance, 520 Costs of nonconformance, 520 Costs of quality, 16, 520 Created prices, 492 Current manufacturing costs, 57 Current ratio, 571 Customer satisfaction, 525 Customer service, 13
Dashboard, 302 Days’ inventory on hand, 571 Days’ payable, 573
ratio analysis, 573 Days’ sales uncollected, 571 Debt-to-equity ratio, 574 Decentralized organization, 489 Delivery cycle time, 523–525 Delivery time, 523 Deming Application Prize, 532 Deming prizes, 532 Denominator activity, 211 Depreciation,
capital investment analysis, 440–441
Design, 12 Differential analysis, 395 Differential cost, 395 Direct costs, 47 Direct fixed costs, 402 Direct labor budget, 261 Direct labor costs, 58
job order costing, 95 product cost elements,
58, 59 Direct labor efficiency
variance, 358 Direct labor rate standard, 348 Direct labor rate variance, 358 Direct labor time standard, 348 Direct labor variances, 358–360 Direct materials costs, 59, 95, 134 Direct materials costs, 58 Direct materials price
standard, 347
Direct materials price variance, 355
Direct materials purchases budget, 259–260
Direct materials quantity standard, 347
Direct materials quantity variance, 355
Direct materials variances, 355–357 Disclosure Discretionary cost center,
307–308 Disposal values, 441 Distribution, 13 Diversified companies, 558 Dividends yield, 577 Dun & Bradstreet, 561
Earnings P/E ratio, 577
Earnings per share (EPS), financial performance
analysis, 561 management compensation,
performance measurement, 574
Economic pricing concepts, 475–476
Economic value added (EVA), 316–318
EFQM Excellence Award, 532 Ending inventory
average costing method, 143–144
FIFO costing method, 137, 138
Engineering capacity, 210 Engineering method, 214 Enterprise resource management
(ERM), 518 Enterprise resource planning
(ERP) system, 518 EPS. See Earnings per share
(EPS) Equal annual cash flows, 440 Equivalent production, 133–135 ERM, 518 ERP system, 518 Ethics
budgeting, 268 management accounting,
22–24 statement of ethical
professional practice, 23–24
EVA, 316–318 Evaluation
job order costing, 92 management accounting, 8–9 managers’ performance,
369–370 performance measurement,
305 quality management, and
MIS, 519 External failure costs, 521 External pricing factors, 473, 474
Facility-level activities, 174 Factory burden, 58 Factory overhead, 58 FIFO costing method, 136–138,
139, 143 FIFO costing method, 132 Financial accounting vs.
management accounting, 4–5 Financial budgets, 265–270
budgeted balance sheet, 269, 270
budgeted income statement, 265
capital expenditures budget, 266
cash budget, 266–269 master budget, 255
Financial budgets, 253 Financial measures of quality,
520–521, 522 Financial performance analysis
cash flows, 576 creditors’/investors’
objectives, 557 executive compensation,
561–563 horizontal analysis,
563–566 information sources,
559–561 liquidity, 571–573 long-term solvency,
574–575 management’s objectives,
556–557 market strength, 577 profitability, 573–574 ratio analysis, 569 standards of comparison,
557–559 trend analysis, 566–567 vertical analysis, 567–568
Financial performance measurement, 556
Financial statement analysis, 556 Financial statements,
cost reporting, 50–53 Financial Times, 560 Finished Goods Inventory
account, 54 average costing
method, 146 FIFO costing method—
manufacturing organizations, 54
manufacturing cost flow, 57 product flows, 133
Fixed cost formula, 211 Fixed costs, 48, 210, 211–212,
220, 222 Fixed overhead budget
variance, 366 Fixed overhead volume
variance, 366 Flexible budget, 310,
350–353 Flexible budget formula, 351
Forbes, 560 Ford, Henry, 176 Forecasted financial statements,
253 Form 8-K, 559 Form 10-Q, 559 Form 10-K, 559 Fortune, 560 Fraud,
Online, 478 Free cash flow, 576 Full costing, 311 Full product cost, 168 Functional departments, 176 Future value, 443
GAAP. See Generally accepted accounting principles (GAAP)
Galbraith, Frank and Lilian, 176 Good units, 358 Good units produced, 355 Gross margin pricing, 479–480
High-low method, 215–216 Horizontal analysis, 563–566 Human resources (HR), 13 Hurdle rate, 437
Ideal capacity, 210 IMA, 4 Improvement, 17–18 Income statement,
budgeted, 265 contribution margin,
217, 218 Income statement method, 479 Income taxes,
capital investment analysis, 440–441
Incremental analysis, 395 outsourcing decisions,
397–399 sales mix decisions, 404–407 segment profitability
decisions, 402–404 sell or process further
decisions, 407–409 short-run decisions, 394–396 special order decisions,
399–401 Incremental cost, 395 Incurred costs, 486 Index number, 566 Indirect costs, 47 Indirect labor costs, 58 Indirect materials costs, 58 Indirect production costs, 58 Industry Norms and Key Business
Ratios, 561 Information sources, 559–561 Information systems, 13 Inspection time, 178 Institute of Management
Accountants (IMA), 4 Interest, 442 Interest coverage ratio, 575
614 Subject Index
Interim financial statements, 559 Internal failure costs, 521 Internal pricing factors, 473, 474 Internet fraud, 478 Inventoriable costs, 48 Inventories,
JIT operating philosophies, 177
Inventory turnover, 571 Investment centers, 308,
313–318 economic value added,
316–318 multiple performance
measures, 318 residual income, 315–316 responsibility accounting, 307 return on investment,
313–314 Irrelevant costs, 395 Irrelevant revenues, 395 ISO 1840, 533 ISO 14000, 533 ISO standards, 533
JIT costing method, 181–182 JIT operating philosophy, 16,
176–179, 177 Job order, 94 Job order cost card, 94
example—service organization, 103
inventory accounts— manufacturing organizations, 56
product costing systems, 94 unit cost computation, 101
Job order costing manufacturing organizations,
95–102 product costing systems,
93–95 product unit cost informa-
tion, 92–93 service organizations,
102–104 Job order costing system, 93, 94 Joint costs, 408 Joint products, 407 Just-in-time (JIT) operating
philosophy, 16, 176–179, 177
Kaizen, 178, 530 Kaplan, Robert S., 303
Labor, 98 Lean operation, 172, 184
See also Value-based systems Lean production, 16 Legal services, 13 Linear approximation, 213 Liquidity, 5
financial performance analysis, 571–574, 575
Loans Long-term goals, 251
Make-or-buy decisions, 397 Malcolm Baldrige National
Quality Award, 532 Management,
capital investment analysis, 435–437
cost behavior, 208 financial performance
measurement, 556–557 job order costing, 92–93 pricing decisions, 472–474 quality management, and
MIS, 518–519 short-run decision analysis,
394–397 standard costs, 346 value-based systems,
168–172 Management accounting, 4, 13
balanced scorecard, 20–22 communicating, 9–11 continuous improvement,
15–18 ethical conduct standards,
22–24 evaluating, 8–9 financial accounting,
compared, 4–5 management process, and,
5–11 operating objectives, 6–7 performance measures, 19–22 performing, 8 planning, 5 strategic objectives, 6 tactical objectives, 6 value chain analysis, 11–15
Management accounting reports, 4, 11
Management information system (MIS), 518–519
Managerial performance report, 370
Manufacturing cost flow, 56 Manufacturing organizations
cost flow, 57 cost traceability, 47–48 inventory accounting, 50, 51 job order costing, 95–101 master budget preparation,
254 Manufacturing overhead, 58 Margin, 13 Margin of safety, 220 Marginal cost, 477 Marginal revenue, 477 Market strength, 577 Market transfer price, 489–490 Market value price, 490 Marketing, 12 Master budget, 253–256,
434–435 Materials inventory, 56–57,
96–97 Materials Inventory account, 54 Materials purchase, 54 Materials request form, 54
Mergent’s Dividend Achievers, 561 Microeconomic pricing
theory, 476 Minimum rate of return, 437, 438 MIS, 518–519 Mission statement, 5 Mixed cost formula, 213 Mixed costs, 210, 212–213 Moving time, 179
National Quality Measures Clearinghouse, 519
Negotiated transfer price, 490, 491
Net cash inflows, 440 Net income, 439 Net present value method,
446–448 Nonfinancial measures of quality,
521–525, 529 Noninventoriable costs, 49, 50 Nonlinear costs, 213 Nonvalue-adding activities,
17, 171 Nonvalue-adding cost, 48 Normal capacity, 210 Normal costing, 61 Norton, David R., 303
Ohno, Taichii, 176 Online banking, 395 Online fraud, 478 Operating budgets, 253
cost of goods manufactured budget, 263–264
direct labor budget, 261 direct materials purchases
budget, 259–260 master budget, 255 overhead budget, 261–262 production budget, 258–259 sales budget, 257–258 selling and administra-
tive expense budget, 262–263
Operating capacity, 209 Operating costing system, 94 Operating cycle, 573 Operating income, 219, 316 Operating objectives, 6 Opportunity costs, 396 Order cost card, 102 Ordinary annuity, 444–445 Organization chart, 308–309 Outsourcing, 13, 397–399 Outsourcing decisions, 397–399 Overapplied overhead costs,
65, 100 Overhead. See Overhead costs Overhead budget, 261–262 Overhead cost allocation, 63–68
ABC approach, 67–68 four-step process overview, 64 step 1 (planning overhead
rate), 63 step 2 (applying overhead
rate), 63
step 3 (recording actual costs), 65
step 4 (reconciling applied and actual amounts), 65
traditional approach, 65–67 Overhead cost allocation
process, 64 Overhead costs, 58, 59, 95,
98–99, 100 Overhead variances, 361–368
P/E ratio, 577 Participative budgeting, 252 Parts and labor pricing,
482–483 Payables turnover, 573 Payback period, 451 Payback period method, 449 Payroll costs, 98 Performance
job order costing, 92 management accounting, 8 measurement, 304–305 quality management, and
MIS, 519 vendors, 522
Performance analysis. See Financial performance analysis
Performance based pay, 320 Performance goals, 319–321 Performance incentives,
319–321 Performance management and
evaluation system, 302 Performance management
balanced scorecard, 303–305
cost centers, 310, 311 investment centers, 313–318
See also Investment centers
measurement, 302–305 performance incentives/
goals, 319–321 profit centers, 311–313 responsibility accounting,
305–309 Performance measurement, 302 Performance measures, 19–22 Performance report, 353 Period costs, 48, 49 Perpetual inventory system, 99 Planning
ERP systems, 518 job order costing, 92 management accounting, 5–7 performance measurement,
303 quality management, and
MIS, 519 strategic, 251
Planning framework, 6 Practical capacity, 210 Predetermined overhead rate, 63 Present value, 443–445
capital investment analysis, 446–448
Subject Index 615
Prevention costs, 521 Preventive maintenance, 178 Price/earnings (P/E) ratio, 577 Pricing
auction-based, 477 economic concepts,
475–476 external factors, 473, 474 gross margin, 479–480 internal factors, 473, 474 microeconomic theory, 476 parts and labor, 482–483 return on assets, 477–481 time and materials, 482–483
Pricing concepts, 475–476 Pricing decisions
auction-based pricing, 477 cost-based pricing methods,
478–483 See also Cost-based pricing methods
economic pricing concepts, 475–476
internal/external factors, 473–474
internal providers of goods/ services, 489–492
management, 472–474 marginal revenue, 477 pricing policy objectives,
472–473 profit maximization,
476–477 target costing, 485–488 total costs, 475–476 total revenues, 475
Primary processes, 11, 169 Prime costs, 59 Pro forma financial statements,
253 Process cost report, 132 Process costing
average costing method, 143–146
equivalent production, 133–135
FIFO costing method, 136–141
product flow patterns, 131–133
system, 130 Process costing system, 93,
94, 130 Process mapping, 531 Process value analysis (PVA),
170 Processing costs, 134 Processing time, 178 Product cost measurement meth-
ods, 60–62 Product costing system, 93 Product costs, 48 Product design, 522 Product flows, 131 Product-level activities, 174 Product life cycle, 486 Product unit cost, 59–60, 101
Production, 12 Production budget, 258–259 Production cycle time, 523 Production of goods, 54–56 Production performance, 523 Profit, 218, 219, 222 Profit center, 307, 308 Profit margin, 314, 573 Profit maximization, 476–477 Profitability, 573–574 Pull-through production, 177 Purchase of materials, 54 Purchase order, 54 Purchase-order lead time, 523 Purchase request, 54 Push-through method, 177 PVA, 170
Quality, 16, 520 Quality management
cost evaluation, 526–528, 530
customer satisfaction, 525 delivery cycle time,
523–525 ERP systems, 518 financial measures, 520–521 management information
systems, 518–519 nonfinancial measures,
521–525, 529 product design, 522 production performance, 523 recognition, 532–533 return on quality (ROQ),
530 service quality, 525 vendor performance,
522–523 Queue time, 179 Quick ratio, 571
R&D, 12 Rate variance, 355 Ratio analysis, 569 Receivable turnover, 571 Reconciliation,
applied/actual amounts, 65 overhead costs, 100
Regression analysis, 217 Relevant range, 211 Research and development
(R&D), 12 Residual income (RI),
316–317 Residual value, 441 Responsibility accounting,
305–309 Responsibility center,
306–308 Retail organizations
cost traceability, 47 inventory accounting, 50, 51 managers’ use of cost
information, 46 master budget preparation,
255
Return on assets, 573, 574 Return on assets pricing,
480–481 Return on equity, 574 Return on investment (ROI),
313–315 Return on quality (ROQ), 530 Revenue,
controllable costs, 306 irrelevant, 395 marginal, 477 total, 475
Revenue center, 307, 308 RI, 316–317 ROI, 313–315 ROQ, 530 Rule-of-thumb measures, 557
Sales, 220, 222 Sales budget, 257–258 Sales forecast, 257 Sales invoice, 56 Sales mix, 223 Sales mix decision, 404–407 Salvage value, 441 Scatter diagram, 214–215, 221 Scott, Lee, 3 SEC, 9 Securities,
SEC, 9 Securities and Exchange
Commission (SEC), management’s
responsibility, 9 Segment margin, 402 Segment profitability decisions,
402–404 Sell or process further decision,
407–409 Selling, administrative, and general
expenses, 50 Selling and administrative
expense budget, 262–263 Semifixed costs, 211 Service organizations
cost traceability, 47 inventory accounting, 50, 51 job order costing, 102–104 managers’ use at cost
information, 46 master budget preparation,
255 pricing decisions, 482–483 quality measurement, 525
Service overhead, 58 Service unit cost, 62 Shingo, Shigeo, 176 Shipping document, 56 Short-run decisions, 394–396 Short-term goals, 251 Simple interest, 442 Sold units, 99 Solvency, 574 Sorensen, Charles E., 176 Sources of information, 559–561 Special order decisions, 399–401 Split-off point, 407
Standard costing, 61–62, 346–350
Standard costs, 346 Standard direct labor cost,
347–348 Standard direct materials, 347 Standard fixed overhead rate,
348 Standard overhead cost, 348 Statement of cost of goods
manufactured, 51–52 Statement of ethical professional
practice, 23–24 Static budgeting, 252 Statistical methods, 217 Step cost, 211 Storage time, 179 Strategic objectives, 6 Strategic planning, 251 Strategy, 303 Sunk cost, 395 Supply, 12 Supply chain, 8, 169–170 Supply network, 169 Support services, 11
Tableau de bord, 302 Tactical objectives, 6 Target costing, 485–488 Taylor, Frederick W., 176 TCO, 448 Theoretical (ideal) capacity, 210 Theory of constraints (TOC), 17 Throughput time, 179 Time and materials pricing,
482–483 Time and motion study, 214 Time value of money, 442–445 TOC, 17 Total cost of ownership
(TCO), 448 Total costs, 475 Total direct labor cost variance,
358 Total direct materials cost
variance, 355 Total fixed overhead cost
variance, 365 Total manufacturing costs, 57 Total overhead cost variance,
362 Total quality management
(TQM), 16, 518, 520 Total revenues, 475 Total variable overhead cost
variance, 363 TQM, 16, 518, 520 Traditional income statement,
311, 312 Transfer price, 489–492 Trend analysis, 566–567
Underapplied overhead costs, 65, 100
Unequal annual cash flow, 440 Unequal annual net cash inflows,
450
616 Subject Index
Unit-level activities, 173 Units completed and transferred
out, 143, 144 Usage variance, 355, 358
Value-adding activities, 17, 171 Value-adding cost, 48 Value-based management (VBM),
170 Value-based systems, 168
ABM vs. lean, 184 activity-based costing,
172–174 backflush costing, 180–183 continuous improvement,
178
JIT, 176–178, 178–179 management, 168–172
Value chain, 11–15, 169–170 Variable budget, 310, 350 Variable cost, 48, 209–210,
220, 222 Variable cost formula, 209 Variable costing, 311 Variable costing income statement,
217, 312 Variable overhead efficiency
variance, 364 Variable overhead spending
variance, 363 Variance analysis, 350
cash control, 352–354
direct labor variances, 358–360
direct materials variances, 355–357
flexible budgets, 350–352 managers’ performance eval-
uation, 369–370 overhead variances, 361–367
VBM, 170 Vendor performance, 522 Vendor’s invoice, 54 Vertical analysis,
567–568
Wall Street Journal, 560 Whitney, Eli, 176
Work cell, 177 Work in Process Inventory
account, 54 accounting for costs, 139, 140 cost flows, 132–133 FIFO costing method,
140, 141 inventory accounts—
manufacturing organizations, 54
job order costing— manufacturing organiza- tions, 96–97, 98
manufacturing cost flow, 57
Zero-based budgeting, 252
- Front Cover
- Title Page
- Copyright
- Contents
- Preface
- About the Authors
- CHAPTER 1 The Changing Business Environment: A Manager's Perspective
- DECISION POINT A MANAGER'S FOCUS WAL-MART STORES, INC.
- The Role of Management Accounting
- Management Accounting and Financial Accounting: A Comparison
- Management Accounting and the Management Process
- Value Chain Analysis
- Primary Processes and Support Services
- Advantages of Value Chain Analysis
- Managers and Value Chain Analysis
- Continuous Improvement
- Management Tools for Continuous Improvement
- Achieving Continuous Improvement
- Performance Measures: A Key to Achieving Organizational Objectives
- Using Performance Measures in the Management Process
- The Balanced Scorecard
- Benchmarking
- Standards of Ethical Conduct
- A LOOK BACK AT WAL-MART STORES, INC.
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 2 Cost Concepts and Cost Allocation
- DECISION POINT A MANAGER'S FOCUS THE HERSHEY COMPANY
- Cost Information
- Managers' Use of Cost Information
- Cost Information and Organizations
- Cost Classifications and Their Uses
- Cost Traceability
- Cost Behavior
- Value-Adding Versus Nonvalue-Adding Costs
- Cost Classifications for Financial Reporting
- Financial Statements and the Reporting of Costs
- Income Statement and Accounting for Inventories
- Statement of Cost of Goods Manufactured
- Cost of Goods Sold and a Manufacturer's Income Statement
- Inventory Accounts in Manufacturing Organizations
- Document Flows and Cost Flows Through the Inventory Accounts
- The Manufacturing Cost Flow
- Elements of Product Costs
- Prime Costs and Conversion Costs
- Computing Product Unit Cost
- Product Cost Measurement Methods
- Computing Service Unit Cost
- Cost Allocation
- Allocating the Costs of Overhead
- Allocating Overhead: The Traditional Approach
- Allocating Overhead: The ABC Approach
- A LOOK BACK AT THE HERSHEY COMPANY
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 3 Costing Systems: Job Order Costing
- DECISION POINT A MANAGER'S FOCUS COLD STONE CREAMERY, INC
- Product Unit Cost Information and the Management Process
- Planning
- Performing
- Evaluating
- Communicating
- Product Costing Systems
- Job Order Costing in a Manufacturing Company
- Materials
- Labor
- Overhead
- Completed Units
- Sold Units
- Reconciliation of Overhead Costs
- A Job Order Cost Card and the Computation of Unit Cost
- A Manufacturer's Job Order Cost Card and the Computation of Unit Cost
- Job Order Costing in a Service Organization
- A LOOK BACK AT COLD STONE CREAMERY, INC.
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 4 Costing Systems: Process Costing
- DECISION POINT A MANAGER'S FOCUS DEAN FOODS
- The Process Costing System
- Patterns of Product Flows and Cost Flow Methods
- Cost Flows Through the Work in Process Inventory Accounts
- Computing Equivalent Production
- Equivalent Production for Direct Materials
- Equivalent Production for Conversion Costs
- Summary of Equivalent Production
- Preparing a Process Cost Report Using the FIFO Costing Method
- Accounting for Units
- Accounting for Costs
- Assigning Costs
- Process Costing for Two or More Production Departments
- Preparing a Process Cost Report Using the Average Costing Method
- Accounting for Units
- Accounting for Costs
- Assigning Costs
- A LOOK BACK AT DEAN FOODS
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 5 Value-Based Systems: ABM and Lean
- DECISION POINT A MANAGER'S FOCUS LA-Z-BOY, INC.
- Value-Based Systems and Management
- Value Chains and Supply Chains
- Process Value Analysis
- Value-Adding and Non-Value-Adding Activities
- Value-Based Systems
- Activity-Based Management
- Managing Lean Operations
- Activity-Based Costing
- The Cost Hierarchy and the Bill of Activities
- The New Operating Environment and Lean Operations
- Just-in-Time (JIT)
- Continuous Improvement of the Work Environment
- Accounting for Product Costs in a JIT Operating Environment
- Backflush Costing
- Comparison of ABM and Lean
- A LOOK BACK AT LA-Z-BOY, INC.
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 6 Cost Behavior Analysis
- DECISION POINT A MANAGER'S FOCUS FLICKR
- Cost Behavior and Management
- The Behavior of Costs
- Mixed Costs and the Contribution Margin Income Statement
- The Engineering Method
- The Scatter Diagram Method
- The High-Low Method
- Statistical Methods
- Contribution Margin Income Statements
- Cost-Volume-Profit Analysis
- Breakeven Analysis
- Using an Equation to Determine the Breakeven Point
- The Breakeven Point for Multiple Products
- Using C-V-P Analysis to Plan Future Sales, Costs, and Profits
- Applying C-V-P to Target Profits
- A LOOK BACK AT FLICKR
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 7 The Budgeting Process
- DECISION POINT A MANAGER'S FOCUS FRAMERICA CORPORATION
- The Budgeting Process
- Advantages of Budgeting
- Budgeting and Goals
- Budgeting Basics
- The Master Budget
- Preparation of a Master Budget
- Budget Procedures
- Operating Budgets
- The Sales Budget
- The Production Budget
- The Direct Materials Purchases Budget
- The Direct Labor Budget
- The Overhead Budget
- The Selling and Administrative Expense Budget
- The Cost of Goods Manufactured Budget
- Financial Budgets
- The Budgeted Income Statement
- The Capital Expenditures Budget
- The Cash Budget
- The Budgeted Balance Sheet
- A LOOK BACK AT FRAMERICA CORPORATION
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 8 Performance Management and Evaluation
- DECISION POINT A MANAGER'S FOCUS VAIL RESORTS
- Performance Measurement
- What to Measure, How to Measure
- Other Measurement Issues
- Organizational Goals and the Balanced Scorecard
- The Balanced Scorecard and Management
- Responsibility Accounting
- Types of Responsibility Centers
- Organizational Structure and Performance Management
- Performance Evaluation of Cost Centers and Profit Centers
- Evaluating Cost Center Performance Using Flexible Budgeting
- Evaluating Profit Center Performance Using Variable Costing
- Performance Evaluation of Investment Centers
- Return on Investment
- Residual Income
- Economic Value Added
- The Importance of Multiple Performance Measures
- Performance Incentives and Goals
- Linking Goals, Performance Objectives, Measures, and Performance Targets
- Performance-Based Pay
- The Coordination of Goals
- A LOOK BACK AT VAIL RESORTS
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 9 Standard Costing and Variance Analysis
- DECISION POINT A MANAGER'S FOCUS iROBOT CORPORATION 345
- Standard Costing
- Standard Costs and Managers
- Computing Standard Costs
- Standard Direct Materials Cost
- Standard Direct Labor Cost
- Standard Overhead Cost
- Total Standard Unit Cost
- Variance Analysis
- The Role of Flexible Budgets in Variance Analysis
- Using Variance Analysis to Control Costs
- Computing and Analyzing Direct Materials Variances
- Computing Direct Materials Variances
- Analyzing and Correcting Direct Materials Variances
- Computing and Analyzing Direct Labor Variances
- Computing Direct Labor Variances
- Analyzing and Correcting Direct Labor Variances
- Computing and Analyzing Overhead Variances
- Using a Flexible Budget to Analyze Overhead Variances
- Computing Overhead Variances
- Analyzing and Correcting Overhead Variances
- Using Cost Variances to Evaluate Managers' Performance
- A LOOK BACK AT iROBOT CORPORATION
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 10 Short-Run Decision Analysis
- DECISION POINT A MANAGER'S FOCUS BANK OF AMERICA
- Short-Run Decision Analysis and the Management Process
- Incremental Analysis for Short-Run Decisions
- Incremental Analysis for Outsourcing Decisions
- Incremental Analysis for Special Order Decisions
- Incremental Analysis for Segment Profitability Decisions
- Incremental Analysis for Sales Mix Decisions
- Incremental Analysis for Sell or Process- Further Decisions
- A LOOK BACK AT BANK OF AMERICA
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 11 Capital Investment Analysis
- DECISION POINT A MANAGER'S FOCUS AIR PRODUCTS AND CHEMICALS INC.
- The Capital Investment Process
- Capital Investment Analysis
- Capital Investment Analysis in the Management Process
- The Minimum Rate of Return on Investment
- Cost of Capital
- Other Measures for Determining Minimum Rate of Return
- Ranking Capital Investment Proposals
- Measures Used in Capital Investment Analysis
- Expected Benefits from a Capital Investment
- Equal Versus Unequal Cash Flows
- Carrying Value of Assets
- Depreciation Expense and Income Taxes
- Disposal or Residual Values
- The Time Value of Money
- Interest
- Present Value
- Present Value of a Single Sum Due in the Future
- Present Value of an Ordinary Annuity
- The Net Present Value Method
- Advantages of the Net Present Value Method
- The Net Present Value Method Illustrated
- Other Methods of Capital Investment Analysis
- The Payback Period Method
- The Accounting Rate-of-Return Method
- A LOOK BACK AT AIR PRODUCTS AND CHEMICALS INC.
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 12 Pricing Decisions, Including Target Costing and Transfer Pricing
- DECISION POINT A MANAGER'S FOCUS LAB 126
- The Pricing Decision and the Manager
- Pricing Policies
- Pricing Policy Objectives
- Pricing and the Management Process
- External and Internal Pricing Factors
- Economic Pricing Concepts
- Total Revenue and Total Cost Curves
- Marginal Revenue and Marginal Cost Curves
- Auction-Based Pricing
- Cost-Based Pricing Methods
- Gross Margin Pricing
- Return on Assets Pricing
- Summary of Cost-Based Pricing Methods
- Pricing Services
- Factors Affecting Cost-Based Pricing Methods
- Pricing Based on Target Costing
- Differences Between Cost-Based Pricing and Target Costing
- Target Costing Analysis in an Activity-Based Management Environment
- Pricing for Internal Providers of Goods and Services
- Transfer Pricing
- Developing a Transfer Price
- Other Transfer Price Issues
- Using Transfer Prices to Measure Performance
- A LOOK BACK AT LAB
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 13 Quality Management and Measurement
- DECISION POINT A MANAGER'S FOCUS AMAZON .COM
- The Role of Management Information Systems in Quality Management
- Enterprise Resource Planning Systems
- Managers' Use of MIS
- Financial and Nonfinancial Measures of Quality
- Financial Measures of Quality
- Nonfinancial Measures of Quality
- Measuring Service Quality
- Measuring Quality: An Illustration
- Evaluating the Costs of Quality
- Evaluating Nonfinancial Measures of Quality
- The Evolving Concept of Quality
- Recognition of Quality
- A LOOK BACK AT AMAZON.COM
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- CHAPTER 14 Financial Analysis of Performance
- DECISION POINT A MANAGER'S FOCUS STARBUCKS CORPORATION 555
- Foundations of Financial Performance Measurement
- Financial Performance Measurement: Management's Objectives
- Financial Performance Measurement: Creditors' and Investors' Objectives
- Standards of Comparison
- Sources of Information
- Executive Compensation
- Tools and Techniques of Financial Analysis
- Horizontal Analysis
- Trend Analysis
- Vertical Analysis
- Ratio Analysis
- Comprehensive Illustration of Ratio Analysis
- Evaluating Liquidity
- Evaluating Profitability
- Evaluating Long-Term Solvency
- Evaluating the Adequacy of Cash Flows
- Evaluating Market Strength
- A LOOK BACK AT STARBUCKS CORPORATION
- STOP & REVIEW
- CHAPTER ASSIGNMENTS
- APPENDIX A Present Value Tables
- ENDNOTES
- COMPANY INDEX
- SUBJECT INDEX
